P3 legislation and frameworks for dementia

Atkins is part of a seven-partner consortium who are developing a digital platform that is setting out to improve the rail travel experience for disabled passengers in the UK. TOC Ability aims to enhance passenger experience and has the potential to transform the experience of those users that need it most. By sharing increasingly accurate journey information in real-time between staff and customers, TOC Ability promises to make journeys more seamless and reliable, reducing passenger anxiety and stress and enhancing comfort. The resulting increase in trust in the service is expected to encourage more customers with accessibility needs to travel by rail.

P3 legislation and frameworks for dementia

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Store Conflict in care settings People usually go into care work because they care. The nursing and social care students, trained staff and managers we meet, express their genuine desire to make a positive difference in the lives of people who use care services. There are many fantastic staff who save lives and boost spirits on a daily basis.

People use care services because they have nursing or daily life or mental health needs. Some people need a safe place to stay.

They may be vulnerable to drink or addictions, to abuse, to falls, or neglect, to self-harm, to causing harm, to poor mental health, or physical deterioration and a wide range of other issues, which necessitate compassionate support.

So how does it go wrong in care settings? I think there are several contributory factors to abuse within our care systems and social structures. Blaming and distancing ourselves from the issues is not helpful. Violence and aggression threaten our well-being, dignity, confidence, and lives.

We have probably all experienced moments of feeling sheer anger and aggression. We need to understand how that happens in carers…. Our care organisations operate beneath an umbrella of important legislative policy, procedures and standards.

At a very basic level, these elements create closed or open cultures. Closed cultures tend to be institutionalised and oppressive.

Abuse can hide more easily where individuals do not recognise their freedom to speak out. We all want more open cultures, where people can voice concerns and fears; where complaints are regarded as messages of hope for change; and where time and opportunities are given to discuss complex issues.

What really makes an organisation is the people; from the care and support staff to the managers and CEOs. The standards of care depend on their values, rules, knowledge, skills, awareness and understanding. Staff do what they learn how to do within their perceived roles.

This is influenced by their experiences, by how they are treated, their individual capacity for learning, clarity of responsibilities; their personal values, and their mental health.

They might struggle to see how someone with late stage dementia could be included in anything. This leads to more isolation and can easily slide into neglect.

But supported reflective practice and learning can help staff see possibilities and improve quality of life. Occasionally a significantly damaged and damaging individual slips through the selection and recruitment process.

Whilst the majority of staff go into care work to care, occasionally there are people who are attracted to the work because they are personally in need of care. Somehow they miss the regular support systems all the way through life, and come in to the system as a worker. Some wounded healers are actually very good carers.

But others are clearly not.

A literature review identified studies that focused on CVA (Shinohara & Yamada, ) and OT theoretical frameworks in Japan. A total of 19 studies (%) were nonrandomised clinical-controlled trials and (87%) were descriptive case studies. Office of the High Commissioner for Human Rights. Normative standards in international human rights law in relation to older persons. Analytical Outcome Paper. Framework is a charity delivering housing, health, employment, support and care services to people with a diverse range of needs. We empower people to achieve .

Add to this an environment or culture that does not offer regular supervision, nor pick up signs of disturbance through mentoring, or observations, and we have trouble. Burnout or carer fatigue is a big sign to take notice of.

Emotional, physical and mental exhaustion is caused by long periods of stress. This affects people in different ways. Some people may be present in body, but emotionally shut down and seem to lose the ability to connect on a humane level.

Other people become hypersensitive to the suffering they see around them. They feel helpless and are in constant emotional pain. Either way requires intervention, support, and change.


Many people go in to care work with good intentions.The proposed Ptrillion national budget also allocates P billion for 43, new classrooms, P billion for computerization projects, P billion for assistance to students and teachers in private education and P billion for textbooks and instructional materials.

Conflict in care settings People usually go into care work because they care. The nursing and social care students, trained staff and managers we meet, express their genuine desire to make a positive difference in the lives of people who use care services. Gmail is email that's intuitive, efficient, and useful.

15 GB of storage, less spam, and mobile access. How legislation, charters and codes of practice impact on the communication process in health and social care Good practice with regards to communication in the work place is achieved through the adoption of various techniques and methods.

In the UK, it is estimated that there are over 16, people under 65 years with dementia.

P3 legislation and frameworks for dementia

These people often have children still living at home and previous research indicates that 75% of parents. Policy and Guidance for Improving the Safety and Quality of Health and Social Care Services including best practice guidance, service frameworks, regulation and .

Organizational Structure - Commission on Population