APPENDIX 2
IMPROVEMENT
POINT
|
SUMMARY
OF ACTION
|
|
6. A
continuous strategic review of the scope and role of out of hours services,
with a cross Directorate emphasis on responding to emergencies only. (Strategy should ensure that resources are
used by those most in need, and that staff of the service have clear
instructions on how best to deal with a growing workload of non-emergency
calls. The structure should be
changed as needed to ensure a Best value service). |
* Wide-ranging internal and interagency communication and
ongoing liaison regarding the emergency nature of the service. * Redirection of Foster Carer non-emergency support
requests to dedicated support worker. * Development of interagency protocols clarifying ‘out of
hours’ interface. * Direct communication with regular non-emergency users of
the service and/or their key workers to identify alternative sources of
support outside office hours. * Monitoring of ‘out of hours’ hospital discharges. |
|
7.
A core set of service protocols to be developed based on best
practice. |
* Emergency
Duty / Divisional (local) Police / Child Protection Police, Emergency
Protocol. * Foster
Carer Support / Emergency Response Protocol. * Adult
Protection Policy and Practice Guide Implementation. *
Emergency Duty Service Staff Supervision Policy. * Joint Foster Care / Police Protocol for reporting Looked
After Children Missing. *
Emergency Contingency Planning Protocol. |
|
10. All staff on
out of hours duty to have a contractual agreement with the Council clearly
stating responsibilities, accountabilities and rewards. |
* Review
of Terms of Reference, Job Descriptions and Staff allowances. * Full liaison and negotiated agreements with staff groups
to ensure staff retention and enhance prospects of future recruitment to the
Emergency Duty Service. |
|
12. Improved record keeping to be introduced
for monitoring of performance and outcomes, particularly against
standards. Compliance with record
keeping policies to be monitored. |
* Regular
sampling of case recording and review of the procedural interface of
‘day-time’ services and Emergency Duty. *
Promotion of the use of Emergency Contingency Planning (see Action Point 7). |
|
19. Construct a realistic and manageable
budget for the out of hours service, and enter structural costs into the
Directorate budget book. |
* Comprehensive
Budget Review and restructuring where appropriate. *
Pursuit of savings in all areas. * Ongoing
review of costs to the service and appropriate compensatory actions. *
Stabilisation of the Budget and construction of a predictable cost range for
all elements of the Emergency Duty Service. |
The above represents action within
those priority areas identified from the Best Value Improvement Plan. These should be seen in a wider context of
review and activity emanating from the other improvement issues detailed in the
plan.
Also ongoing is a wide ranging
interagency liaison and planning regarding the Emergency Duty Service and its
role in providing effective emergency support to the users of the service.
Simon Smith
Manager, Emergency Duty Service
Bugle House, Newport
(82)3408