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Transition to adulthood can be a difficult time for all young people and their families, but young people with learning disabilities face additional stresses. Transition for young people with learning disabilities is highly topical, in relation to both policy and practice. Legislation and guidance offer various mechanisms for improving transition, including transition planning, health action planning and Connexions personal advisers. This study of 283 families with youngsters with learning disabilities found that existing legislation and guidance were largely failing youngsters with learning disabilities and their families at transition. There were substantial discrepancies between what ought to have been provided and what young people and their families experienced in practice, and significant difficulties as youngsters moved between children's and adult health and social services. Other difficulties experienced at transition are also reviewed, along with possibilities for improvements in practice.

The purpose of this paper is to present a collaborative communications model and relate information to succession planning for organizations facing imminent change.

Using a review of existent literature, this work examines and expounds upon the impact of planning effectively for transitions between entities.

The paper presents a collaborative communications model for a manager that is based on four tenets – condition setting, planning, execution, and process evaluation. Within each of these tenets are elements of communication, mentorship, leader development, and acceptance (trust) among stakeholders to ensure two entities transition appropriately.

Key tenets of leadership are often missed when developing strategies for organizational transition. This work examines how communicating collaboratively is linked to succession management and can aid managers in understanding some implications of ill‐developed planning efforts.

In an applied sense, this model provides health care managers with concepts related to effective change at both the individual and organizational levels. While this work is directed toward managing transition among health care organizations and personnel, the information is equally applicable to a broader audience.

While there is a dearth of literature examining succession management in a variety of industries, little information is directed specifically toward health care leadership. This paper provides concepts related to effective risk mitigation in succession management.

Within an IT outsourcing relationship, transition represents a critical and complex phase that starts immediately after contract signing. Transition involves handing over outsourced activities from client firm to service provider firm and accompanies a new way of operating. The purpose of this paper is to determine and detail factors influencing the performance of transition phase within global IT outsourcing relationships.

In this paper, the authors present a framework for transition performance that includes four factors: transition planning, knowledge transfer, transition governance and retained organization. This framework is tested and enriched by utilizing a single, in‐depth case study involving over 25 interviews with a global offshore IT outsourcing engagement.

It was found that knowledge transfer and transition governance are more critical factors than transition planning and retained organization for transition performance. This was due mainly to two reasons: the critical challenges faced, within the scope of these factors, had higher potential to disrupt transition; and both these factors and their related issues required a significant joint and coordinated effort from client and service provider firms, thereby, making implementation challenging for transition.

Practitioners have suggested that over two‐thirds of failed outsourcing relationships are due to transition‐related challenges. This paper represents one of the first in‐depth studies that provides insights from a real‐life global outsourcing engagement, which contributes to and complements existing literature on IT outsourcing by providing a greater understanding of transition. Furthermore, it provides practitioners with insights and best practices that can be used to guide transitions in real‐life engagements.

There is now a vast amount of available information, research and policy on the transition of young people with learning disabilities to adulthood. These sources are informed by different professional philosophies and practices, resulting in a heterogeneous mass of data that can be confusing, contradictory and repetitive. In this review we provide an overview of recent publications about services for young people with learning disabilities at the time of transition, with particular focus on those with mental disorders including neurodevelopment disorders and/or challenging behaviour. We discuss their relevance to good practice and the implications for the future development of services for people with learning disabilities in the UK. We argue that, despite the qualitative differences between the experience of transition to adulthood for young people with learning disabilities and that of other young people, the principles of service provision remain the same. Developments in research and clinical practice in this field ought to reflect good practice, as well as embracing new methodologies, and benefit from advances in adolescents without learning disabilities.

The differential impact of young adult diagnosis on families during the period of transition from school to adult life was examined. Participants were parents of 246 young adults with severe learning disability aged 18‐26. Young adults were classified into four diagnostic groups: autism (N = 30), Down's syndrome (N = 68), cerebral palsy (N = 95) and an undifferentiated learning disability group (N = 53). Research questions pertained to parent expectations about their young adults' transition to living and working environments post high school. Parental satisfaction and worries were also assessed. The results indicated more community expectations of work for young adults with Down's syndrome, and more restrictive expectations for young adults with autism, including more expectations that young adults with autism would move out of the family home into a residential environment. Parents of young adults with autism also worried significantly more about various aspects of transition than other parent groups.

Transitions for young people with intellectual disabilities have received much attention from researchers. Little is known, however, about how mental health services link with existing transition partnerships and what the potential service gaps are for young people with intellectual disabilities. Eight mental health professionals in three local authorities in Wales were interviewed to sketch potential research themes in this area. Our findings revealed a remarkable lack of engagement of mental health professionals with transition partnerships for young people with intellectual disabilities, and significant service gaps. The insufficient integration of mental health services in transition planning may contribute to disruptive transitions for young people with intellectual disabilities and their carers. Further research should examine how best to involve mental health services in transition partnerships for young people.

This paper outlines some strategic considerations in the transition of an organization from essentially a research and development or design environment to an operational or production environment. We propose a transition life cycle model that is in agreement with the existing life cycle models. The building blocks of the research are the results of an extensive literature search and a series of industrial interviews. The desired expectation of this effort was to find methods for moving NASA’s space shuttle program into an era of routine, timely operations. Proposes utilizing some existing concepts of change for achieving a smooth transformation under various levels of technical, political, cultural, managerial and economic uncertainties. Recommends an initial planning stage followed by various possible courses of actions and considerations for the transition. We hope that the framework presented in this paper will serve the individuals and organizations considering a major transition, especially those from a research and development to an operational one.

This paper aims to outline the transition of two libraries from one automated interlending system (OCLC VDX) to another (Relais ILL).

The paper provides historical background and context for the change, the transition planning, processes undertaken to ensure success, and the challenges and lessons learned along the way.

The authors report that, although the transition process went fairly smoothly, libraries planning for a similar transition should build some flexibility into their overall planning process and be prepared to pay close attention to their communication processes.

Libraries planning a transition from one interlending system to another will find this paper quite useful. Any library using either the VDX or Relais interlibrary systems will find the appendix of comparable ISO ILL terminology helpful as well.

This paper explores the obstacles to the provision of effective support for young people with learning disabilities and their families as they leave school and take up adult opportunities and services. Despite often disappointing experiences, there are encouraging developments that local agencies can build on in order to offer supportive and creative assistance during this crucial period for young people.

Building the Right Support, a national plan for people with intellectual disabilities (ID) in England aims to avoid lengthy stays in hospital for such people. Discharge planning is understood to be helpful in facilitating successful transition from hospital to community services, however, there is little guidance available to help those working with detained patients with ID and offending histories to consider how to affect safe and effective discharges. The paper aims to discuss these issues.

In this paper, the development and implementation of a multi-faceted and systemic approach to discharge preparation and planning is described. The impact of this intervention on a range of outcomes was assessed and the views of stakeholders on the process were sought.

Initial outcome data provide support for the effectiveness of this intervention in terms of increased rates of discharge, reduced lengths of stay and low readmission rates. Stakeholders viewed the intervention as positive and beneficial in achieving timely discharge and effective post-discharge support.

People with ID are more likely to be detained in hospital and spend more time in hospital following admission. A planned, coordinated and well managed approach to discharge planning can be helpful in facilitating timely and successful discharges with low risks of readmission.

This is the first attempt to describe and evaluate a discharge planning intervention for detained offenders with ID. The intervention described appears to be a promising approach but further evaluation across a range of service settings is required.