Opposing Models and Approaches to Care of the Elderly

Opposing Models and Approaches to Care of the Elderly Maria Theresa O. Seguerra INTRODUCTION: The proper practice in care is not just about having to do things well or having the adequate knowledge, it also involves showing good moral and attitude towards people. The best way to determine that you have given out the suitable care is putting yourself in the other person’s shoe. The right way to social care is to always involve a good value base (Social Care Institute for Excellence, 2014). In this paper, we are tasked to weigh the pros and drawbacks of the theories and principles that concerns the person- centred approach to care for people suffering with dementia and other health conditions for the elderlies. The Task Question 1 Person- centred approach This type of approach directly addresses the person as a single and unique individual rather than looking through them generally or perhaps treating them straight with regards to their disease condition. This method targets to care for the person with dementia as an individual with uniqueness, interests and needs rather than aiming to treat their illnesses or disabilities that they are currently suffering. Instead of focusing on their disease symptoms, this approach considers the person as a whole and is cared for holistically. There are eight (8) approaches that cover this type of approach, the following are: Individuality Every person is unique from one another. A person suffering from dementia is stereo-typed as an individual who has lost his independence and conformity to society thus he is not handled as someone who still possess his own right to distinctiveness and dignity. It should be the case that people need to understand that these ones must be given value and respect as an individual despite having mental impairment. To be able to care for these clients, accurate and in- depth history of the client’s needs and preferences should be noted. These information should be sorted out well enough by the health care providers and handed over in a very precise manner to the caregivers so as to bring about the best care as what their loved ones have expected. Rights Although demented people have slowly diminished sense of personal identity, their personal rights have been gradually eroded too. However, even if these have occurred in them, their personal character, morals and values still retain. We can see that these people have lost their critical thinking, comprehension and judgment the reason why many of their rights have been violated and abused by the people around them. In order to protect the clients, especially those who are confined in aged care facilities, they always have the power of attorney. The power of attorney is a written document that the client has given to another person to take charge or to represent in behalf of the client’s personal affairs and other legal matters against the wishes of the others (Citizens Advice Bureau NZ, 2014). In order to give these people the care that they deserve, those who are included in the care must have an environment conducive for demented people, for them to be able to understand more of their sentiments, and interests. Also, an environment which is secure and safe because protection is always the priority for them. Choice Health care providers especially those ones who are involved directly with the care of people with dementia must not assume that they are not capable enough to make their own decisions. They should however, must be assisted in deciding with their daily preferences and needs. Good collaboration with them enhances their chance to regain independence and self- worth. To be able to create the plan of care to these clients, early detection of dementia is ideal for the healthcare providers to be able give them choices and plan out a comprehensive person- centred approach of care. Privacy This principle is very significant to every individual, in general. This should be uphold and encouraged. Issues pertaining to privacy and confidentiality must be dealt with accordingly, thus during staff meetings and inductions it should be emphasized that privacy and confidentiality of the clients must be maintained. Moreover, simple measures must be done especially in giving them their personal spaces and time. These simple approaches conceal huge impact to the clients daily living. Independence As dementia progresses, an individual’s capabilities of doing his own activities of daily living diminishes. It is not that they cannot carry out the activities anymore, it is just that they usually forget what they are supposed to do. The main reason why they need guidance and assistance most of the time and not imposing on them. When the caregivers enact things according to their wants just to get their work done in a fast manner, they are trying to take away the client’s freedom and independence. Dignity People with dementia should be handled with utmost respect. Always remember the person they used to be and dementia itself only should be the second of the priorities. In that way, when the healthcare providers use that awareness to make decisions about their care and their daily routine is one way of maintaining the patient’s dignity (A Place for Mom, 2015). Always take into consideration that the person with dementia has no control of their judgment, memory and communication anymore. Therefore it is our duty to make modifications so as to help them direct their needs. Respect Dementia is seen as a slow deterioration of an individual’s personality until there is nothing left of that person and still, that person carries on. It is always a rule of thumb to maintain that much needed respect they need and in order to do so, staff should lessen embarrassment to the patient and focus on their optimistic attributes. Also, it is important to validate a person’s sense of self and self- worth (Victoria, 2014). Autonomy Clients suffering from dementia still has the capacity to make even small decisions. Although they are incapable of comprehending and deciding complicated tasks but still they deserve to be respected well. A patient’s autonomy should be respected even if the client is against the health care provider’s recommendation. This has helped develop cooperation and collaboration in making health related decisions (University of Miami Ethics Program, 2015). Question 2 Non- person- centred approach This method is aimed in looking at the individual rather than viewing the person holistically. There are two perspectives in this approach, these are: Institution perspective This type of perspective is directed to the establishments and facilities which focus on the care of elderly patients. Such establishments are those retirement villages, rest homes, nursing homes. The care plans made in this type of perspective are based on the institution’s policies and goals. Bio Medical perspective This perspective is based on the thought that human development is based on reason and rationality. In this model, it is believed that science and technology can improve human health. There are six assumptions in this perspective. First and foremost, that mind and body can be cured independently. Second, the body is like a machine that when it breaks down it can still be repaired. Third, that medicine should develop a more advanced solution to the health problems. Fourth, biomedicine focuses on the biological aspect of the disease process not considering the psychological and social issues. Fifth, it is said that every disease has its own etiology and lastly, medicine is the only way through understanding the disease and illness process (Cantley, 2001). Question 3 Reality- orientation approach This method follows a view point of in- patient treatment for minimizing confusion in geriatric patients. In this philosophy, it is said that confusion comes from: Under- stimulation of the patient. Care providers’ absence of persuasion or anticipation that the client perform his normal behaviour. Care givers’ no reinforcement of expected behaviours when the behaviours are performed (Taulbee and Folsom; Folsom, 1968). Validation approach This approach uses interaction of patients in the later stage of Alzheimer’s. This method aims to understand and feel for the needs of the person that he is trying to express. So, the concept of validation approach is the thought that people suffering with dementia say and reason out things with a purpose, and validating what they say and do is a way of boosting them to communicate openly and expressively with others (Pekker, 2011). Reminiscence techniques This technique includes the discussion of activities, events and experiences in the past with a group, usually with the help of noticeable and familiar things from the past. The participants, in this technique, are encouraged to express about past experiences at least once weekly. Also, there is also a life review that involves a one on one session in which the individual is led chronologically with his life experiences and encouraged to assess them and sometimes they may be able to make a life story book. This approach is said to be one of the used interventions in the care of patients with dementia and is highly rated by participants because it has evidently improved the mood and cognition of the clients. Assistive technologies This refers to any equipment, products or items used in helping to improve or maintain the capabilities of demented people most especially with their functional abilities, cognition and communication. This is beneficial to both parties, the carers and the demented client, as the job would be made easier and safer, easier and more person- centred. Holistic approach Clients with dementia may have benefitted from medication treatment, this approach believe that all individuals benefit from this type of method to care. There are four pillars in this approach, and these are: Environmental There are environmental factors that triggers and enhances reactions and behaviours for the demented person. By accurately assessing these factors and eliminating those hazards, health care providers can reduce agitation, irritability, anxiety and maintain an environment conducive for living. Communication It is important for caregivers in caring or dementia people to use effective communication methods because in this way reduction in agitation and frustration from the clients may result if and when you talk to them in a manner that is comforting. Dementia care communication can be verbal or non- verbal and knowing the difference impacts greatly as the demented individual can be affected either positively or negatively by words and body language. Nutritional Giving the client the appropriate nutritional needs can affect your care to them. Foods rich in fibre supports digestive health and bowel movement, increase fluid intake can support hydration needs. Thus, it is evident that diet holds an important role in maintaining the old person’s well- being and health. QUESTION 4 PUBLIC HEALTH AND HEALTH PROMOTION Demented people would require needed help and support in the long run especially when the illness has advanced to a higher level. They may not be able to express their thoughts and insights about their care. However, many organizations may it be publicly or privately- owned support them by providing good awareness and advocacy services. For example, for those clients who prefer to stay in their homes can still be supported through the elder care locator wherein they can freely choose the caregiver they want to care for them that lives nearby. Also, Alzheimer’s Association 24/7 Hotline where all questions by the client, loved ones, friends and family are being answered and explained to them in a way that can easily be understood. This can be accessed 24/7 at any time of the day. Lastly, the Alzheimer’s Association is another organization for those elderlies who wish to stay in a care facilities. This type of association gives a thorough explanation and choices of care fa cilities and its location that suits the elderly clients. ATTITUDES TO HEALTH AND DEMAND FOR HEALTHCARE The young generation of today are surveyed to be afraid of aging and getting old most especially when they think about suffering from dementia because of the society’s stigma that they may face in the future. However, the aging process is inevitable and there is nothing that can be done to turn back time. Dementia is bound to be one of the add-ons when growing old and the young nurses these today are predestined to care for this aging population however, it will be a lot easier for them to do this because of the many organizations that support the Alzheimer’s community. They help and direct them towards the progress of the clients’ well- being and health. Therefore, it is right to give the elderlies with utmost respect and dignity regardless of race and condition. References A Place for Mom. (2015). Retrieved from http://www.aplaceformom.com/senior-care-resources/articles/dementia-dignity Cantley, C. (2001). A Handbook of Dementia Care. Philadelphia, PA: Open University Press. Net industries. (2015). Retrieved from Medicine encyclopedia: http://medicine.jrank.org/pages/1448/Reality-Orientation.html Pekker, M. (2011, November 9th). Blogger corporation. Retrieved from Alzheimers review: http://alzheimers-review.blogspot.co.nz/2011/11/validation-approach-to-alzheimers.html Victoria, S. o. (2014, July 16). Department of Health, State of Victoria Australia. Retrieved from http://www.health.vic.gov.au/dementia/changes/personal-identity.htm Woods, B. S. (2005, April 18). PubMed. Retrieved from Cochrane Database Syst Rev: http://www.ncbi.nlm.nih.gov/pubmed/15846613

Corporate Human Resources †Hackney. Essay

This plan sets out the key aims and activities of the Corporate Human Resources service during 2003-04 and in particular how the service will support the achievement of the 2020 Vision for the borough and the other corporate objectives agreed by the Council, which are to: * Make sure the Council works properly and efficiently * Involve the public in what we are doing to get better * Improve opportunities and quality of life in the borough and promote social inclusion 1. OUTLINE OF THE SERVICE 1.1 Corporate Human Resources is managed by the Assistant Chief Executive (Human Resources), a member of the Core Management Team, who is responsible for ensuring the council’s compliance with employment legislation. The purpose of the HR function is to work in partnership with managers to maximise the efficiency and effectiveness of our workforce in order to support the council’s business strategy and achieve excellence in service delivery 1.2 The components of the Corporate HR function are: à ¯Ã‚ ¿Ã‚ ½ Strategic human resource management Develops a strategic framework that provides direction for the organisation in order to optimise employee productivity and achieves continuous improvement in the context of best value. Sets standards of best practice ensuring consistency of approach to create one organisation. Provides both guidance and input into operational HR functions. Provides the tools to drive up performance and productivity and drive down sickness absence. Works in partnership with employee representatives in order to create and embed a positive and constructive industrial relations environment that achieves service excellence. Development and implementation of procedures and guidelines to ensure managers work towards a productive employee relations culture. à ¯Ã‚ ¿Ã‚ ½ Learning and organisational development Develops and introduces strategies, policies and programmes to develop the capability of the council, its Members and employees to successfully implement business objectives and priorities. Establishes a competency based performance management approach to become a learning organisation, bring about culture change and to harness and extend the knowledge, skills and experience of all those within the council in pursuit of service excellence. à ¯Ã‚ ¿Ã‚ ½ Health safety and welfare Promotes a healthy and effective workforce, promotes good practice in health and safety, and addresses ill health at work and ill-health early retirements. Ensures compliance with occupational health, safety and welfare legislation and guidance. Develops and implements Occupational Health service policies in co-operation with the Council’s nominated provider. à ¯Ã‚ ¿Ã‚ ½ Strategic HR Contracts team Procures and monitors the payroll contractor to ensure timely payment of Hackney employees and pensioners. Monitors the Independent Referral Unit, which provides a 24/7 confidential telephone help- line. This is an independent specialist service where employees can raise their complaints and concerns about racial discrimination, racial harassment and racially discriminatory practices in the workplace. Monitors the One-Stop Recruitment contract responsible for permanent and temporary recruitment and the job matching service for the council’s redeployees. Procures and monitors the Occupational Health Service contractor which carries out pre-employment health checks on new appointees and provides medical advice to help manage sickness absence. 2. SUMMARY OF PERFORMANCE FOR 2002/2003 The service was restructured in March 02 to downsize by eight posts and interviews were completed over March and April; there were some redundancies with staff leaving in June. Two vacant posts were filled by August. The Departmental Strategic Objectives for 2002/03 were: à ¯Ã‚ ¿Ã‚ ½ To review and implement an HR strategy to reflect organisational needs and the new senior management structure; to consult all stakeholders – Directors, senior management and members by April 02. We achieved the early stages and with the appointment of the Head of HR in August 02 this is being carried forward for completion by April 03. à ¯Ã‚ ¿Ã‚ ½ To introduce competency based performance appraisal in the organisation by April 02 and carry out regular audits of service areas. We are currently in the process of reviewing the implementation process of the performance appraisal and development framework. A report of the findings will be produced for Core Management Team in December 2002. à ¯Ã‚ ¿Ã‚ ½ To achieve Investors in People standard – with assessments carried out across directorates by September 02. This was achieved by Corporate Human Resources and the Social Services directorate. Assessments of the remaining directorates will take place in early 2003. à ¯Ã‚ ¿Ã‚ ½ To work towards Commission for Racial Equality level 4 standard. This has been replaced by the Equality Standard for Local Government level 2 and is being carried forward for completion by April 04. à ¯Ã‚ ¿Ã‚ ½ Continue to fight racial discrimination by following through the Race Equality Action Plan, to reduce the number of complaints to the Independent Referral Unit, measuring the number of cases referred and their outcomes Ongoing. à ¯Ã‚ ¿Ã‚ ½ Develop corporate HR database and to ensure that systems are in place to provide workforce and BVPI monitoring information with complete audit trails. We are on target to procure a Human Resources Information System by April 03, have had the approval of Cabinet and are meeting the milestones of the new corporate procurement process. The Departmental Service Priorities for 2002/03 were: * Recruitment of third tier managers by 30 June. 88% achieved, 6% under review, 6% vacant. Continuation of this activity is identified as a key project in Appendix 2(B) * TUPE of Education staff to Hackney Education trust by 1 August. Achieved * TUPE of finance staff to external provider. This exercise is still under review and the decision deferred whilst the organisation examine the feasibility of a strategic partner arrangement. * Implementation of Best Value Performance Plan; production of annual BVPP estimates and actual performance by Feb 02. Achieved * Implementation of the second stage of Single Status. Ongoing. * Trade Union facilities agreement. Corporate agreement and budget reduction achieved. Local consultation agreements ongoing. * HR Standards & Frameworks. Review of existing documentation – consult Executive and negotiations with Trade Unions as necessary. All managers complying with HR standards and frameworks. Available on website March 2002. Existing standards and frameworks on website. Continuation of this activity is identified as a key project in Appendix 2(B) * Objective: reduce days lost per employee through sickness and industrial action. Project Manager of sickness absence team appointed, project developed and now being implemented. * Race Relations Amendment Act. New Council policy agreed. Achieved * Non Discrimination Notice Requirements. Production of regular monitoring information for the CRE. Achieved Regular ET panels to be convened. Dates have now been scheduled for the remainder of 2003 and the programme of panels will continue through 2003/4. * To reduce spending on the Payroll Services Contract to save à ¯Ã‚ ¿Ã‚ ½250,000 per annum by 2004/05. On target to appoint new contract for Feb 04 and achieve savings on current contract. * Bring payroll debt under control by 31 March 2003. New HR Information system to be implemented by September 03 will be single point on data entry to prevent new debt occurring. ITNet to be invoiced for debt due to their errors at end of financial year. The Training and Development Plan for 2002/03 * Culture Change Executive Coaching programme. Achieved Phoenix Programme – Race Equality Action Plan. Achieved Progress training and development related to the Race Equality Action Plan. Achieved * Race Equality Action Plan/ Investors in People Implement workforce development interventions and initiatives. Achieved Implement a mentoring and coaching programme for employees. Ongoing * Corporate Induction – Organise a series of induction programmes throughout the year. Achieved * Management Development Implement competency based appraisal & development framework. Achieved * Human Resource Management training. Ongoing * Workforce/ Organisational Development (Race Equality Action Plan) Investors in People. Ongoing; achieved in HR and Social Services Corporate development events/ road shows. Achieved Budget The HR cash limit for 2001/2 was set at à ¯Ã‚ ¿Ã‚ ½1,179k. Changes to accountancy practices meant that the costs of the corporate trade union facility and for the Occupational Health Service were no longer recharged to the payroll overhead as in previous years and no budget was transferred to the cash limit. This could have resulted in a à ¯Ã‚ ¿Ã‚ ½330k overspend but was contained by keeping seven posts vacant and through good housekeeping. HR were then on course to achieve the cash limit, however in February 2002 we were given the responsibility for the payroll debt and had to make a bad debt provision of à ¯Ã‚ ¿Ã‚ ½271k for other departments debts. An under spend of à ¯Ã‚ ¿Ã‚ ½35k therefore became an overspend of à ¯Ã‚ ¿Ã‚ ½236k. 3. CHALLENGES FOR THE YEAR AHEAD 3.1 Implement an HR strategy to reflect a one organisational approach. Reviewing and re-launching the HR standards and frameworks. 3.2 Completing the government direction of recruiting the council’s third tier of management and working through a programme to increase 4th tier capacity. 3.3 Embed performance management to increase productivity, tackle under performance and achieve service improvements through appraisal, sickness absence management, health and safety performance management and HR standards monitoring. 3.4 Embed competency-based performance appraisals in the organisation. 3.5 Review the council’s recruitment and retention strategy to improve the management capacity at all levels. 3.6 Reducing sickness absence levels to achieve the government’s targets of 9 days by 2005 and embedding an attendance culture in the organisation. 3.7 Whole organisation achievement of the Investors in People standard in 2003 and maintaining a continuous learning culture. 3.8 Procure, implement and deliver a Human Resources Information System across the council and improve all manual HR processes to meet audit requirements and best practice. 3.9 The payroll function will be subject to a competitive tendering process by 31 January 2004. 3.10 Continue the programme of single status implementation with Waste Management and Finance. Ensure that the programme of job evaluations for Scale 6 staff and below is completed in line with the single status agreement. 3.11 To achieve level 2 of the Equalities Standard for Local government. 3.12 Embedding a performance management model for Health and Safety across the council. 3.13 To implement a Members’ Development Programme. 3.14 To implement a Leadership Programme for third tier management. 3.15 SWOT Summary STRENGTHS OPPORTUNITIES * Nurture and maintain CMT/top team support for HR * Increasing organisational stability ? shared corporate knowledge * Increasing financial stability ? Less moving of goal posts * New Political stability ? Better decisions * New legislation ? Support Hackney change objectives * Continue to develop own (HR) skills * Develop SMARTER ways of working as a team (e.g. by cross-team project working, matrix teams, greater appreciation and awareness of each other’s strengths). * Develop and achieve improvement to HR information systems. * Redistribute reducing HR recruitment budget and improve capacity-building (in HR) * Corporate Performance management framework – All managers and staff are clear about the requirements and good practice standards. * Improving recruitment and retention; new employer brand improving rewards and recognition; better and new skills balance. WEAKNESSES THREATS * Impact of reducing budgets possible constraints on obtaining appropriate funding for changes required or innovating. Need to monitor closely and use more wisely and creatively. * Poor balance between operational versus strategic HR activities ? Need to improve capacity to focus more on strategic roles and review opportunities for improving efficiencies in delivery of operational functions. * Pressures of deadlines imposed by others. Affect ability to deliver reliably; need to renegotiate earlier; need to improve how we manage our needs/demands as well as other stakeholders/clients MAKING SURE THE COUNCIL WORKS PROPERLY AND EFFICIENTLY 4. MANAGEMENT AND STAFF PROVIDING HIGH QUALITY SERVICES 4.1 Investing in the development of staff ? Revise frameworks in line with recommendation ? Ensure consistent standard of implementation ? Evaluate the impact of the supporting Training and Development programmes (quality and quantity) ? Design, commission & implement programme ? Design, commission and implement Scrutiny, Members development programme. ? Evaluate 2002 development programme ? Implement revised programme ? Develop Phase II of development programme ? Design and implement Development Programme ? Evaluate Phase I of Development Programme ? Implement programme ? Monitor Implementation ? Evaluate programme ? Implement programme ? Monitor Implementation ? Evaluate programme ? Prepare for strategic assessment of the council ? Audit standard to ensure continuous improvement and compliance in meeting IIP standard ? Implement programme ? Monitor Implementation ? Evaluate programme ? Implement programme ? Monitor Implementation ? Evaluate programme 4.2 Ensuring staff performs to high standards. Embed performance management to increase productivity, tackle under performance and achieve service improvements. Embed competency-based performance appraisals in the organisation. 4.3 Tackling poor performance. Reducing sickness absence levels to 9 days by 2005 and embedding an attendance culture in the organisation. Reviewing and embedding capability framework. 4.4 Equality of opportunity in recruitment and employment practices. Monitoring of corporate Equalities Plan and Equalities Scheme. 5. ACCOUNTABILITY FOR THE USE OF TAXPAYERS MONEY 5.1 HR are addressing the following corporate objectives: * New financial management systems – by procuring a corporate HR Information System. This will be a single point of data entry to payroll for starters/leavers and absence recording to remove the current problem of overpayments to staff and leavers caused by processes being paper-based and difficult to enforce. * Consistent records are kept and procedures followed by – à ¯Ã‚ ¿Ã‚ ½ HR Standards and Frameworks giving a clear guide to managers on recording staff attendance and maintaining personal files, à ¯Ã‚ ¿Ã‚ ½ Maintaining a cost centre validation tool introduced to prevent staff being placed on payroll without a valid cost code, à ¯Ã‚ ¿Ã‚ ½ Developing and implementing an Establishment Post number system for all staff to ensure only valid members of staff are being paid. * Ensuring budget holders manage their budgets – by issuing guidelines on verifying appropriate staff are on the payroll and paid at the correct scale. HR has local monitoring systems, which are reconciled to the general ledger every month. The ACE (HR) hold weekly budget meetings with the HR management team to identify and tackle potential areas of risk. * Improving the way we procure services – by participating in the corporate procurement training programme and involving the Hackney Procurement Centre at all stages of current procurement projects; project management of these and participation in post-procurement reviews. 5.2 District Auditor’s Regularity Review * Risk based planning. Operational and financial risks are being identified and evaluated as part of the on-going, six weekly scrutiny process. Risk identification, evaluation, monitoring and management arrangements are being embedded in the 2003/04 budget preparation and service planning process. Improved monthly financial monitoring procedures have been introduced and a new scheme of delegation has been finalised. * Payroll. A reconciliation exercise between payroll records and local employee monitoring and forecasting systems has been undertaken and additional resources have been deployed to clear the backlog of payroll overpayments. Revised procedures are being developed to reduce the risk of future overpayments and the new HR Information System will act as a single point of entry to replace current paper-based processes. * Contracts. Contracts registers established. Contract monitoring and management procedures are embedded. * General income. Work is underway to improve income collection and debt management and recovery procedures. Income profiles are being established, against which collection performance will be monitored on a monthly basis. Revised procedures for debt management and debt recovery are being introduced and performance will be monitored on a regular basis. Arrangements are be being strengthened further in the 2003/04 budget preparation process. * Payments to agency staff. A One Stop Recruitment contract for permanent and temporary recruitment is in place as a result of a competitive tendering exercise. There is a single point of invoicing from appointed agencies via the leas supplier who provides monthly financial monitoring information to the council. 5.3 Key procurement activities are: à ¯Ã‚ ¿Ã‚ ½ the purchase and implementation of an HR Information System (see 3.7) à ¯Ã‚ ¿Ã‚ ½ The competitive retendering of the payroll contract which expires 31 January 2004 (see 3.8). à ¯Ã‚ ¿Ã‚ ½ Future retendering of the Occupational Health Service contract by April 2004. INVOLVING THE PUBLIC IN WHAT WE ARE DOING TO GET BETTER 6. REVIEWING OUR NEW DEMOCRATIC ARRANGEMENTS 6.1 The Head of Learning and Development is working with the Deputy Mayor and INLOGOV to design and implement a Members Development Programme. Members training needs such as IT training and Scrutiny skills are being identified to implement a training programme. 7. IMPROVING INFORMATION TO THE PUBLIC 7.1 All current job vacancies in the council are now published weekly on the Hackney Live website. The public can download job details and profiles, advice and guidelines on how to apply for posts and complete application forms. The One Stop Recruitment contractor Bartlett Scott Edgar manages and maintains the database of advertised posts and acts as a single point for enquiries and response handling. Hackney recruitment now has corporate branding and materials are produced to improved quality standards. We intend to make it possible in the next year to make it possible to complete and send applications online. 7.2 Our equalities scheme: we will use our council website to publish the results of consultation exercises and the monitoring information in accordance with our requirements under the Race Relations Amendment Act 2000. 8. DEALING WITH SERVICE REQUESTS PROMPTLY AND EFFICIENTLY 8.1 Members’ enquiries are logged and responded to within three days. All responses are approved and submitted by the ACE (HR). The service also implements the corporate letter monitoring and complaints procedures. 8.2 Complaints about externally provided HR services are raised in regular contract meetings with providers and used to review and fine tune services provided. Contracts are to monitored against HR local BVPI’s. IMPROVING OPPORTUNITIES AND QUALITY OF LIFE IN THE BOROUGH AND PROMOTING SOCIAL INCLUSION 9. GIVING OUR ADULTS THE SKILLS TO GET JOBS 9.1 HR will explore the increased involvement with apprenticeships and work experience schemes to improve access for local people to council jobs. 10. PROTECTING AND SUPPORTING THE MOST VULNERABLE PEOPLE IN OUR COMMUNITY 10.1 HR ensures that all staff interviewed for posts with unsupervised access to young people have a pre-employment check through the Criminal Records Bureau. Agencies providing temporary staff through the One Stop Recruitment contract also carry out pre-employment and police checks before placing them with Hackney managers. All agencies under the contract have had to pass quality criteria to ensure they carry out these procedures.

The True Cost Of Living - 1014 Words

The True Cost of Living Affordable Housing is a subject that every federal, state, and policy maker has to address. With high homelessness rates, there has to be ways to provide affordable housing to those in need (NationalHomeless.org). A family must have acceptable housing options to have a positive quality of life. Land Bank defines affordability as, A common measure of community-wide affordability is the number of homes that a household with a certain percentage of median income can afford† (CuyahogoLandBank.org.). Median incomes are calculated by household incomes and by demographic groups. If a person is under this median income range they have difficulty affording the housing within their communities. Of course, there are several housing options available for individuals and families. For example, The Department of Housing and Urban Development has income based programs like Section 8 and Public Housing they offer on a limited basis. Non-profit programs like Neighborhood Works offer foreclosure prevention counseling and some refinancing options. Even so, there are certain drawbacks to these housing policies that are among these housing options. With the current housing options open and in light of mediocre housing policies, there needs to be broader options for people to choose from. PART I Acceptable affordable housing is lacking for low-income individuals and families. Without adequate housing, individuals find themselves struggling financially, and manyShow MoreRelatedMinimum Wage And The Cost Of Living Essay1518 Words   |  7 Pagesand when we can do it, with the complex of living in the United States which is supposed to be the land of the free. The cost of living now these days have put those who only make minimum wage in poverty stricken situations, which now they have no choice but to depend on the government to live. We either have to lower the cost of living so that people can live a somewhat sustainable life, or raise the minimum wage so that we can afford the cost of living that is provided to us. Somethings got toRead MoreQuiz 2 Wk 6 Essay1006 Words   |  5 Pagesfee-for-service Point-of-service, fee-for-service, indemnity, managed care Self-funded, managed care, fee-for-service, point-of-service 0.2 points    Question 2 1.    Companies must offer HMOs if they are subject to the minimum wage provisions of FSLA. True False 0.2 points    Question 3 1.    What are the three common forms of managed care plans? Individual practice organizations, point-of-service plans, health maintenance organizations Health maintenance organizations, preferred provider organizationsRead MoreThe True Cost Of Alzheimer s Care 21037 Words   |  5 Pages THE TRUE COST OF ALZHEIMER’S CARE 2 Alzheimer’s disease is one of the most devastating diseases affecting approximately 5.3 million people in the U.S. (Alzheimer’s Association, 2015; Caminiti, 2015; Hammer, 2016). It is not exclusively a disease of old age as over 200,000 are diagnosed under the age of 65. Other startling facts are that a majority of afflicted by Alzheimer’s are women and the rates of diagnosisRead MoreEssay On Fiscal Policy In Texas804 Words   |  4 Pagesstill fair because as per my experience Texas wage bracket can still cope up with the cost of living status of the state. Comparing California and New York to Texas, both California and New York states may have higher income bracket to taxpayers because both states levy their revenues on state income tax plus the high cost of living status both states have. â€Å"Lower taxes reduce the cost of living as well as the cost of doing business. At the same time, long-term prosperity and quality of life dependRead MoreThe Ef fects Of Global Warming On Earth882 Words   |  4 Pagesmakes the air look brown and dirty and can make people sick if they spend too much time outside breathing it in. Breathing fresh air, drinking pure water, and enjoying the beauty that nature has provided is priceless and must not be sacrificed. The cost of all this is the lives and health of people, especially in people with lung diseases like asthma, but biggest pollution related killers were heart disease, stroke, pulmonary disease and lung cancer. Also children are especially vulnerable, sinceRead MoreEconomic Feasibility of the Social Security System1423 Words   |  6 Pagesunder the administration of Franklin D. Roosevelt, it was not meant to be a large monthly stipend and it was not attached to inflation. It was not until the 1950s that the amount paid was almost doubled through legislation. Until 1975 when annual cost of living increases were tied to Social Security benefits, the only increases had come through speci al acts by Congress. This system was implemented as the nation was changing and becoming more industrialized and as this was occurring; the family unit wasRead MoreAnalysis Of The Article Boomerang Kids What Are The Causes Of Generation Y s Growing Pain 932 Words   |  4 Pagesof money for a money. Also the cost of living has gone up in life and when it cost more now than the past more people have to stay with their parents to survive in the world now. Also you can say the baby boomers generation made the bar so high that you need to have so much to make a happy living. Back in the day it was normal to have a job in a factory and live paycheck to paycheck. Now the jobs that you work in a factory have been outsourced and the cost of living as made it very hard for someoneRead MoreWalmart s Presence Of The American Economy1643 Words   |  7 Pagesoverseas factories that can produce at a much lower cost. This is a critical equation to balance when talking about a company with rev enues of $480 billion (Walmart.) There is a certain nostalgia present when making an argument against Walmart. For example, â€Å"In the old days, you could actually support a family selling electronics or running a general store. But you can’t support a family working at Walmart† (Snyder.) This, of course, is only partially true. Walmart gives salaries to merchants, buyersRead More The History of Marriage and Family is Changing Essay1525 Words   |  7 Pagesthan, say, fifty years ago, some still call it living in sin. The primary objections stem from a religious point of view and those who do choose to cohabit before the ink is dry on the marriage license are subject to criticism. Macleans reports that such living arrangements used to be considered lower class but new statistics reveal that these so-called common law marriages are much more widespread (Maclean’s 14). The number of couples living together in Canada, without benefit of marriage,Read MoreEssay on The Dropout Rate In Americas Colleges590 Words   |  3 Pagesstudents do not return for their second year. This statistic may seem outrageous, however, it is true. Furthermore, a study has shown that if the dropout rate continues at its current pace, it will reach thirty percent by the turn of the century. Although the reasons, or excuses, for dropping out are endless, the majority of dropouts can be linked to the following: home sickness, environment, and cost. nbsp;nbsp;nbsp;nbsp;nbsp;The first cause, home sickness, is not a big problem for most. However

Swot and Pestel Analysis for Ikea Singapore - 3062 Words

Content Page INTRODUCTION -------------------------------------------------------------------------------- 4 Case study of IKEA ----------------------------------------------------------------------------- 5 - 6 * Introduction of Company SWOT ANALYSIS of IKEA ------------------------------------------------------------------- 7 - 8 EXTERNAL ANALYSIS (GENERAL ENVIRONMENT - PESTEL) ----------------- 9 - 10 * Explanation of General Environment * Political Forces * Economic Conditions * Socio-cultural Conditions * Technological Changes * Environment Factors * Legal Factors EXTERNAL ANALYSIS (COMPETITIVE ENVIRONMENT) ------------------------- 11 - 13 * Intensity of rivalry among competitors * The threat of new entrants * The†¦show more content†¦The SWOT analysis allows the firm to analyze the internal and external factors that can influence the organization’s success. (Gomez- Meija Balkin, 2011) | Strengths | Weaknesses | Opportunities | Threats | |Owns their own restaurant and |Not durable as compared to other|Growing demand of eco friendly |More competitors | |market hall |home furnishing company |products | | | Affordable |Not appealing to the older |Growing demand of lower priced |Economy recession | | |generations |products | | |Eco friendly products | |Younger generations looking for | | | | |more unique and innovative | | | | |products | |Show MoreRelatedSwot and Pestel Analysis for Ikea Singapore3046 Words   |  13 Pages4 Case study of IKEA ----------------------------------------------------------------------------- 5 - 6 * Introduction of Company SWOT ANALYSIS of IKEA ------------------------------------------------------------------- 7 - 8 EXTERNAL ANALYSIS (GENERAL ENVIRONMENT - PESTEL) ----------------- 9 - 10 * Explanation of General Environment * Political Forces * Economic Conditions * Socio-cultural Conditions * Technological Changes * Environment Factors * Legal Factors EXTERNAL ANALYSIS (COMPETITIVE ENVIRONMENT)Read MoreBusiness Plan2833 Words   |  12 PagesContents Introduction 2 Operational Strategy 2 Environmental Audit in Existing Markets 3 PESTEL - Italy 3 PESTEL China 4 PESTEL - UK 5 Porter 5 Forces – Italy 6 Porter 5 Forces – China 7 Porter 5 Forces - UK 7 Product Life Cycle 8 SWOT Analysis 8 Internationalization - Pakistan 9 PESTEL – Pakistan 9 Porter’s 5 Forces – Pakistani Market 10 PORTER’S DIAMOND AND TOYS â€Å"R† US IN PAKISTAN 10 Entry Strategies for Pakistan 12 Conclusion 12 References 13 Introduction Boffi is a renowned highRead MoreBusiness Plan2842 Words   |  12 PagesContents Introduction 2 Operational Strategy 2 Environmental Audit in Existing Markets 3 PESTEL - Italy 3 PESTEL China 4 PESTEL - UK 5 Porter 5 Forces – Italy 6 Porter 5 Forces – China 7 Porter 5 Forces - UK 7 Product Life Cycle 8 SWOT Analysis 8 Internationalization - Pakistan 9 PESTEL – Pakistan 9 Porter’s 5 Forces – Pakistani Market 10 PORTER’S DIAMOND AND TOYS â€Å"R† US IN PAKISTAN 10 Entry Strategies for Pakistan 12 Conclusion 12 References 13 Introduction BoffiRead MoreInformation Technology : An Adaptive And Innovative Organization Essay3545 Words   |  15 Pagestelecommunications networks that individuals build and use to collect, generate, and assign useful data usually in organizational. Information system are consistent working together to distribute information to support decision making, coordination, control, analysis, and visualization in an organization. Information system has become important to most of the organizations and businesses and nowadays it become foundation for all actions that performed in each organization. Information technology is determinedRead MoreDisney Theme Park to India3965 Words   |  16 Pagesmight be the next destination for The Walt Disney Company to target on. Therefore, this report uses a series of marketing tools to demonstrate the macro-environment and micro-environment in India, such as PESTEL, SWOT, Porter’s Five Forces Model and Self Referencing Criteria. Based on this analysis, the current situation of India shows an attractive prospect to Disney in terms of economic and technological development, the diversification of culture, and the acceptance of Disney products and servicesRead MoreWalt Disney Parks and Resorts3974 Words   |  16 Pagesmight be the next destination for The Walt Disney Company to target on. Therefore, this report uses a series of marketing tools to demonstrate the macro-environment and micro-environment in India, such as PESTEL, SWOT, Porter’s Five Forces Model and Self Referencing Criteria. Based on this analysis, the current s ituation of India shows an attractive prospect to Disney in terms of economic and technological development, the diversification of culture, and the acceptance of Disney products and servicesRead MoreExploring Corporate Strategy - Case164366 Words   |  658 Pagesmain issues inï ¬â€šuencing the competitive position of a number of organisations in the same industry with a relatively short case. For a case that permits a more comprehensive industry analysis The Pharmaceutical Industry could be used. However, if the purpose is more focused – illustrating the use of ‘ï ¬ ve forces’ analysis – the TUI case study or Illustration 2.3 on The Steel Industry could be used. Some cases are written entirely from published sources but most have been prepared in cooperation with