Vulnerability selfassessment

Transcription

1 Vulnerability selfassessment tool Vulnerability Health Check Version 1.0

2 THE OVERALL STRUCTURE OF THE HEALTH CHECK The self-assessment tool is hosted on PSQMS, where full instructions are provided. This reference document is intended as a short description of the overall vulnerability model. The health check is based on a comprehensive framework of factors which collectively provide the best working environment and context for the delivery of vulnerability services. There are six sections: Three of them summarise the organisational support required for effective delivery. Another two sections describe what good delivery would look like, and A final section lists the features necessary to ensure that the vulnerability strategy is sustainable. On the following pages each of the six sections is further described by a number of indicators and suggestions for the kind of supportive evidence to look for during a self- assessment. The Framework 1

3 THE SELF-ASSESSMENT INDICATORS Each section of the framework is defined by a set of indicators. To help with reaching overall conclusions there are also 3 questions to ask in addition to checking the indicators. 1. Commitment to change and improvement There is a clear and documented policy for responding to the needs of vulnerable people which is supported by a published strategy There is a clearly defined management structure in place for delivery of the vulnerability strategy The STRA is reflected within force strategic documents and in operational service delivery (such as NIM processes) The whole force shares a commitment to the continuous improvement of services to vulnerable people Community engagement and partnership arrangements are clear elements of the strategy There are internal and external communication plans which make the force s vulnerability policy transparent and open demonstrated. List any key areas where improvement is required. 2. Multi-agency arrangements Policies for influencing and supporting partners are clear The Health check process includes 3rd sector partners Skills are developed for effective partnership working Staff who are accountable for shared targets have access to appropriate support High demand locations such as mental health institutions, care homes, A&E departments etc are subject to multi-agency plans to support the vulnerable people in those locations Indicators are developed to monitor and measure partnership effectiveness Relevant staff have knowledge of outside statutory provision such as NGO s There is full understanding of pathways to support (eg. front door services, MASH links, triage etc) demonstrated. List any key areas where 2

4 3. Workforce Development Officers and staff undertake regular relevant activity to update and refine their learning There is up-to-date identification and recording of relevant skills sets of officers and staff to ensure capability in force vulnerability services Long-term plans for workforce development are in place People are qualified and competent for their role Checks are in place so that other agencies with legal obligation for vulnerable people are also receiving appropriate training There is a positive working climate for all working with vulnerable people Leadership practices and styles are supportive and effective demonstrated. List any key areas where 4. Vulnerability operational processes There is a planning process, based on the STRA, which enables needs and priorities to be assessed and responded to Planned provision considers the needs of vulnerable people, particularly the risk of harm There are plans for identifying the need for new locally developed programmes, using the STRA The plans are defined by Key Performance Indicators. Capacity and resource planning processes are in place, based on a clear force prioritisation process Trained practitioners support investigations by ensuring key decisions are informed by people with specific, relevant skills All force and ROCU assets are considered for deployment in appropriate cases demonstrated. List any key areas where improvement is required. 3

5 5. Delivery Prevention, early intervention and problem-solving drive the force ethos of service delivery Incidents are fully investigated so that the full history is understood and that risk management is effective Risk escalation is coordinated externally across partners Referrals and communications processes are understood by all All information captured is shared and accessible across partners Everyone in the force understands their role in risk management demonstrated. List any key areas where 6. Sustainability of service improvement Evaluation to ensure efficient, effective and value-for-money services around VP policing A communication strategy operates at all levels within the force and highlights that protecting the vulnerable is the force priority Robust performance management is in place that supports effective service delivery and informs the STRA Public trust is built through proven and visible positive attitudes towards all cases involving VP There is a strong culture of Continuous Improvement Best practice (locally, regionally and nationally), is identified and shared Local force initiatives are considered and trialled as a response to a well understood problem demonstrated. List any key areas where 4