Service Provider Checklist

This checklist can be used as an audit tool, in conjunction with the Model of effective Service Delivery.

Click below to listen to a description of how this checklist can help you with planning or improving your service.

You can download and print the SPC in either PDF or Word formats: use the Word format if you want to edit and add in your own evidence in the right-hand column.

Category Element Description Evidence
Needs assessment Community needs How well do you know the needs of the community- what evidence gathering have you done?
Clients’ needs How well do you know the needs of the potential clients- what evidence gathering have you done?
Capacity to meet needs How well can your service meet the identified needs? What are the gaps?
Leadership Vision Host organisation has a clear vision of its purpose.
Service is research led and evidence based Leaders draw on up to date research evidence and their own experience /evaluation evidence when bidding and during the delivery of the service.
Focussed on outcomes Host organisation is clear about the outcomes to be achieved by the service and monitors progress.
Anticipation Leaders anticipate threats to the delivery of outcomes and plan accordingly.
Evaluative culture The host organisation evaluates progress towards outcomes.
Management Safe practice Policies are in place to protect the wellbeing and safety of staff, volunteers and clients.
Recruitment Policies in place. Job descriptions clear and appropriate to the role.
Training Staff and volunteers with relevant training sought or training offered.
Retention HR policies which aim to retain well qualified staff and volunteers.
Capacity/efficiency Staff and volunteers are supported to deliver service and not overloaded. Staff and volunteers are able to give of their best.
Supportive clinical supervision Clinical supervision is external and offers staff and volunteers an opportunity to reflect on their practice.
Accountability Clear procedures are in place to enable managers to audit and monitor the service against agreed milestones.
Managing volunteers Policies and strategies are clear for recruitment and retention of volunteers.
Partnership Strength Appropriate partnerships are developed which are strong enough to deliver outcomes for service.
Reciprocity Partnerships are two way/mutual. Both partners achieve better outcomes for clients as a result.
Mutual external professional support Shared resources/training and professional development/ peer support and supervision for staff and volunteers.
Service qualities Planned and coherent There is a clear project plan which relates to the service outcomes (and which relate to the clients’ needs).
Focussed on clients’ needs Clients’ needs under review throughout the development and delivery phase of the service.
Quality assured Has clear procedures for monitoring delivery of the service against internal/external standards and acts to ensure high quality.
Clear boundaries For safeguarding and staff responsibilities.
Appropriate onward referral Where clients’ needs cannot be fully met by service/additional support is identified.
Safe practice Policies are implemented for clients, staff and volunteers.
Evolved Service has continued to develop in response to changing circumstances/evidence/clients’ needs.
Practitioner qualities Qualified A range of qualified practitioners work together to support families where parental alcohol misuse causes problems for children.
Engagement Practitioners work to engage with and retain a wide range of potential clients.
Trusted and non-judgemental Clients feel able to seek help in a supportive environment.
Reflective practice Practitioners consider how their practice is meeting the needs of the clients, and how what they are learning can feedback to other aspects of their work/the work of the host organisation.
Appropriate thresholds Practitioners demonstrate appropriate thresholds for referral, especially safeguarding children.
Flexible Practitioners can offer or access a range of interventions to meet clients’ needs.
Intervention style Universal Community awareness raising; provides information and advice for other agencies and clients.
Individual Support focussed mainly on the needs of the drinking parent or carer, or partner to manage their alcohol misuse.
Parenting Support focussed mainly on parenting support and advice for parent/carers.
Child focussed Support focussed mainly on the needs of the children.
Whole family, therapeutic approach Support addresses the needs of all family members.
Open ended Time scale is open ended, according to varying needs over time (revolving door).
Outcomes for children Support networks for children Children can identify those who support them.
Resilient children Children are able to identify and cope with adversity, through a range of strategies.
Reduced current and future hidden harm Harm to children because parental alcohol misuse is reduced in the community served.
Family outcomes Better communication Parents and children give examples of how communication has improved in the family.
Functioning families Parents meet the needs of their children as they grow and develop.
Community outcomes Greater awareness and knowledge in universal and other agencies Of Alcohol Hidden Harm
Greater awareness and knowledge among lay stakeholders and volunteers Of Alcohol Hidden Harm.
Community knows how to respond When there is evidence of/concern about Alcohol Hidden Harm.
Stronger reciprocal partnerships Agencies work together to recognise, assess and meet needs.
Shared response pathways Agencies work together to support the same clients to meet all their needs.
Less stigma Adults and children feel more able to come forward and ask for help
Agency outcomes Increased competence Service learns and develops as a result of its experience.
Improved reputation With partners, other local agencies, clients – and funders.
Sustainable Service achieves ongoing funding for service(s).

Model of Effective Service Development

This model, illustrated in the diagram should be used in conjunction with the Service Provider Checklist. It will help with planning, auditing and quality assurance of your service.

The model shows the relationship of each component in the SPC to the others, and to the overall aim of improved outcomes for children.

Together, the SPC and this model will provide you with an ‘audit tool’ for your service.

Click below to listen to a description of how this model can help you with planning or improving your service.

You can down load and print this diagram - just click on the PDF logo below.

Model of Effective Service Development

Logic Model

Listen to a short description of what a logic model and the process involved in its construction:

Example

  • Goal: To reduce alcohol hidden harm in the borough
  • Aims: Increase the number of children who are living in a safer environment,
  • Objectives: Children feel safer; parents can discipline their children appropriately; children can identify adults who can support them outside the immediate family
Inputs Outputs Outcomes- Impact
Activities Participation Short Medium Long
1 full time equivalent project worker and 0.4 full time equivalent manager both with extensive experience in the field of hidden harm.

Sessional workers (2x 5 hours per week)

Administrative resources at the project office.

The premises of the various universal services used for training, meetings and / or seeing clients as part of satellite services.
Training for staff at universal services.

parenting courses;

play therapy;

counselling for parents and children
Parents will attend 80% of a structured parenting programme over a period of 8 weeks;

Universal provider will make appropriate referrals

Children will be able to access play therapy at Children’s Centres and schools

Adults and children will attend a minimum of three counselling sessions
Parents understand the impact of their alcohol misuse on their children

Parents report practising parenting skills and strategies introduced during the programme;

Parents can discipline their children appropriately;
There will be observable changes in parent child relationships after 3 months;

Children report they feel safer;

Children can identify adults who can support them outside the immediate family
Increased children’s resilience

Partnership working continues to sustain the hidden harm agenda within universal children’s services.
Assumptions External Factors
Closer working with universal children’s services is successful in reaching families who are not currently in contact with specialist services. there are no systematic barriers to parents’ attendance e.g. transport problems or school holidays; premises are acceptable and accessible to clients who most need the service; parents are willing (i.e. not required to attend by e.g. a court order), partners understand and implement the referral criteria. Contradictory parenting advice is widely promoted to the general public through popular TV programmes. Economic climate: Children’s Centres and other universal providers may not continue to receive the same level of funding as previously.