kiri välja_Tallinna Lastekodu auditi raport Brüsselisse

Maarika Aro Saatja: Maarika Aro Saatmisaeg: 4. jaanuar 2016. a. 12:55 Adressaat: 'Guus van Beek'; 'Marie Dubost' Koopia: Keiu Talve Teema: Koeru Hooldekeskus audit report Manused: EQ-ASS_AUD_Audit Report 29 12 2015.docx; Tallinna Lastekodu EQUASS_täidetud.xlsx; Additional Information Form Tallinna Lastekodu.doc; Asutuse auditi k__lastus - Tallinna lastekodu.docx Dear Marie, Dear Guus, Attached you’ll find an audit report and other documents of Tallinna Lastekodu EE2015-027. Please let Keiu to know in case there are some comments about the report. Best, Maarika 1 EQUASS ASSURANCE APPLICATION ADDITIONAL INFORMATION 1. Short information about the organisation in the nati ve language Tallinna Lastekodu on Tallinna linna segatüüpi hoolekandeasutus, mille põhieesmärgiks on tagada vanemliku hoolitsuseta lastele ja noortel e turvaline kasvukeskkond ning toetada puuetega lastega ja toimetulekuraskustes peresid. Asutus osutab mitmeid erinevaid sotsiaalteenuseid, kuid suurema ja mahukama osa osutatavast teenustest moodustab asenduskoduteenus. Aastas pakume erinevaid teenuseid u mbes 350 lapsele/noorele/perele. 2015 aasta kevadest pakume teenust 10-l erineval aadressil üle linna. 2. Short information about the organisation in English (acti vities, clients, etc.) Tallinn Children’s Home is a mixed -care social welfare institution in Tallinn. Its main objective is to ensure a safe and secure growing environment for children and young people without parental care, and to support families with disabled children and dif ficulties in coping. The institution provides a number of different s ocial services, with the biggest and most substantial of the provided services being the substitute home service. Each year, we offer different types of services to approximately 350 chil dren/young people/families. In 2015, we provided services at a total of 10 different addresses. 3. Name of the organisation as you w ould w ant it to appear on the EQU ASS Assurance certificate Tallinna Lastekodu 4. Name of services / departments of the organi sation i n the scope of the application as you w ould w ant it to app ear on the EQU ASS Assurance certificate : Asenduskoduteenus 5. Organisation’s logo NO Information to be published on EQUASS website: Name of the organi sation : Tallinna Lastekodu Post address: Vana-Pärnu mnt 9a 11614 Tallinn Director: Leena Masing Contact person: Leena Masing Email: [email protected] Web: w ww.tallinnalastekodu.ee 1 EQUASS ASSURANCE ASUTUSE KÜLASTUSE ETTEVALMISTAMISE VORM Asutuse külastus: 15.-16. detsember 2015 Tallinna Lastekodus Marge Sassi © 2012 by European Quality for Social Services (EQUASS) Kõik õigused kaitstud. Antud dokumendi elemente ei tohi paljundada, kopeerida ega muul elektroonilisel moel salvestada ilma EQUASS kirjaliku loata.  Asutuse külastuse ettevalmistamise küsimused EQ U AS S As s ur a nc e t ao t lus v or m i le j a a nt ud l is ai nf orm ats i oo n i l e p õh i n ed es pa l um e te i l e tt e va lm is t us ek s v as t at a j är g ne v at e l e s e l gi t us t n õ ud v at e l e k üs i m us tel e : Üldised teemad 1. Miks alustasite EQUASSi rakendamisega ja mida on kvaliteedi süsteemi rakendamisega saavutatud? 2. Mida olete teinud teenuste kvaliteedi tagamiseks ja tõstmiseks oma asutuses? 3. Kuidas o n kvaliteedisüsteemi rakendamine m õjutanud asutuse juhtimist ja perso nalijuhtimist? 4. Kirjeldage oma asutuse põhiprotsesse: planeerimise protsessi, kestva arengu protses si (PDCA tsükli) ja teenuste o s utamise protsessi rakendamist oma asutuses. 5. Mis on teie asutuses pärast eelmist auditit muutunud? 6. Kellega ja millist koostööd teete ning millist lisaväärtust seeläbi olete saavutanud? 7. Kuidas kaasate teenuse saajaid, personali ja muid huvigruppe teenuste arendamisse? 8. Milliste ko gukon napõ histe tegevustega olete seotud ja kuidas ühiskonnale lisaväärtust pak ute? 9. Milliseid parendusprojekte/ innovatsiooniprojekte olete ellu viinud? 10. Mis tingis Nõmme Peremaja asutamise vajaduse? Version 1.0 2  1. Kvaliteedi põhimõtetele ja EQ U ASS Assurance kriteeriumitele vastavuse küsimused / teemad: Te en us e s a aj a d Huv i gr up i d P er s o n a l J uh a ta j a Juht im in e 1. Missioon, visioon ja kvaliteedistandard 1.1. Millised on visioon, missioon ja väärtused ? Kus need on dokumenteeritud ja kuidas nendest töötajad teav itatakse? 1.2. Millised on kvaliteedi alased eesmärgid ? Kus need on dokumenteeritud? x x 1.3. Millised on pikaajalised eesmärgid ? Kus need on dokumenteeritud ja kuidas nendest töötajad teavitatakse? 1.4. Kuidas o n ta gatud järjepidev areng (PDCA tsükli toimimine)? 2. Kommuni katsi oon 2.1. Kuidas o n klientidel ja teenuse saajatel võimalus anda tagasisidet teenuste ja programmide ko hta (nii isikliku, kui kollektiivse kogemuse alusel)? Kuidas huv igruppide (rahastajad, kliendid, perso nal) tagasiside dokumenteeritakse? 2.2. Kuidas asutus informeerib pakutavatest x x x x programmide ja teenustest kõiki huvigruppe? Sh 2.2.1. teenuste ja programmide arendamine 2.2.2. protsessid ja protseduurid 2.2.3. organisatsiooni tegevuse 2.2.4. eesolevad sündmused/ üritused 2.2.5. töötajate kaasamise ja arenguvõimalused 3. Aastaplaani koostami ne 3.1. Kirjeldage aastase planeerimise ja ülevaatamise/ hindamise protsessi (sh rakendam ne ja x ülevaatamine)! Kus on see dokumenteeritud? 3.2. Kas aastaplaan sisaldab endas: Version 1.0 3  3.2.1. SMART eesmärke? 3.2.2. vajalikke tegevusi? 3.2.3. Mõõdetavaid tulemusi? 3.2.4. tegevuse ülevaatamist eesmärkide saavutamisel (sh hindamiseks ja läbivaatuseks ette nähtud ajakavad ja tegevused)? 4. Panus ühiskonda 4.1. Kuidas asutus rahuldab ühiskonna ootusi ja vajadusi? 4.1.1. Kuidas küsitakse tagasisidet ühiskonna erinevatelt huvigruppidelt? 4.1.2. Tooge näiteid tegevuste kohta , mis on suunatud ühiskonna vajaduste x rahuldamiseks? 4.2. Milliste tegevustega asutus näitab üles sotsiaalset vastutust ; millega panustab ühiskonda? 4.2.1. Milliste ko gukonnapõ histe tegevustega asutus tegeleb? Millised tegevused on andnud lisaväärtust ühiskonnale? P er so na l 1. Personali juhtimi ne 1.1 Kirjeldage personali värbamis - ja ametis hoidmise korda ! Kus see on dokumenteeritud? 1.1.1 Kas see sisaldab kriteeriume personali värbamiseks? 1.1.2 Kas see põhineb töötajate teadmistel, oskustel ja kompetentsidel ? 1.2 Kirjeldage asutuse võrdsuse ja x x diskrimineerimise vastasuse põhimõtteid! Kus need on dokumenteeritud? 1.3 Kuidas o n tagatud, et töö toimub õigusaktidega kooskõlas? 1.3.1 Kuidas o n tagatud töö ks sobivad tingimused ? Kuidas asutuses hinnatakse töötingimusi ? 1.3.2 Millised on töötajate tunnustamise põhimõtted? 2. Personali kvalifikatsioon j a arendamine x x 2.1 Kuidas toimub koolitus- ja arengukava Version 1.0 4  koostamine ja elluviim ine? 2.1.1 Kas plaan on dokumenteeritud ja seda vaadatakse üle? 2.1.2 Kuidas toimub töötajate arenguvajaduse väljaselgitamine? 2.1.3 Milliseid andmeid säilitatakse toimunud koolituste kohta? 2.1.4 Kuidas asutus hindab koolituste efektiivsust ? 2.2 Kuidas o n määratletud ja kus on kirjeldatud perso nali rollidele ja funktsioonidele vastavad kompetentsusnõuded? 2.2.1 Kuidas neid hinnatakse? 2.2.2 Kuidas o n korraldatud otseselt teenust osutava personali jälgimine ? 3. Personali kaasami ne 3.1 Millised on töötajate kaasamise põhimõtted (asutuse tegevuste täiustamisse, teenuste arendamisse ja personali arendamisse)? 3.1.1 Kus need põhimõtted on kirjeldatud? x x 3.1.2 Kuidas dokumenteeritakse kaasamise läbi saadud tagasiside? 3.2 Millised on perso nali rahulolu tagamise ja motiveerimise põhimõtted ? Kas neid mõõdetakse, dokumenteeritakse, analüüsitakse? Õ igu se d 1. Õigused j a kohustused 1.1 Kirjeldage teenuse saajate õiguseid ja kohustusi ! Kus need on dokumenteeritud? 1.2 Kas need on vastavuses rahvusvaheliste hartadega ? Millistega? 1.3 Kuidas teavitatakse personali klientide õigustest ja x x x kohustustest? 1.4 Kuidas teavitatakse kliente nende õigustest ja kohustustest? 2. Kirjeldage kaebustega tegelemise süsteemi ! Kuidas saab kaebusi esitada ja nende lahendamise kohta infot? 3. Enesemääramisõigus x x x 3.1 Kuidas näidatakse üles poolehoidu teenuse saaja Version 1.0 5  enesemääratluse osas ? 3.1.1 Kuidas asutus hindab oma sellekohast tegevust? 4. Kuidas asutus toetab teenuse saajat eestkostja (eestkõneleja) ja/või tugiisiku leidmisel? 4.1.1 Kuidas asutus hindab oma sellekohast tegevust? E eti k a 1. Eetika eeskiri/ kord 1.1 Millised on asutuses kehtivad eetilised põhi mõtted, väärtus hinnangud j a tegevused, millest lähtutakse teenuse osutamisel? Kus need on dokumenteeritud? Kuidas neist o n töötajaid teavitatud? 1.1.1 Kas eetika koodeks käsitleb teenuse saajate väärikuse temaatikat, kaitseb neid lubamatu riski eest ja edendab sotsiaalset õiglust ? 1.1.2 Milliseid tegevusi tehakse teenuse saaja füüsilise, vaimse ja m ajandusliku ärakasutamise ennetamiseks ? 1.2 Mida on asutuses tehtud töökeskkonna tur valisuse x x kindlustamiseks ning teenuse saajatele turvalise keskkonna ja füüsilise turvalisuse tagamiseks? 1.2.1 Milline on asutuse töötervishoiu ja turvalisuse plaan? Kuidas on korraldatud riskianalüüs? Milliseid tegevusi tehakse töötervishoiu ja turvalisuse tagamiseks? 1.3 Kuidas o n tagatud andmete konfidentsiaalsus ? 1.3.1 Kus on andmekaitse protsess dokumenteeritud ja kuidas toimub selle ülevaatam ine? 1.3.2 Kuidas teenuse saajad oma andmetele ligi pääsevad? 2. Rollid ja vastutus 2.1 Kuidas ja on määratletud teenuse juhtimise, disaini, osutamise, toetamise ja hindamisega tegeleva x x perso nali rollid ja vastutused , volitused ning omavahelised suhted ? 2.2 Kuidas neist rollidest teavitatakse? Koo stöö - suht ed 1. Partnerid teenus e osutamisel 1.1 Milliste organis atsioonidega teeb asutus ko ostööd? (sh sotsiaalpartnerid, rahastajad, teenuse saajate x x organisatsioonid, teenuse saajad) Tooge näiteid koostööst! 1.2 Kuidas ja millist koostööd teeb asutus teenuste Version 1.0 6  arendamisel? 1.3 Kuidas selgitatakse välja väliste huvigruppide vajadused? 1.4 Kuidas asutus hindab koostööst tulenevat lisaväärtust ? O s al em in e x x x 1. Teenuse s aaj ate kaasamine 1.1 Kuidas kaasatakse teenuse saajaid vajaduste väljaselgitamisse, teenuse planeerimisse, hindamisse ja arendamisse ? (nii asutuse tasandil kui üksikisiku tasandil) 1.2 Kuidas koos kõlastatakse osalemine (protsessid, meetmed) teenuse saajatega? 1.3 Kuidas toimub teenuse saajate osalemisega seotud protsesside (tegevuse kirjelduste) ülevaatamine ja hindamine (nii individuaalsel, kui kollektiivsel tasandil)? x x 2. Teenuse s aaj ate j õustamine 2.1 Milliseid võttei d/ meetodeid kasutatakse teenuse saajate j õustamiseks ? Tooge näiteid, milliseid tulemusi on saav utatud erinevate jõustamise meetodite läbi? 2.2 Tooge näiteid, mida on asutus teinud, et luua jõustavat keskkonda ? 2.3 Milliseid koolitusi on töötajatele korraldatud, et aidata kaasa teenuse saajate jõ ustamisele? Is ik u - x x x x ke s ks us 1. Kliendi vajaduste välj aselgitami ne 1.1 Kuidas teete kindlaks teenuse saajate praeg used ja lähituleviku vajadused ? 1.2 Kuidas teete kindlaks huvigruppide (sh rahastajad, sotsiaalpartnerid) vajadused? 1.3 Kas asute teenuse saajale, tema pereliikmetele ja hooldajatele kõige sobivamas kohas ? 1.4 Kuidas teete kindlaks, et osutatud teenused (tulemused) vastavad seatud eesmärkidele ja teenuse saajate vajadustele ? x 2. Individuaal ne planeer imine 2.1 Kuidas selgitatakse välja teenuse saajate individuaalsed vaj adused ja ootused (sh teenuse osutamise osas)? 2.2 Kuidas individuaalsed vajadused Version 1.0 7  dokumenteeritakse ? 2.3 Kas tegevusplaan põhineb teenuse saaja individuaalsetel vajadustel ja ootustel? 2.4 Kas tegevusplaan hõlmab: 2.4.1 teenuse saaja oodatavat olukorda? 2.4.2 üldeesmäke? 2.4.3 kindlaid mõõdetavaid eesmärke? 2.4.4 kasutatavaid meetodeidi? 2.4.5 kaasatavat perso nali ja vastutusalasid? Lai ah a ar d x x el is us 1. Teenuse osutamise protsess 1.1 Kirjeldage teenuse osutamise protsessi. Kus on see dokumenteeritud? 1.2 Kas see on kooskõlas asutuse v isiooni, missio oni ja kvaliteedipõhimõtetega? 1.3 Kas see on kooskõlas rahastajate märkustega? 1.4 Kuidas teenuse osutamise protsessi vaadatakse üle ? 1.5 Kas teenuse osutamise protsesse analüüsitakse siseauditite käigus? x x 2. Katkematu teenuse osutami ne 2.1 Kuidas o n tagatud teenuse osutamise järjepidevus (sh katkematus, sujuv üleminek, multidistsiplinaarne lähenemine, asutuste vaheline koostöö)? 2.2 Kuidas hinnatakse ja arvestatakse teenuse saajate muutuvaid vajadusi ? 2.3 Kuidas reageeritakse takistustele teenuste osutamisel / nendele juurepääsul? 2.4 Kuidas takistustest raporteeritakse ? x x 3. Ter viklik lähenemi ne 3.1 Kuidas o n määratletud ja mõõdetakse teenuse saajate elukvaliteeti ? 3.2 Kuidas raporteeritakse elukvaliteedi hindamise tulemustest? 3.3 Millised on ja kus on dokumenteeritud töötajate kompetentsid, oskused ja perso nali toetamise meetodid teenuse saajate elukvaliteedi tõstmisega seoses? Version 1.0 8  T ulemu st e x x le 1. Tulemuste mõõtmine ori en te e rit 1.1 Kuidas mõõdetaks e asutuse tegevuseesmärkide us saavutamist ? 1.2 Kuidas dokumenteeritakse / raporteeritakse asutuste tegevuste tulemustest? 1.3 Kas tulemusi auditeerib sõltumatu väline üksus? 1.4 Kuidas hinnatakse individuaalsete tegevusplaanide täitmist / eesmärkide saavutamist (sh lisaväärtus)? 1.5 Kuidas hinnatakse kollektiivsel tasemel teenuste tulemusi / eesmärkide täitmist (sh lisaväärtus)? x 2. Tulemuste hi ndamine 2.1 Kuidas selgitatakse välja parim väärtus (seoses teenuste osutamisega) teenuse rahastajatele? 2.2 Kuidas hinnatakse teenuse lisaväärtust teenuse saajate elukvaliteediga seoses? 2.3 Kuidas hinnatakse teenuse saajate rahulolu ? 2.4 Kuidas hinnatakse teiste huvigruppide rahulolu ? x x x 3. Tulemuste raporteeri mine 3.1 Kuidas avaldataks e asutuse tegevusar uanded huvigruppidele? 3.2 Kas aruanded on kättesaadavad ja lihtsasti arusaadavad ning sisaldavad personaalseid hinnanguid ja saavutusi ? 3.3 Kuidas jagatakse infot asutuse tegevuste ko hta perso nalile, teenuse saajatele ja teistele välistele huvigruppidele? Pi dev x ar en g 1. Kestva arengu ts ükkel 1.1 Kirjeldage kestva arengu protsessi! Kus on see dokumenteeritud? 1.2 Kas protsess on tsüklilise iseloomuga : 1.2.1 planeeritud tegevused saavutavad seatud eesmärgi; 1.2.2 tegevused rakendatakse ellu; 1.2.3 tegevuste tulemusi hinnatakse; 1.2.4 parendustegevused rakendatakse ellu ( ja nende tulemused dokumenteeritakse? 1.3 Milliseid indikaatoreid kasutatakse, et mõõta parendustegevuse tulemusi? Version 1.0 9  1.4 Tooge näiteid parendustegevustest , nende eesmärkidest ja tulemustest! x 2. Innovatsi oon 2.1 Tooge näiteid innovaatilistest töömeetoditest ! 2.2 Kuidas dokumenteeritakse innovatsiooniprojektid ja nende tulemused? 2. Nõutav dokumentat sioon EQ U AS S As s ur anc e ta ot l us es s e m ärg i tu d i nf o le j a lis a de l e p õh i n ed es pa l um e v aa t lus ek s e tt e v a lm is ta d a j är g n e v d ok um ent ats i oo n : 1. Sihtrühmadele suunatud teavitusmaterjalid: voldikud ja e-päevik 2. Tegevusplaan id erinevate allasutuste lõikes 3. Aastaaruanne ning aastaplaan 4. Kvaliteedipoliitika põhimõtted 5. Koosolekute (üld - ja meeskonna) koosolekute protokoll id 6. Tagasiside analüüs (sh Töörahulolu uuring 2014 ning Huvigruppide tagasiside küsitluse kokkuvõte ) 7. Töökeskkonna riskiplaan ja riskianalüüs 8. Kompetentside tabelid ning ametijuhendid 9. Arenguvestluste kokkuvõtted 10. Tegevusplaanide koostamise ja hindamise ko rd 11. Kirjavahetus ja kohtumiste memod 12. Arengukava 13. Eetikakoodeks 14. Konfidentsiaalsusdokumentide analüüs 15. Juhendamise registreerimise kaart S am uti pa l um e a ud i it o r i j a ok s va lm is p a nn a ta ot l us dok um en d is m ärg it ud ü lej ä än u d tõ e nd us dok um en d id . Version 1.0 10  3. Personali, teenuse saajate ja teiste oluliste huvi gruppide intervjueerimine EQ U AS S As s ur anc e t ao t lus es an tu d v as t us te l e j a t õ en d it e l e p õh i ne d es p a lum e k orral d ad a i n ter vj u ud j är gm is te in im es t eg a (f unk ts io o n j a k es t v us ) : Juhtkond Kestvus 1. L e en a Ma si n g , juhataja 1 tu n d i Personal Kestvus 1. I n gri d T i id o , k v al i te ed ij uh t 1 tu n d 2. So ts ia a lt ö öt aj a 30 m in ut i t 3. T ee n us ej u ht 30 m in ut i t Teenuse saajad Kestvus 1. G ru p i in t er vj u u ( i ga te e nus e k oh t a ük s K ok k u c a 30 m in ut i t te e nus e s a aj a ) Teised huvigrupid Kestvus 1. Ko os t ö öp ar tn er i d ( 2 p ar t n er it as u tus e In ter vj u ud 20 m in + 20 m in v a lik u l) 1. Ra h as t aj a 20 m in ut i t Version 1.0 11  Asutuse külastuse ajakava 15 . 12 .2 0 15 P äev 1 Ae g T egev us 9. 0 0- 9 .1 5 A v ak oos o lek 9. 1 5- 1 2. 0 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 12 . 00- 1 3. 0 0 Lõ u na p aus 13 . 00- 1 5. 0 0 In ter vj u u as ut us e j u h a taj a j a/ v õ i k v a l it ee d ij u h ig a 15 . 00- 1 5. 1 5 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 15 . 15- 1 5. 4 5 In ter vj u u p er s o n al i g a # 1 15 . 45- 1 6. 1 5 In ter vj u u p er s o n al i g a # 2 16 . 15- 1 6. 3 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 16 . 30- 1 6. 5 0 In ter vj u u r a has taj a ga 16 . 50- 1 7. 0 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 16 . 12 .2 0 15 P äev 2 Ae g T egev us 9. 0 0- 1 0. 0 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 10 . 00- 1 0. 2 0 In ter vj u u k o os t öö p art n er ig a # 1 10 . 20- 1 0. 4 0 In ter vj u u k o os t öö p art n er ig a # 2 10 . 40- 1 1. 0 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 11 . 00- 1 1. 3 0 In ter vj u u te e nus e s a aj at e ga 11 . 30- 1 2. 0 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 12 . 00- 1 3. 0 0 Lõ u na p aus 13 . 00- 1 5. 0 0 In ter vj u u as ut us e j u h a taj a j a/ v õ i k v a l it ee d ij u h ig a 15 . 00- 1 6. 3 0 Dok um en ta ts io o ni ül e v aa t us , vorm i de t ä itm i n e 16 . 30- 1 7. 0 0 Lõ p uk oos o lek Version 1.0 12 EQUASS ASSURANCE AUDIT REPORT Site visit: 15-16 December 2015 Tallinna Lastekodu Marge Sassi © 2012 by European Quality for Social Services (EQUASS) All rights reserved. No part of this document may be reproduced in any form or by any means, electronic, mechanical, photocopying and recording or otherwise without the prior written permission of the EQUASS.  1. Information of the social service provider Na me of th e so ci al T al li n n a Las t ek od u se rv i c e p rov id er Ad d re s s: V an a- P ärn u m nt. 9 a, 1 16 1 4 T a l l in n , Es t o n ia Po st bo x: N/ A P er so n re sp on sib le Le e na Mas i n g (C EO ) : Cont ac t p e rs on: In gr id T i i do Pho ne: + 37 2 6 7 7 64 8 0 Fa x: + 37 2 6 7 7 64 8 7 E- m a il: i nf o @t a l li n na l as t ek od u .e e W eb s ite: ht tp :/ / www. t a l l in n al as t ek od u. e e Na me of Au dit o r: Ma r g e S as s i Dat e s of aud it : Dec em ber , 15 - 1 6, 20 1 5 Cli en ts: Num ber of p ers on s er v ed : c a 3 5 0 ( a nn u al l y) As of ( d at e): 3 0 .1 0. 1 5 St aff: Num ber of Fu l l t im e s t af f : 1 3 2 Num ber of P ar t t im e s t af f : 1 Num ber of C on tr ac t e d s taf f : N/ A Num ber of vo l un t eers (if ap p l ic a b l e) : N / A S erv ic e s: 6 2  2. Audit program 15 . 12 .2 0 15 Da y 1 T ime Ac t iv it y 9. 0 0- 9 .1 5 Opening meeting (in Nõmme) 9. 1 5- 1 2. 0 0 Documentation review, up -dat ing f iles 12 . 00- 1 2. 3 0 Lunch break 12 . 30- 1 4. 0 0 Interview with the qualit y manager Ingrid Tiido 14 . 00- 1 4. 4 5 Documentation review, up -dat ing f iles 14 . 45- 1 5. 1 5 Interview with the services manager M argit Randaru 15 . 15- 1 5. 4 5 Interview with the social worker -psychologist Susanne Tikkerbär 15 . 45- 1 6. 0 0 Documentation review, up -dat ing f iles 16 . 20- 1 7. 0 0 Interview with Harr y Gustavson and persons ser ved (in Maarjamäe) 16 . 12 .2 0 15 Da y 2 T ime Ac t iv it y 9.00-9.30 Visit ing the House of Inf ants and children with disabilities (in Mustamäe) - inter views with personnel (4 people) 9.45-10.45 Documentation review, up -dat ing f iles (in Nõmme) 10.45-11.05 Interview with cooperation partner SEB Triin Lumi 11.05- 11.25 Interview with cooperation partner Er icson 11.25- 11.45 Interview with f inancing body Tarmo Kur ves 11.45-12.05 Documentation review, up -dat ing f iles 12.05-13.00 Lunch break 13.00-15.00 Documentation review, up -dat ing f iles 15.00-15.30 Interview with the qualit y manager Ingrid Tiido 15.30-16.45 Interview with gener al manager Leena Masing 16.45-17.00 Final meeting 3  3. Detailed feedback on performance 1. The social ser vice provider def ines documents and implements its vision and mission values on ser vice provision. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The mission, vision and values are The vision of the organizat ion (f ound stated in the Qualit y Policy document only inside the Qualit y Policy which consists of 3 pages and is also document) is f ollowing – Tallinna available on the web site of the Lastekodu (eng. Tallinn Children’s organizat ion. The development of the Home) is positively perceived and documents has been coordinated by developing social welfare agency in the management and is over looked society ”. The exact wording might ever y 2 years. Content- wise the raise the quest ion how to measure it document pro ves the organizat ion since there are no public polls has understood the key pr inciples of available to f ind it out. the dedicat ion to the contingues improvement. Perhaps the qualit y policy wording is a bit too f ocused on the managerial The employees demonstrated level and only f ew signs of personnel through inter views t heir dedication to involvement could be detected – it is common values and share d goals. important to keep in mind that the whole organization contributes to the Also the results of the employee qualit y and not t he management satisf action survey indicate the alone. employees are awar e of the mission Organisatsiooni visioon (leitav vaid of the organizat ion and its role in the “Kvaliteedipoliitikast”) on sõnastatud järgmiselt - societ y. Tallinna Lastekodu on ühiskonnas positiivselt tajutav ja arenev hoolekandeasutus /.../". Sellisel kujul sõnastus võib tekitada küsimuse, kuidas „positiivselt tajutavust“ mõõta kuivõrd vastavad küsitlused puuduvad. Võiks kaaluda kvaliteedipoliitika sõnastuse üle vaatamist – praegusel kujul on see liialt keskendunud juhtkonna tasandile ning personali kaasamise märke on sellisel kujul raske leida. Väga oluline on seejuures meeles pidada, et mitte ainult juhtkond, vaid kogu organisatsioon panustab kvaliteeti. 4  2. The social ser vice provider def ines, documents, and implements its qualit y policy by determining long term qualit y goals, and its commitment to cont inuou s improvement. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The qualit y standard, long -term goals and commitment to continuous improvement are stated in the Qualit y Policy. Also the Annual Plans demonstrat e the development -oriented nature of the organization. The inter views with the staff proved they are devoted t o deliver qualit y ser vices and f ew of them have emphasize d that t hinking this way is not caused by the EQUASS qualit y program but the inner mission of the employees. There is lately cr eated electronic documents register which makes it ver y handy to f ind any kind of needed document. Since the staff has access to computers, it is ver y good way to keep ever ybody involved and updated. 5  3. Persons ser ved, family members and ser vice user organisations are able to give f eedback on their individual and collective experience of programmes and ser vices. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 6 The organization has introduced Mo r e p e o p l e c o u l d b e i n vi t e d t o a n s we r t h e regular custom ers´ surveys questionnaires or different methods chosen (inhabitants, sponsors, cooperat ion to reach more people. It is definitely not an partners) to all its main target e a s y t a s k b u t w o r t h o f t r yi n g . groups. Th e r e s u l t s o f t h e P e r s o n n e l S a t i s f a c t i o n The questionnaires of the surveys S u r ve y are not fully p o s i t i ve . Th e are on a prof essional level. The management could a n a l y ze the relation results will be analyzed ver y b e t we e n the a ve r a g e rate of work precisely on diff erent levels ( analyze m o t i va t i o n and conducting the appraisal documents, meeting s, action plans, i n t e r vi e w s – s i n c e t h e g r o u p s u p e r vi s i o n s etc) and are well-documented. The a r e n o t s u i t a b l e t o e v e r yb o d y a n d s o m e amount of documents quoting to the might prefer i n d i vi d u a l s u p e r vi s i o n (as “learning outcome s” of the surveys´ stated by one of the e m p l o ye e s in the results is the best sign of a i n t e r vi e w ) , t h e a p p r a i s a l i n t e r vi e ws s h o u l d constant ly developing and improving b e c a r r i e d o u t r e g u l a r l y . P e o p l e a r e wo r k i n g organizat ion. hard, it is not an easy job and they need to be “listened”. 39 children (out of 66) gave f eedback in a special “ser vice C u r r e n t l y o n l y s c h o o l - c h i l d r e n c a n a n s we r recipient sur vey”. T heir answers are the questionnaires. Perhaps a l t e r n a t i ve ver y emotional and express the wish forms of collecting feedback could be used to be at home and talk to someone t o t a r g e t yo u n g e r c h i l d r e n . heart-to-heart. As a result mor e Tu l e k s püüda küsimustikule rohkem volunteer ing “suppor t persons” were va s t a j a i d l e i d a v õ i a l t e r n a t i i vs e i d t a g a s i s i d e recruited to provide additional way t o k o g u m i s e vi i s e k a s u t a d a . S e e ü l e s a n n e e i support the childr en psycholog ically. ole kergete killast, kuid tasub end kindlasti The employees give f e edback kuhjaga ära. through the Personnel Satisf action Tö ö t a j a t e r a h u l o l u u u r i n g u t u l e m u s e d e i o l e Sur vey. In 201 4 it was f irstl y ü d i n i p o s i t i i vs e d . J u h t k o n d võ i k s a n a l ü ü s i d a outsourced. The report is ver y s e o s t t ö ö m o t i va t s i o o n i j a a r e n g u ve s t l u s t e prof ound and prof essional document l ä b i vi i m i s e va h e l – k u i võ r d with deep analyses. The results are g r u p i s u p e r vi s i o o n e i s o b i k õ i g i l e j a m õ n e d used to f orm a centralized personnel töötajad võ i va d eelistada i n d i vi d u a a l s e t strategy. s u p e r vi s i o o n i , tuleks arenguvestlusi regulaarselt läbi vi i a . Inimesed t ö ö t a va d k õ va s t i , tegemist ei ole meelakkumisega n i n g n a d vä ä r i va d vä h e m a l t " ä r a k u u l a m i s t " . Siiani on va i d kooliealised lapsed küsimustikule va s t a t a saanud. Ehk võ i k s k a s u t u s e l e võ t t a a l t e r n a t i i vs e i d t a g a s i s i d e k o g u m i s e vi i s e , e t k a n o o r e m a t e l a s t e h ä ä l kuuldav oleks. 7  4. T h e s oc i a l s er v ic e pr o v i d er inf o rm s al l s tak e ho l de rs a b ou t t h e of f er ed pro gr am m es a n d s er v i c es a v ai l a bl e . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 8 The 3 persons r epresenting the The results of the “Stakeholder s f under and cooperation partners Sur vey” ar e in some points stated they are aware of the off ered contradictor y and bef ore the ser vices. questionnaire is distributed to next round it should be improved and It is ver y good that the stakeholders instead of structured questions more are questioned on a regular basis – open quest ions should be used. the process is well document ed and analyzed. The report with the sur vey r esults should be shared with not only the respondents but the whole stakeholders´ circle. The news section of the web site could be updated more of ten - you are doing great job and the wor ld deser ves to know about it! Koostööpartnerite uuringu tulemused on mõnes punktis va s t u o l u l i s e d ja enne j ä r g m i s t k ü s i t l u s vo o r u t u l e k s k ü s i m u s t i k k u täiendada ja struktureeritud küsimuste a s e m e l r o h k e m a va t u d k ü s i m u s i k a s u t a d a . U u r i n g u t u l e m u s i k a j a s t a va t r a p o r t i t t u l e k s j a g a d a m i t t e a i n u l t va s t a n u t e l e , va i d k o g u koostööpartnerite ringiga. Kodulehe uudiste sektsiooni võ i k s s a g e d a m i n i u u e n d a d a - t e t e e t e vä g a h e a d tööd ja olete vä ä r t , et kõik sellest kuuleksid! 5. T he s oc i a l s er v ic e pr o v i der m an ag em en t es t a bl is h es a nd d oc um ents an an n ua l p l a nn i n g an d r e v ie w pr oc es s . 9 Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The annual planning and review The exact wording of the planning process is integrated into the procedure is f ollowing: management process. The planning procedure is described in a special The Annual Plan will be explained to document. the employees, and it w ill be announced, what is the expected There are annual action plans, which contribution of them and each are reviewed regular ly. Ever y 3 entity's role in the implementat ion of months there is a special the plan – it seems rather passive management meeting to review the way of planning the activities that annual plan – the persons concern the whole organizat ion and responsible have to submit the raises the question how t he measurable outcomes and the personnel is involved and perhaps analyzes is done by the team also empowered? managers. If an activit y could not be Planeerimise pro tseduuri sõnastus on completed on-time, the reasons are järgmine: Aastaplaani selgitatakse analyzed and the deadlines pro- töötajatele ning neile tehakse teatavaks, longed. mi d a neilt oodatakse /.../ - see tundub All meetings are documented – pigem p a s s i i vn e t e g e vu s t e k a va n d a m i s e minutes of meetings are prepar ed. vi i s . P l a n e e r i m i s s e p e a k s o l e m a o t s e s e l t kaasatud kogu organisatsioon – tekib küsimus, kuidas töötajad on kaasatud ja jõustatud? 6. T he p l a n i nc lu d es :  an n ua l o u tc om es / tar ge ts  th e ac ti v i t ies t o b e u n der t ak en i n ac h ie v i n g th e a nn u a l tar g ets  m onit or i ng of th e pe rf orm anc e of t he or g an is at i o n i n m eet in g its an n ua l t ar ge ts  tim e- s c al es a n d pr oc e dur es f or r e v i e w a n d r e v is i o n. 10 Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents There is a special document st ating As a f urther impr ovement to the the proced ures f or annual planning annual planning process, it would be called ”Process description of advisable to start using measurable compilat ion and analysis of annual perf ormance indicat ors to be more planning”. result or ient ed . Current ly ther e exists in the annual plan a colum n The annual work plan includes the called “indicators” but it consists of f ollowing data: goals, activities, activities/results and not measurable outcome, deadline and person outcomes. responsible. It is regularly reviewed (with diff erent color and/or in Aastase planeerimisprotsessi arendamiseks diff erent column ). võ i k s hakata kasutama m õ õ d e t a va i d t u l e m u s i n d i k a a t o r e i d , e t s e e l ä b i va r a s e m a s t enam tulemustele orienteeritud olla. Praegusel kujul on aastaplaanis küll olemas ve e r g nimega "indikaatorid", kuid see koosneb t e g e vu s t e s t / t u l e m u s t e s t mitte m õ õ d e t a va t e s t t u l e m u s t e s t . 7. T h e s oc i a l s er v ic e p r o v i der d em ons tr at es org a n is a t io n ’s s uc c es s i n s at is f yi n g th e n e eds a nd ex p ec t a ti o ns of t h e s oc i et y. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 11 The f eedback from direct The schools, kindergartens and stakeholders is collected regular ly medical and police ser vices have so and analyzed well as descr ibed in f ar not been directly targeted sub-chapter 3. through the sur veys but since they are important stakeholders, they According to the inter view wit h could be involved next t ime to general manager, the press-releases cooper ation partner sur veys as well. wr itten by the organizat ion, have not been published. As a cit y Koostööpartnerite k üsit lused ei ole organizat ion, the town government siiani olnud orienteeritud koolidele , publishes the news concerning the lasteaedadele, ter vishoiuasutustele Tallinna Lastekodu. ning politseile. Kuivõrd tegemist on oluliste huvir ühmadega , võiks neid Through f ollowing recent act ivities järgmisel korral koostööpartner ite the societ y has been given added uuringusse kaas ata . value: - off ering a training base to diff erent Estonian, 1 Finnish universit y and Estonian Unemployment Insur ance Fund (f or unemployed people) - contributing to cleaning activit y „Let´s do it“ (Ericsson) - support person´s project „Ready f or life“ wit h cooper ation of Ericsson - Christmas cards f or Salesstar OÜ and Adven Eest i AS. - Diff erent scholarship and grant schemes by NGO SEB Heategevusf ond, Archimedes and 3 educat ional institutions. The organizat ion is a member of Nordic-Balt ic Organizat ion f or Prof essionals W orking wit h Children and Adolescents ( NBO) and has been contributing to organizing a thematic conf erence. Diff erent state level activit ies have received input f rom the organizat ion – green book ( „Vanem liku hoolitsuseta laste asendushoo lduse poliitika rohelise raamat ”) and handbook („Asendushooldusele paigutatud lapse tervise hindamise käsiraamat )”. 12  8. T h e s oc i al s er v ic e pr o v i d er dem o ns tr at es or ga n is at i on ’s s oc i a l res p o ns ib i l it y thr o ug h ac t i vi t ies c on t r i bu t in g t o th e s oc i et y. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The organizat ion is active on both, The web site could be used more on organizational and employee eff ectively as promotional tool to level, when it comes to ref lect on the activit ies and to demonstrat ing social responsibilit y. engage the general public. The organization has hosted the It is ver y positive the organizat ion is volunteers under the Erasmus+ and planning to add the f eedback f orm to „Youth in Action” programs, etc. the home page – this way ever yone would be able to provide f eedback Based on a survey results, Tallinna easily and quickly. Lastekodu off ers the added value t o other target groups as f ollows: t he Kodulehte võiks aktiivsemalt educat ional institut ions have point ed kasutada – tegemist on olulise out the shelter services which has kommunikatsioonivahendiga oma contributed to the compulsor y school tegevust e kajastamiseks ning ka educat ion and lear ning outcomes of avalikkuse kaasamiseks. pupils. See on väga positiivne, et Count y gover nment s have pointed organisatsioonil on plaanis out the opportunit y to place their koduleheküljele lisada tagasiside children with severe disabilities if vorm - nii on võimalik igaühel they are no condit ions in the count y, tagasisidet lihtsalt ja kiire sti anda. and the skills to care f or their children. 9. T h e s oc i a l s er v ic e pr o v i d er h as a s t af f rec r ui tm ent a nd r e te n ti o n p o l ic y th at pr om otes t he s e lec t io n of q ua l if i e d pe rs o n ne l b as e d o n r eq u ir ed k no wle d ge , s k i l ls a n d c om pet e nc es . 13 Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The staff of Tallinna Lastekodu Communicat ion pr inciples should not includes 137 em ployees whose be included to personnel policy. exper ience and prof essional know - Both, the internal and external how ensur es the qualit y and communication are important issues consistency of the services. and should be regulated and descr ibed in separat e documents. Recruitment guidelines are ver y prof essional and include real lif e Overqualif ied candidates ar e examples – f or instance examples of excluded based on the personnel icebreakers, interpretations of documents – perhaps in social sect or personal lif e´s details ( candidate' s it is not a good sign. Major changes pet dog) that could contribute to the in peoples´ lives might give to a job requirement s. Indicat ive “f ormally overqualif ied” candidat e recruitment guidelines also include high motivat ion to complete the job . the principles f or equalit y and non - discr imination. Kommunikatsiooni põhimõtted ei peaks kuuluma personalipoliitika Personnel policy is based on 5 alla. Nii sise- kui ka välissuht lus on principles and last of them is olulised küsimused ning neid tuleks f ollowing “to evolve into institut ion reguleer ida ja kirjelda da eraldi which learns f rom experience and dokumentides. knowledge of each employee”. Vastavalt personali The employees have individual job dokumentatsioonile välistatakse descr iptions, which include among ülek valif itseeritud kandidaadid – others also r equired knowledge, võimalik, et sotsiaalsektoris ei ole skills and competences. see hea mär k . "Ametlikult ülek valif itseeritud " kandidaadil võib From the point of view of most of the olla isiklikest põhjustest läht uvalt partners, Tallinna Lastekodu has siiski väga kõrge motivatsiooni ka prof essional, motivated and lihtsamat tööd südamega ning competent staff . põhjalikult teha. 14  10 . T h e s oc i al s e r vi c e pr o vi d er o per a tes i n c om pl i a nc e wi th m anda t or y na t io n a l le g is l at i on , pr o v id i ng a p pr opr i at e w ork in g c o nd i t io ns , a d e qu a te a n d agr e e d s t af f le v el a n d s t af f rat io , a n d a p p rop ri a te r e war d in g f or s taf f an d v o lu nt e er s . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 15 The personnel documentation meets T he a p pr ais a l i nt er v ie ws s u p pos e d t o be legal requirements and is reviewed c arr ie d o ut r eg u l ar l y . T here was no to do this. Evan the training plan and pro of of t he i nt er v ie w s in 20 1 5. In th e the f amily workers´ competencies c orr es p o nd i ng ta b l e t her e was a l is t of table contain detailed ref erences to th e i nt er v ie ws c arr ie d ou t i n 2 0 1 3 a n d the legal regulat ions. 20 1 4. The Qualit y Policy and Personnel No n e of t h e d es c r i be d s t af f rec o g n it i on Policy descr ibe the staff related m etho ds is t ar ge t ed to p ers on a l principles and do it in a detailed and de v e l opm en t. T h e i nt er v ie ws wit h t he prof essional way. I n Qualit y Policy pers o n ne l s h o we d th at k in d of a the qualif ied personnel is descr ibed “s e lec t in g th e bes t c o l l ea g ue pr i ze ” t h at as the f irst qualit y policy pr inciple . us e d to b e i n e ar l i er t i m es , c ou l d b e re - c a ll e d s i nc e it was h i gh l y ap pr e c ia te d Employees have a chance to give by th e em pl o ye es . It was a ls o f eedback about working condit ions m enti o n ed t he re us e d t o be m ore j o i nt also dur ing the appr aisal inter views. e ve n t b ef or e – it wo u ld be h ig h l y ap pr ec ia t ed . The working condit ions are evaluated (risk assessments are carried out b y A r e n g u ve s t l u s e d peaksid toimuma staff ) in all sub-unit s and necessar y r e g u l a a r s e l t . P u u d u s i d t õ e n d i d i n t e r vj u u d e action plans ar e drawn up. l ä b i vi i m i s e kohta 2015. aastal. V a s t a va s t a b e l i s o l i n i m e k i r i l ä b i vi i d u d i n t e r vj u u d e kohta 2013. ja 2014. aastal. Ükski kirjeldatud personali tunnustamise meetoditest ei ole suunatud töötajate isiklikule arengule. I n t e r vj u u d inimestega vi i t a s i d selgelt, et võ i k s taaselustada „parima kolleegi preemia" traditsiooni, k u i võ r d töötajad hindasid seda vä g a . Samuti mainiti intervjuudes, et võ i k s toimuda rohkem ühisüritusi. 11. The social ser vice trains all staff based on a plan f or leaning and development and evaluates the eff ectiveness of the training. 16 Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The training needs are descr ibed and evaluated in the annual Training plan and Training Report. Feedback on trainings is collected af ter each training and is analyzed in a document called “Summar y of the f eedback of the trainings 2015”. The document is ver y prof ound and exceeds the expectations by an additional column in the table ca lled ”changes in the work based on the newly gained knowledge”. For some trainings (arranged to the whole team) like sanction -training “mõjutusvahendite koolitus” ther e is a ver y prof ound summary of the content and comments. The overall eff ectiveness of t he trainings is evaluat ed based on a special scale created f or that purpose. 12 . T he s oc ia l s er vic e pr o v i de r a pp l i es re q u ir em ents f or c om pet e n c e i n t h e i de nt if ie d r o l es a nd f u nc t i ons of s t af f a nd e v a lu at es t hem o n a n nu a l b as is . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t p art l y t h is c r i ter i o n of t h e EQ U AS S As s u r a nc e c er t if ic a ti o n pr og ram . 17  Str e n gt hs Im pro vem e nt & de v e lo pm ents The competence r equirements f or W hile the training outcome s ar e employees are described in their jo b analyzed on a ver y high level, the descr iptions and are reviewed. same cannot be said about the appraisal inter views – since they are The inf ormation about the work load not carried out as regularly as of staff is collected and the staff needed, there is also not much to level is kept at optim um. document or analyze. The general manager does not have to inter view all the personnel herself – this is a f unction that can be successf ully delegated to certain level. K u i k o o l i t u s t e t u l e m u s i a n a l ü ü s i t a k s e vä g a kõrgel tasemel, ei saa sama öelda a r e n g u ve s t l u s t e k o h t a - k u i võ r d n e i d e i vi i d a l ä b i r e g u l a a r s e l t n a g u p e a k s , e i o l e k a midagi dokumenteerida võ i analüüsida. Asutuse juht ei ole kohustatud isiklikult k õ i k i t ö ö t a j a i d i n t e r vj u e e r i m a – s e d a s a a b edukalt delegeerida madalama tasandi juhtidele. 13 . T he s oc i a l s er v ic e pr o v id er r ec o g n is e s th e s taf f as a r es ourc e f or f ee db ac k on or ga n is at i on a l perf orm anc e , s er v ic e d e ve l o pm ent an d s taf f de v e l opm en t . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 18 The Personnel Policy states that There is a minor contradiction “The biggest asset of Tallinn a bet ween the declarations on the Lastekodu are the r ight people in the papers and the results of the right positions and performing dut ies Personnel Sat isf action Sur vey. The off the roles that best suit their motivat ion of t he personnel is not too personal qualit ies, knowledge and high – it is something that could be abilities. ” proven when involving them more and/or asking about their real needs. The working plan of personnel department is ver y prof ound and The connect ion between the lo w indicates they are moving towards salar y and low m otivat ion could be constant development based on the an issue in all Estonian social needs of the organization . inst itution but is not the case. There is a prof ound over view of the Tä h e l d a t a v on teatav va s t u o l u super visions carried out. dokumentides sõnastatu ja personali r a h u l o l u u u r i n g u t u l e m u s t e va h e l . P e r s o n a l i m o t i va t s i o o n e i o l e j u s t k õ r g e – o l u k o r d a saaks m ä r k i m i s vä ä r s e l t parendada läbi t ö ö t a j a t e k a a s a m i s e j a / võ i n e n d e t e g e l i k e va j a d u s t e vä l j a s e l g i t a m i s e . Korrelatsioon madala palga ja madala m o t i va t s i o o n i va h e l võiks iseloomustada kõiki Eesti sotsiaalsektori asutusi, kuid ometi pole see nii! 14. The social ser vice provider has mechanisms in place to enhance satisf action and mot ivat ion of staff . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 19 The group super visions, appraisal inter views and employees’ sur veys are the main tools used to gain f eedback on employees’ satisf action and motivation. W ithin the Personnel P olicy there exists the “Incentives and recognit ion system” that is based on the remuner ation policy, which is based on the Tallinna Lastekodu Remuneration Guide. The management recognizes its staff by organizing annually a motivational trip to all of its staff in Spring . 15 . T h e s oc i a l s e r vi c e p ro v i de r as s ur es th e r i gh ts of p ers o ns s e r ve d ou t l in e d in a Ch ar ter of R ig h ts wh ic h is bas e d on t he E U C har t er of Fu nd am en ta l Ri g hts , t he E ur op e an C on v e nt i on f o r t he Pr ot ec t io n of Hum an Ri g hts a n d Fu n dam e nt a l Fre e dom s of the Cou nc i l of E uro p e an d o th er i nt er n a ti o n al h um an r i gh ts c on v e nt i ons , es p ec ia l l y t h os e e l ab or at ed u nd er th e U ni t ed N at i o ns . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 20 The reviewed regulative and guiding Pictograms or any other alternative documents of Tallinna Lastekodu are communication tool could be used to corresponding to Estonian explain the right s and dut ies to legislat ion. handicapped children. Tallinna Last ekodu has developed the rights and dut ies of persons ser ved, which conf orm to Õiguste ja kohustuste selgitamiseks international human rights puuetega last ele saaks kasutada conventions. They are introduced t o piktogramme või muid alternat iivse persons ser ved by staff – proven b y kommunikatsiooni vahendeid. the excerpt s f rom e-diar y and f amily meeting minut es. There is also an illustrated booklet f or children called “ My rights and duties”. The f amily meetings minutes prove the booklet s have been delivered and explained to the children in f amily circle. It is also said t hat f or childr en it is natural to test the boarders and this is why they constantly need to be reminded of the responsibilities. In some of the f amilies the Children´s Ombudsman promotion materials have been used to explain the essence of children´s rights and responsibilities. 16 . T h e s oc i a l s er v ic e pr o v i d er inf orm s th e pers o n s er ve d a bo ut h is / h er ri gh ts a nd d ut i es es pe c i al l y t o eq u a l tre atm e nt o n gr ou n ds of a g e, d is a b i li t y, ge n de r , r ac e , r e l ig i o n or be l i ef an d s ex u al or ie nt a ti o n b ef or e rec e i vi n g t he s er v ic es . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . 21  Str e n gt hs Im pro vem e nt & de v e lo pm ents 2015 was declared the “Year of the Current ly there is no word in the rights” in Tallinna Lastekodu and there wer e lots of activities arranged Qualit y Policy about equal treatment to raise t he awareness of the of customers – it could be also laid children of the corresponding issues. down in there. There is also an analysis done in 2014 about children awareness of Praegu ei ole Kvaliteedipoliit ikas their rights and duties. It has been sõnagi võrdse koht lemise kohta - see stated in that analysis there are in võiks seal siiski sätestatud olla. the f amily homes the rules of procedure and rights / responsibilities on the wall. The persons ser ved and staff demonstrated their interpr e tation of the rights and duties through the inter views. 17 . T he s oc i a l s er v i c e pr o v id er h as ac c es s ib l e c om pl a i nt m ana g em ent s ys tem wh ic h r e gis t e r s f ee d bac k o n perf orm anc e f rom pers o n s s er v ed , purc h as er s an d o th er r e le v a nt s t ak eh o ld ers . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 22 The children are dist ributed a special The fact that based on the Annual ser vice recipient survey (has been Report in 2014 there were no descr ibed in section 3). Their com plaints or comm ents, could comments and propositions are indicate that perhaps the definition analyzed prof oundly and treat ed wit h of “com plaint” is t oo narrow or the care. clients/stakeholders are not aware of the ways to handle in the Tallinna Lastekodu has developed a com plaint (perhaps a question procedure f or handling complaints – concerning the awareness could be it is a lso available on the web site. added to the clients/stakeholders The document consists of the questionnaire). descr iption of how to lodge and handle a complaint and a template 2014. aasta ar uande andmetel ei f or a written complaint. Written esitatud aasta jooksul mitte ühteg i complaints supposed to be answered kaebust eg a ettepanekut. Ühelt poolt in 30 days while the oral ones in 1 võib see näidat a, et ehk on week. "kaebuse" määrat lus liialt kitsas või siis ei ole kliendid/ koostööpartner id Tallinn cit y governm ent has approved teadlikud, kuidas kaebust esitada the general rules of internal control (ehk võiks teadlikkust puudutava f or Tallinna Lastekodu in 2009. küsimuse lisada koostööpartner ite/klientide küsimustikku). 18 . T h e s oc i a l s er v ic e pr o vi d er res p ec ts t he f u nd am en ta l r ig h t t o s e lf - de t er m in at i on of t h e per s o n s er ve d . T he y f ree l y de te rm ine t he ir po l i t ic a l s ta tus an d f r ee l y p ur s ue t h e ir ec on om ic , s oc i al an d c u lt ur a l d e ve l o pm ent . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 23 Each clients´ individual development and action plan includes inf ormation about respecting the right to self - determination of the person ser ved . There is proven record that the children are aware of the conf ident ialit y policy and are convinced it is about protecting their rights. Feedback is also collected through diff erent surveys and dur ing the review of the clients’ individual plans. The results are analyzed and document ed prof oundly. 19 . T he s oc i a l s er v ic e pr o v i der f ac i l i ta t es th e pers o n s er v e d in c ho os i ng an d h a v in g ac c es s t o ad v oc at es a nd / or s u pp ort i ng pers o ns . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 24 Tallinna Last ekodu has published a booklet ”Ready f or Lif e” describing the ser vice of support persons. Based on the “service recipient sur vey” the ser vice of support persons is constantly growing – lately new support persons wer e selected (out of an existing database) and start working in 2016. Nowadays also younger children are able to access the ser vice. It is off ered through a joint pr oject with Ericsson. Activit ies in inf orming the clients about having access to advocates and/or supporting persons are analyzed annually. 20 . T h e s oc ia l s er v ic e pr o v i d er def in es a n d doc um en ts its p o l ic y o n et h ic s th at r es p ec ts a nd as s ur es th e d i gn i t y of th e p ers o ns s er v e d, pro tec ts th em f rom un du e r is k an d pr om otes s oc i a l j us t ic e . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 25 In their work the employees f ollo w the Policy of Ethics (on organizat ional level) and Code of Ethics f or Workers in the Field of Social Aff airs (on st ate level) – both documents are also available on the web site. The ethical principles respect and assure the dignit y of the persons ser ved, pr otect them f rom undue risk and promote social justice. New staff members are introduced the ethical principles and are signing a corresponding document “Guiding card”. Through the inter views the member s of staff showed awareness about the related ethic principles. 21 . T he s oc ia l s e r vic e pr o v id er op er at es m ec han is m s wh ic h pr e ve n t th e ph ys ic a l, m ent a l a nd f i na nc i al ab us e of u s ers . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 26 The Policy of Ethics is targeted to avoid f ollowing risks: econom ic exploitation, mental abuse and physical insecurit y. The procedures to avoid econom ic exploitation, mental abuse and physical insecur it y are stated in a “Risk prevention measures and procedures”. The document is descr ibing the pr ocedur es in a detailed and structur ed way. Staff members showed through the inter views the awar eness about the related principles and procedures. The prevention activities are evaluated regular ly. 22 . T he s oc i a l s er v i c e pr o v id er pr o v i des s erv ic es i n a s af e s ys tem of work i n g wit h in a s af e e n v iro nm en t t o e n s ure th e ph ys ic a l s e c ur it y of pers o ns s er v ed , t he ir f am il i es a nd c ar e tak ers . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 27 Tallinna Lastekodu provides ser vices in a saf e and reg ular ly controlled environment – the principles are descr ibed in the O ccupat ional Risk Assessment P lan. Risk assessment of each sub-unit of Tallinna Lastekodu has been conducted and relat ed action plans created. Also the Qualit y Policy descr ibe s physical environment risks principles in det ail. Besides additional detailed health and saf ety procedur es f or staff have been dr awn up in Procedure f or medical examinatio n. 23 . T h e s oc i a l s er v ic e pr o vi d er d ef i nes , doc um ents , m on it ors a nd e va l u at es a s e t of pr inc i p les , v a l ues a nd pr oc e d ur es t ha t go v er n b e ha v i o ur i n s er v ic e de l i v er y c o nt a in i n g as p ec ts of c o nf i d en ti a l it y, ac c u rac y, pr i v ac y an d i nt egr i t y. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 28 The principles, values and procedures in ser vice deliver y are descr ibed in “Ser vice descr ipt ion of Tallinna Lastekodu ”. The document def ines precisely diff erent roles in delivering the ser vices, the service processes and there is a clause about renewing the document at least ever y 2 years. It was demonstrated through the inter views of staff that they are aware of and show respect towards the ethical principles related to their work. 24 . T h e s oc i a l s er v ic e pr o vi d er d ef i nes , doc um ents , m on it ors a nd e va l u at es proc e d ur es f or as s ur i n g c o nf i d en t ia l it y of d at a re g ard i n g t he pe rs o ns s er v e d an d t he s er v ic e pr o v i d ed t o t hem . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents There is a Conf identialit y Policy document and a wr itten analysis about the conf ident ialit y documents available. 25 . T h e s oc ia l s er v i c e pr o v i d er def in es th e r o les a n d r es po ns ib i l it i es , au t hor i ti es a nd t he i nt er r e la t io n of a l l p ers o n n el wh o m a na g e, d es ig n, de l i v er , s up p or t a n d e v a lu at e t he s er v ic e pr o v is i o n to pers o n s er v ed . 29 Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The roles and responsibilities delivering the ser vices are descr ibed in the job descr ipt ions of employees, in the f amily model descr iption and in the ser vice descr iption of Tallinna Lastekodu. Lately a document describing in detail t he roles and responsibilit ies of the personnel and additionall y support persons and volunteers were introduced. It provides ver y good comparison bet ween the exact tasks and expectat ions targeted to “general volunteer s” and support persons f or instance . Relevant inf ormation is available also on t he web page and updated regularly. 26 . T h e s oc i a l s er v ic e pr o vi d er work s i n p art ners h i p wi th o th er or g an is at i o ns i n th e pr o v is io n of s er v ic es . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 30 W ith 2 main partners Ericsson and SEB Heategevusf ond various projects and act ivities are organized, which also ser ve the needs and expectat ions of society. Tallinna Lastekodu serves as the training base f or students and unemployed people. Addit ionally to Estonian partner inst itution there is a contract with a Finnish higher educat ion institut ion. Tallinn a Lastekodu has contributed in draf ting to the development of social welf are action plan (2016-2020). The cooper ation with various partners is evaluated on regular basis. The results of the stakeholders sur vey are analyzed prof oundly and in diff erent organizat ional levels. 27 . T h e s oc i a l s er vic e p r o v i de r work s i n p art n ers h i p wi t h p ers o ns s e r ve d, purc h as er s an d o th er s tak e ho l de rs i n th e d e v e lo pm en t of s er v ic es . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 31 Sur vey of stakeholders is organized One re pr es en ta t i ve of a c oo p er at i on on a regular basis t o gain f eedback par t ner was n o t f ul l y c on v inc e d a bo u t about the needs, expectat ions and th e de d ic at i on of t he p ers on n e l of qualit y of the deliver ed ser vices. T al li n n a L as t ek od u in c om pa ris o n to ot h er or ga n i za t i ons i n t he s am e f ie ld . Most of t he partners inter viewed O n t he o t her ha n d he / s he s t i l l s t at ed t h e showed high appr eciat ion to what org a n i za t io n is c o ns t a nt l y m o vi n g and how Tallinna Lastekodu delivers to war ds d e v e lo pm en t. its ser vices. It is qu i te i n c om m on , t ha t a po te n ti a l One of the success indicator s is the c oo p er at i on p ar tn er is i nt er es t ed in f act that the current cooperat ion d irec t in t erac t io n wi t h c h il dr e n. T h is is partners have been cooper ating with no t ac c e p te d f or e th ic a l is s u es . Per h aps Tallinna Lastekodu already years and a l is t of ne e ds /k no w - h o w could be the cooper ation is constant ly pres e nt e d on t he we b s i te f or i ns t anc e developing. un d er t h e n am e “S p o ns ors h i p ru l es an d pos s i b i li t ies ”. S et ti n g f ix e d ru l es an d The qualit y and added value of the prom ot i n g wi d e l y t he n e eds m ig ht cooper ation is well - document ed and gu ar a nt ee m utu a l s a t is f ac ti o n wi t h th e prof oundly analyzed (also in annual c oo p er at i on . report). Few chang es have started f rom the partners´ suggestions. Üks koostööpartnerite esindajatest ei olnud täiesti veendunud, et Tallinna Lastekodu 2 main partners analyze themselves töötajad on pühendunud võrreldes teiste samas the qualit y and outcom es of the valdkonnas tegutsevate organisatsioonide ser vices that they support. This kind töötajatega. Samas märkis ta siiski ära, et of f eedback is highly appr eciated by organisatsioon on orienteeritud pidevale the organization. arengule. It came out of t he interviews with co - operat ion partners and f unders that On üsna tavaline, et potentsiaalne they valued the synergy f rom the koostööpartner on huvitatud otsesest cooper ation. Just to give an example kokkupuutest lastega. See ei eetilistel põhjustel - "Riskik äitusega laste maja" and aktsepteeritav. Ehk aitaks selgitustööle kaasa "Noorte Oma kodu” (NOK) wer e see, kui kodulehel avaldada nimekiri, näiteks grown out f rom the joint init iative. "Sponsorluse reeglid ja võimalused", mis The f irst one is based on the annaks ülevaate lastekodu vajadustest ja exper iences gained f rom Nordic võimalustest. Konkreetsete reeglite countries and Ireland. kehtestamine ja laiem teavitamine oma vajadustest võib panna aluse kahepoolsele rahulolule koostööga. 32  28 . The s oc i a l s er v ic e p ro v i de r inc l ud e s p ers o ns s er v ed as ac t i v e par t ic ip a nts in p la n n in g a nd h a ve s et u p ap pra is a l m ade up of on - go i n g of an o n- go i ng s tr uc t ur e d d i a lo g u e pr oc es s in th e m an ag em en t of t h e s er v ic e , i nc l u d in g th e d ef i ni t io n of th e n ee ds , t h e d ef i n it i on of t h e s er vic es , as we l l as of t h e e v al u at i on of q u al i t y. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 33 The corresponding principles are Current ly there is within the descr ibed in the document stakeholders sur vey no question “Inclusion rules f or service concerning the (potent ial) recipients”. development of the services. Perhaps it could be added in the The clients part icipate in the dr awing f uture. up of individual plans and the assessment of plans on regular Current ly Tallinna Lastekodu basis. considers only local government s and sponsors belonging to external The ser vices are also developed stakeholders. The concept should be based on the results of the revised and healthcare and stakeholders´ sur vey, especially f rom educat ion inst itutions and police the sur vey targeted to local should be added to the circle (which governments. There are wr itten means they should be involved). proof s of that (analyses, meetings protocols, etc). Viimases koostööpartnerite uuringus puudus küsimus teenust e The “ser vice recipient sur vey ” (potentsiaalse) arendamise kohta. contributed to recr uit ing additional Ehk võiks selle t ulevikus lisada . support persons (the children conf essed they had nobody to talk Siiani käsit les Tallinna Lastekodu to). vaid kohalik ke omavalitsusi ja sponsoreid koostööpartner ite hulka kuuluvana. See tuleks üle vaadata ja ehk ka tervishoiu- ja haridusasutused ning politsei koostööpartner ite r ingi lisada (m is tähendab, et neid tuleks ka reaalselt teenuste ar endamisse kaasata). 29 . T he s oc i al s er v ic e pr o v id er i ns t it u tes an a nn u a l e v a l ua t io n of par t ic ip a ti o n of per s o n s s er v e d bo t h o n i nd i v i du a l a nd / or gr ou p b as i s . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . 34  Str e n gt hs Im pro vem e nt & de v e lo pm ents There exists Inclusion Rules f or The f eedback f rom the recipients Ser vice Recipients that is also leaving the service could be also f ollowed in pract ice. gathered orally – f or some t ypes of people the wr itten f ormat is not the The f eedback from the leaving most suitable way to receive honest ser vice recipients is gathered in and prof ound f eedback. wr itten f orm. The suggestions “to be implemented when possible” are also The individual action plans do gathered and analyzed. include the commitments and/ or development goals but are missing the deadlines and persons The individual action plans are responsible f or. creative and inclusive by the natur e. Teenustelt lahkujate tagasisidet võiks ka suuliselt koguda - teatud tüüpi inimeste jaok s ei ole kirjalik vorm kõige sobivam viis ausa ja põhjaliku tagasiside andm iseks. Individuaalsed tegevuskavad sisaldavad kohustusi ja/ või arengueesmärke , kuid näiteks toodud kavades puudusid nii tähtajad kui ka vastutavad isikud . 30 . T h e s oc i a l s er v ic e pr o vi d er o pe ra tes s pec if ic i ns tr um ents f o r us ers t o im pr o v e t he ir pe r s o n a l em po werm e nt a n d pers o na l s it u at i on a nd . t ha t of th e ir c om m un it y. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 35 Empowering activities wer e evidenced in ser vices’ deliver y processes and also came out f rom the inter views with staff and cooper ation partners . Examples of empowering activities could be also witnessed in the f amily meeting protocols and excerpts of e- diar y. The examples f rom f amilies include deciding on usage of f amily money, dividing the pocket money and the est ablished dependence bet ween the pocket money and good behavior. One of the main cooperation partners – SEB Heategevusf ond is regularl y collect ing f eedback of empower ing the children thr ough the events the f oundation is organizing – one of the example is that the decision to attend the event or not to attend is made by the whole f amily (based on the inter view with the manager). 31 . T he s oc i a l s e r v ic e pr o v id er o p er a tes s pec if ic m ec h a n is m s f or es t a bl is h in g a n em po w er in g e n v iro nm en t. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 36 The motivat ion wor king group ha s There is a preliminary plan to start been est ablished. It is lead by the using the pictograms to introduce the qualit y manager and consists of daily schedule for handicapped represent atives of all ser vice levels. children. It is aimed to introduce new ways to motivate, value and empower the Organisatsioonil on plaanis hakata people living and working in Tallinna kasutama piktogramme, et puuetega Lastekodu. lastele nende päevakava tut vustada . 32 . T he s oc i al s er v ic e pr o v i der s e lec ts pr ogr am m es wh ic h are bas e d o n a ne e ds as s es s m ent at th e l oc at i on wh ic h i s m os t c o n ve n i en t f o r th e p ers on s er ve d , f am i l y a nd c a r e tak er s . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 37 Diff erent units of Tallinna Lastekodu Recently one unit was re -located are located all around Tallinn and ar e f rom Lasnamäe to Mustamäe (as a well accessible by public transport. Town Government decision). The impact of that change to the target Based on the results of customer - group and personnel should be sur vey, the needs and wishes of measured and analyzed. customers are t aken into account, when improving the ser vices. The needs of the persons ser ved are Hiljuti koliti 1 üksus Lasnamäelt constant ly analyzed and the general Mustamäele (Tallinna Linnavalitsuse attitude of the personnel is solution - otsuse tulemusena ) . Tuleks mõõta oriented. ning seejärel analüüsida selle muutuse mõju sihtrühm ale ja Besides off ering the “substitut e personali le. home ser vice” , also temporar y shelter ser vices are off ered to customers. There has been an evaluat ion d one on the accessibilit y to the services. Since all f amilies have electric cars, they can easily access also f ar places. 33 . T he s oc i a l s er v i c e pr o v id er of f ers p rog ram m es c ons is te n t wit h t h e i de nt if ie d n ee ds of i ts c us t om ers an d o bj ec t i v es f or t h e pr ogr am m e. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 38 Tallinna Lastekodu cooperates on regular basis with t he f unding body and ot her stakeholders and has ascertained the needs and expectat ions of them ( wit hin a customers´ sur veys ). There is also an exist ing administrat ive contract (haldusleping) describing the expectat ions of both parties. The needs of the funder have been presented in f ollowing document “Social W elf are Development Agenda of Tallinn 2016-2010 ”. 34 . T he s oc i a l s er v ic e pr o v i der o per at es in d i v i du a l pr oc es s es t h at are dr i ve n b y th e n e eds of t he p e r s on s er ve d . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 39 The individual plans of the children Some important f ields in the ser ved in Tallinna Lastekodu contain individual plan ver y not f illed in – the inf ormation about the customers, dates and persons responsible f or their condit ion , connections to their the activit ies are important to state. relat ives, identif ied needs and expectat ions (it was verif ied by 2 examples of client document ation Mõned olulised väljad individuaalses seen during the site visit ). Even thou arengukavas ei olnud täidetud – see the template of the individual plan on oluline, et kuupäevad ja iga looked ver y creative and prof ound üksiku tegevuse eest vastut av isik f or the eyes of the auditor, the oleks märgitud. manager is planning to improve it in 2016. The activit ies f ores een in plans are put into action and the plans ar e regularly r eassessed. 35 . T h e s oc i al s e r vic e pr o v id er d oc um ents t he p l a nn i n g of s er v ic e s b as e d o n th e id e nt if ic a ti o n of in d i vi d ua l n ee ds an d ex pec t at i ons of p ers ons s er ve d i n an I n d i vi d ua l P la n. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 40 The clients’ individual needs and Evan t hou t he goals are ver y well expectat ions are stated in the phrased and corresponding to the individual plans and signed by 2 age of childr en, the time dimension parties. is missing in the Individual Action Plan. There exists a column f or Additionally to gener al elements ( like “time” but it is in often cases empt y the goals, etc) the individual plans or f illed wit h “continues”. Also the involve f amily tree and a test of people responsible f or character properties. achieving/analyzing the goals could be named. This was ver if ied by examples of clients´ individual action plans K ui g i ees m ärg i d on v ä ga h äs t i investigated. s õn as ta tu d j a v as ta v a d l as t e v an us e le , pu u du b in d i v id u a als es are n guk a v as aj a m õõde . On küll o lem as v eer g n im etus e ga " a eg " , k ui d s ee o n t i h ti k as tü h i v õi on s i nn a m ärgi tu d " p id e v ". T ulek s är a m ärk ida k a in im es ed , k es ees m ärk id e s a a vu t a m is e/a n a lü üs im is e ees t v as tu ta v a d. 36 . T he s oc i al s er v ic e pr o v i d er i d e nt if i es , d oc um en ts , a nd m a in t ai ns t he k e y s er v ic e d e l i ver y pr oc es s es t o th e p ers o ns s er v ed in l i n e wi th its vis i o n, m is s io n s ta t em ent a n d q u al i t y p ol ic y. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 41 The main ser vice deliver y pr ocesses are ver y well descr ibed ( also visually) in “Ser vice descr iption of Tallinna Last ekodu ”, which are also available on the hom e page. The service deliver y processes are in line with vision, mission and qualit y pr inciples. It was pr oven by wr itten analy sis by one of the cooper ation partner. 37 . T h e s oc i a l s er v ic e pr o v id er r e vi e ws th is d e l i ver y p roc es s a n d m ain t ai ns c on tr ol o ver t h e d el i v e r y of th e s er v ic e. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 42 The service deliver y processes are periodically reviewed and proven b y “Analys is of main processes 2014” and “X f amily mapping” (to collect inf ormation and map the current state of welf are of one f amily). Based on the management meeting protocol, the results are well analyzed and report ed. The goal of the previously descr ibed act ivities is to off er to the f amily relevant support and guidance. The individual action plans’ qualit y has been reviewed by t he manager and the templat e will be renewed in 2016. 38 . T he s oc i a l s er v ic e pr o v id er e ns ur es th at the pers o n s er v ed c a n ac c es s a c on t in u um of s er v ic e s th at s p a n f rom ea rl y i n ter v e nt i o n to s u pp or t a nd res p o n d t o c h a ng i n g r eq u ir em ents o v er t im e . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 43 The way the per sons can move f rom one ser vice to the next one is ver y well descr ibed graphically. The schema shows how the persons ser ved can access a continuum of ser vices as needs of persons served are evaluat ed and descr ibed in individual plans regular ly. The auditor evidenced examples of 2 individual plans (complemented 2 times a year) , minutes of meetings and analysis done to improve the ser vices based on the detected need. 39 . T he s oc ia l s er v ic e pr o v i d er d e ve l o ps a s eam l es s c o nt i n uum of s er v ic es a nd red uc es b ar r ier s i n a m ult i - d is c i p li n ar y or m u lt i - ag e nc y s et t in g . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 44 The criterion was verif ied f ulf illed by exploring the client work document ation (among others lots of analysis), where evidence was f ound about continues impr ovement . Annual act ivit y reports ar e composed, which address the continuum of services. Each years´ Annual Reports and customer sur ve y results contr ibute direct ly to next year´s Annual Plan. There are regular analyzing and planning meetings that are proven b y prof ound minut es. 40 . T h e s oc i a l s er v ic e pr o vi d er o pe ra tes s er v ic es f rom a h o l is t i c a p pro ac h bas e d o n t he ne e ds a nd ex p ec ta t io ns of t h e p ers o n s er ve d wit h th e a im of im pro v i ng t h e qu a l it y of lif e f or t h e pe rs o n s er ve d . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 45 The eff ectiveness of measuring the Current ly the “qualit y of lif e” is qualit y of lif e is reported in individual def ined by t he personnel – it might action plans – it shows changes in be it has diff erent meaning to the time since complimented t wice clients. Perhaps it could be asked in yearly. the next clients ´ sur vey. The criter ion was ver if ied f ulf illed Praegusel kujul on "elukvaliteedi" also by exploring the client work määratluse def ineerinud personal - document ation (especially “Analyses samas võib olla , et klient ide jaoks on of development documents 2014 ” ), sellel sootuks erinev tähendus. Ehk where evidence was f ound about võiks selle kohta küsida järgmises measuring the qualit y of lif e. teenuse saajate uuringus. 41 . T h e s oc i al s er v ic e pr o vi d er i d en t if i es t he ne e de d c om pe te nc es , s k il ls an d s u p por t f or s taf f t o e nh a nc e t h e qu a l it y of lif e f or p ers o n s er v ed . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 46 The competences and skills of each Psychology skills ar e missing in the employee are described in t he competence table – perhaps it would individual job descr iptions. be a good idea to add it since it is important to know the basics of Additionally to individual level, there psycholog y when working with are 2 more documents describing the children. competence on organizational level – a table descr ibing the competences Psühholoogia alased oskused of f amily workers in general and a puuduvad kompetentside tabelis - plan f or supporting the employees ´ ehk oleks hea mõte see sinna l isada, qualif icat ion and development. The kuivõrd lastega töötamisel on oluline f irst table is ver y prof ound tunda psühholoogia põhitõdesid. (categorized based on 3 diff erent f amily models) and inc ludes the corresponding quotations to the legislat ion. Based on the appraisal inter views a general summar y is composed. 42 . T h e s oc i a l s er vic e pr o vi d er i de nt if ies i ts bus i n es s r es u l ts a n d pr o vi d es f orm al p er io d ic a n d i nd e pe n de n t re v i e w a nd pr oc e d ures to ac h ie v e t h e tar g et ed r es u l ts . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 47 The results of activities are r eported in General Meeting Minutes and in annual activit y reports. The Harju Count y Gover nment and the Chancellor of Justice conduct sur veillance over the work of Tallinna Lastekodu. The corresponding reports have been introduced to the auditor and based on the inter vie w with general manager the shortcomings dete cted by the ombudsman have been elim inated. 43 . T h e s oc i al s er v ic e pr o vi d er i d en t if i es an d re g is t ers t he ou t c om es a n d be n ef i ts f or p er s o n s er ve d of th e rec e i v e s er v ic es on in d i v i du a l a nd c o ll ec ti v e b as is . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents Tallinna Lastekodu collects and analyzes the inf ormation regarding results of providing ser vices (both on individual and collective basis) – based on t hat the “Analy sis of development documents” is composed. In 2015 f irst time the hobb y- and sports act ivities of children were mapped. Based on the results new support scheme and training plan f or children might be cr eated. 44 . T he s oc i a l s er v ic e pr o v id er e v a l ua tes its bus i n es s res ul ts i n or der to de t er m in e b es t va l u e f or purc h as ers an d f u nd ers ( „b es t v a lu e ‟ c a n a ls o be ex pr es s e d i n r e la t io n to t h e i nc re as ed qu a l i t y of lif e of f ere d t o th e p ers o n be i n g s er v ed) . 48 Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents Tallinna Last ekodu evaluates the results and added value of its work during meetings with staff and also through diff erent clients’ and stakeholders’ sur veys. This inf ormation is available in individual reports and an analysis is presented also in the ann ual act ivit y report. It states that taking the total of all the entit ies in all areas of operat ions the eff iciency is over 80%, except f or the f ree time activities, the area where the eff iciency is 78% of rated. 45 . T h e s oc i a l s er v i c e pr o v i d er e va l ua t e s th e i nd i v i d ua l a nd c o l lec t i ve s at is f ac t io n of pe r s o n s s er ve d an d ot h er s tak e ho l de rs b y i nt er n a l a n d/ or ex t er na l e v a l ua t io n. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 49 Tallinna Lastekodu organizes regular The results of the sur veys ar e “service recipient survey ” to receive shared inside the organizat ion and f eedback f r om the persons ser ved . sent to the f under. In order to have broader impact, the summary could Also the satisf action of other be delivered to the respondents and stakeholders is regular ly evaluated members of the corresponding based on the stakeholder type. stakeholder group. Perhaps even a press release could be f ormed out of Feedback has been analyzed the inf ormation. prof oundly (meet ing s, wr itten comparison S, etc) and shared in the Uuringute tulemusi jagatakse annual report . organisatsiooni siseselt ja rahastajaga. Selleks, et saavutada laiem mõju, võiks kokkuvõtte edastada ka vastajatele ja koostööpartner itele . Kokkuvõte tulemusi võiks esitleda ka pressiteatena. 46 . T he s oc i a l s e r v ic e pr o v id er p ro v i des ac c es s i b le an d e as il y un d er s t a nd a b le r ec or ds on o utc om e, i nc l ud i n g p ers o na l p erc e pt i on a n d ac h i e v em ents . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 50 The records on survey outcome are Some child-f riendly ways to communicated to stakeholders and introduce the sur vey results to staff (proven by an e -mail sent to children could be f igured out – it is cooper ation partners). the home of the children and the y have t he r ight to know what are the Sur vey summar ies and a nnual current problems in ser vice deliver y. reports include personal perceptions and achievements. To give more Võiks püüda leida mõne examples of individual approach is lapsesõbraliku viisi lastele uuringu the f act that 3 children rec eived tulemuste tut vust amiseks - Tallinna personal study grants. Lastekodu on nende laste kodu ja neil on õigus teada, milliseid The achievements of clients ar e probleeme esineb teenust e presented. osutamisel. 47 . T h e s oc i a l s er v ic e pr o v i d er ac t i v el y d is s em in at es org a n is a t io n perf orm anc e am ong its s t af f , s er v ic e us er s an d ex t ern a l s tak e ho l de rs . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 51 Tallinna Lastekodu reports its Part of the vision of the organization is f ollowing: Tallinna Lastekodu is perf ormance to f unding body, positively perceived in society and a stakeholders and staff . Inf ormation is continuously developing social disseminated through e-mail welfare inst itution. To achieve t his, more direct connections to media newsletters (2 issues so f are) , would be helpf ul. annual reports, staff meetings, etc. The indicators used should be re- phrased since currently they ar e not indicators but specif ic goals. Väljavõte organisatsiooni visioonist on järgmine: Tallinna Lastekodu on ühiskonnas positiivselt tajutav ja arenev hoolekandeasutus. Selle saavutamisele aitaks kindlasti kaasa vahetum ja regulaarsem meediasuhtlus. Indikaatorid tuleks ümber sõnastada, sest praegusel kujul ei ole need indikaatorid, vaid konkreetsed eesmärgid. 48 . T h e s oc ia l s er v i c e pr o v i d er has a s ta n dar d pr oc e d ur e f o r c o nt i nu o us im pro v em ent on t h e b as is of a n im pr o vem en t c yc l e. Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents 52 The PDCA cycle is used in the Children's f eedback and staff annual planning procedur e. All the training s are evaluated in great process and act ivit ies are reviewed detail. The same kind of analysis regularly (proven by minutes of could also extend to the goals meetings, wr itten regular review. summaries/analysis, etc). The results, perf ormance and “lessons lear nt” ar e analyzed and Laste tagasisidet ja personali descr ibed in annual activit y reports koolitusi hinnatakse väga põhjalikult. and all this contributes dir ectly t o Samasugust analüüsi võiks kasutada next year´s planning. ka eesmärkide regulaarsel ülevaatusel. Qualit y im provement projects ar e document ed. 49 . The s oc i a l s er v ic e pr o v i der i d en t if i es p erf orm a nc e i n di c at ors f or m eas ur in g t he r es u l ts of t h e im pro v em ent ac ti o ns . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents The planned improvem ent project s are documented in annual plan. They include goals, perf ormance indicators and deadlines . The persons responsible f or achieving specif ic goal, are reminded during the meetings to keep track of the current state of the activit y – it was ver if ied with the inter view wit h qualit y manager and general manager. 53  50 . T h e s er v ic e p r o v i der in tr od uc es an d m an a ges in n o va t i ve wa ys of work i ng th at ha v e b ee n i d en t if i ed bas e d on t h e n ee ds of s tak e ho l d ers . Rem ark f rom th e au d it or : T he s er v ic es of t he s o c i al s er v ic e pr o v i der m ee t t his c r it er i on of t h e EQ U A S S As s ura nc e c er tif ic a t io n pr ogr am . Str e n gt hs Im pro vem e nt & de v e lo pm ents As a relatively huge organizat ion, The outcomes of successf ul Tallinna Lastekodu needs to optim ize activities/projects should be its costs and act ivit ies. They have promoted more widely – it might f ound diff erent ways of being contribute to implem ent the vision of innovat ive. For inst ance since 20.07 Tallinna Lastekodu. 2015 Tallinna Lastekodu uses t he e- administrat ion solution wit hin the organizat ion. Start ing with 2016 all sub-units of Tallinna Lastekodu are Edukate tegevuste/projektide going to use e-diar y to report on the tulemustest võiks laiemalt teavitada - childrens´ ever yday activities and needs (other social inst itutions have see võib kaasa aidata Tallinna f ollowed that practice and introduced Lastekodu visiooni elluviim isel . the corresponding electronic system). The support persons project "Eluks valm is" (eng. ready f or lif e) is ver y well analyzed and documented – this project has been prolonged f or a long time and the qualit y is each year improved based on the last years´ learning outcomes. 54  4. Agreed additional development / improvements T he a pp l ic an t d ec i d ed on th e f o l lo wi n g im pro v em ent ac t i on s an d/ or ad d it i o na l d e v e lo pm en t f or t h e pe ri o d of t wo ye ars : Sho rt d es c ri ptio n of the a cti on s ( in clud ing SM ART ob je ctiv es ) 1 De v e lo p i ng an d im pr o v i ng t h e pr oc e d ures f or c o nd uc ti n g th e ap pr a is a l in t er v ie ws - in ord er t o c o nt ri b ut e t o th e re g u lar an d ef f ic i en t f u nc ti o n i ng of t he ap pr a is a l i n t er v ie ws . 2 De v e lo p i ng a tra i n in g pro gr am f or s taf f on "A war e nes s of t he Ch i l dr e n's Ri g hts an d O b l i ga t io ns and V io l e nc e A ga i ns t Ch i l dr e n " t o r a is e c hi l dre n ’s ´ a wa re n es s of t he is s u es . 3 De v e lo p i ng t h e c onc e pt of c h i ldr e n's i n d i vi du a l im pro v em en t – b y im pr o vi n g t h e t e m plat e of I nd i v i du a l I m prov em en t Pl a n ( us in g f oc us gro u p f o r tes t i n g ) a nd r et h ink i ng t h e ro l es of r es p o ns ib l e p eo p l e i n ac h i e v in g t he go a ls . 4 5 6 Du e d at e: 2 0. 1 2. 20 1 7 55 Closing remarks Tallinn a Lastekodu was established o n 1 s t Januar y 2001 and is a budgetar y author it y of the Tallinn City Government. In Estonian context it is a huge social inst itution – employing 132,75 employees and having locations in 9 places all around Tallinn. Besides off ering “substitute home ser vice” , also tempor ar y shelter ser vices are off ered to customers. Under the audit there was only the “substitut e home ser vice” (et. asenduskodu teenus). This service is state-f unded and designed to provide children with basic needs like f amily living condit ions, saf e and pro- development envir onment and to prepare t he child ren f or adequate coping as adults. The mission of Tallinna Lastekodu is t o create a healthy environment and provide expert help f or children and young people without parental care, f amilies with coping diff icult ies and children wit h disabilities. The core values of Tallinna Lastekodu are f ollowing : caring , openness, competence and tr ust worthiness. The audit approved the employees ar e acting based on the values. The preparat ions f or EQUASS Qualit y Assurance cert if icate were started in 2011. The aim of starting to implement the qualit y system was to improve the qualit y of services in a more systemat ic way. The object ive was to get assurance that Tallinna Lastekodu is able to deliver service s that corresponds to Eur opean Standards. First time Tallinna Lastekodu was awarded EQUASS Assurance certif icate in 2013. Current ly the organization applied f or second t ime f or EQUASS qualit y award. The organizat ion was descr ibed by cooperat ion partners as adapt able to change and constantly improving . Most of the int er viewed c ooper ation partners valued the partnership and its product ivit y highly. All cooperat ion partners have had the cooperat ion already f or years and agree the qualit y of the ser vices provided has impr oved a lot during the time. The persons ser ved were quite satisf ied with the ser vices that they received and f or the shortcomings indicated by diff erent surveys, quickly and systematically solut ions wer e f ound. Tallinna Lastekodu is development - oriented and implements holistic appr oa ch in its ser vice provision, taking into account the needs of service users and suggestions of external 56 stakeholders and its own personnel . The persons ser ved ar e systematically empowered with the aim to raise the ir qualit y of lif e. The audit or exper ience d on site that the social ser vice provider Tallinna Lastekodu perf orms in compliance with the EQUASS Assur ance criter ia. The inter viewed representatives of cooperation partners, f inancing body, employees and persons ser ved conf irmed this, which was ref lect ed in their satisf action. During the audit the organization showed many examples of good pract ice, especially in the f ield of systemat ic approach and innovative thinking and acting. The staff met was very cooperat ive in f inding nec essar y evidential materials, sharing inf ormation about f ulf illing EQUASS criteria and talking about potent ial ser vice development . St ill one of them conf essed that EQUASS is just external f orm and already bef ore that the ser vices off ered cont ent- wise high qualit y. For the per iod of following two years, some development activities wer e agreed that are brought out in part 4 of the audit report. The improvement areas included impr oving 2 systems - the system of the appr aisal inter views, and children's individual improvement plans and developing a training program f or staff. Af ter verif ication of the indicators by r eviewing document ation, conduct ing inter views and performing site visits, t he audit or was con vinced that the criteria f or qualit y assurance o f the European Qualit y f or Social ser vices were f ulf illed. The auditor was convinced that Tallinna Lastekodu is devot ed to qualit y assurance and impr ovement in its work and delivers ser vices of high qualit y. Kokkuvõt e Tallinna Lastekodu asutati Tallinna Linnavalitsuse eelar velise asutusena 01.01.2001. Eesti kontekstis on tegemist väga suure sotsiaalasutusega – palgal on 132,75 töötajat ning asenduskoduteenust pak utakse üheksal erineval aadr essil üle terve Tallinna. 57 Lisaks “asenduskoduteenusele” pakutakse oma klient idele ka turvakodu teenust. Käesoleva auditi alla kuulus vaid asenduskodu teenuse osutamisega seonduv. Tegemist on teenusega, mida r iiklikult rahast atakse ning mille eesmär giks on lapsele t ema põhivajadust e rahuldam iseks peresarnaste elut ingimu ste võimaldamine, turvalise ja arenguks soodsa elukeskkonna loomine ning lapse ettevalm istam ine võimetekohaseks toimetulekuks täiskasvanuna. Tallinna Lastekodu missiooniks on luua eluter ve keskkond ja pakkuda asjatundlikku abi vanemliku hoolitsuseta last el e ja noortele, toimetulekuraskustes ning puuetega lastega peredele. Tallinna Lastekodu lähtub oma tegevuses järgmistest põhiväärtustest : hoolivus, avatus, kompetentsus ja usaldusväärsus. Auditi käigus sai kinnit ust f akt, et töötajad lähtuvad oma töös nimetatud väärtustest. Ettevalmistus i EQUASS kvaliteedisertif ikaadi taotlem iseks alustat i 2011. aastal. Kvaliteedisüsteem i ra kendamisega soovit i algust teha selleks, et enda teenuseid senisest süstemaatilisemalt arendama hakata. Soovit i saada kinnitust sel le kohta, et Tallinna Lastekodu on võimeline pakkuma teenuseid, mis vastavad Eur oopa standarditele. Esmakordselt om istati Tallinna Lastekodule EQUASS kvalit eedi sertif ikaat 2013. aastal. Käesoleva auditi raames taotles organisatsioon kvaliteedimärki teist korda. Koostööpartnerite sõnul on organisatsioon suunatud muutustele ning arengutele. Enamus inter vjueer itud koostööpartner itest hindas partnerlust ning selle tulemuslikkust kõrgelt. Kõigi koostööpartner itega on koostöö kestnud juba pikki aastaid ning nad on üksmeelsel seisukohal, et asutus e poolt pakutavate teenuste kvaliteet on aja jooksul jõudsalt paranenud. Teenuse saajad on üsna rahulolevad saadud teenustega ning puudujääkidele, m is on er inevate uuringute käigus välja joonistunud, püütakse kiiresti n ing süsteemselt lahendusi leida. Tallinna Lastekodu on arengule orienteer itud ja rakendab teenuste osutam isel ter viklikku lähenem ist, ar vest ades seejuur es t eenuse saajate vajadusi, väliste huvirühmade ning omaenda personali soovitusi. Teenuse saajaid jõus tatakse süsteemselt eesmär giga nende eluk valit eeti tõsta. 58 Audiitor koges kohapeal, et sotsiaalteenuste pakkuja Tallinna Lastekodu vastab EQUASS Assurance kriteer iumitele. Intervjueer itud koostööpartner ite, rahastajate, tööt ajate ning teenusesaajate esi ndajad kinnitasid seda, mis väljendub ka nende rahulolus. Auditi käigus oli or ganisatsiooni töös võimalik tuvast ada m itmeid edukaid näiteid, erit i puudutab see süst eem set lähenemist ning innovaat ilist mõtlemist ja tegutsemist. Tallinna Lastekodu persona l oli väga vastutulelik tõendusmat erjalide leidmisel, jagades inf ot EQUASS kriteerium itele vasta vuse kohta ning arutledes võimalike teenuste arendustegevuste üle. Samas üks inter vjueerit ud töötaja tunnistas, et EQ UASSi näol on tegemist vaid v älise vorm iga ning juba enne kvaliteedimärg i saamist pakuti sisu poolest kõrge kvaliteediga teenuseid. Järgmiseks kaheks aastaks lepit i kokku mitmes arendust egevuses – need on välja toodud käesoleva raport i 4.osas. Arendatavad tegevused puudut avad kahte süsteem i arend ust – ar enguvest luste süsteem ning laste individuaalsete t egevuskavade täiendam ine ning ellurakendamine ja lisaks töötajate koolituspr ogrammi arendamist. Erinevate indikaatorite analüüsimise tulemusena ( läbi dokumentidega tutvum ise, inter vjueerimise ning paikvaatluste) veendus audiitor selles, et asutus vastab EQUASS kvaliteedi kriteer iumit ele. Aud iitor saab kinnitada, et Tallinna Lastekodu on pühendunud kvaliteedi tagamisele ja oma töö parendamisele ning pakub kõrge kvaliteediga teenuseid. Tallinn, 23. 12.2015 Marge Sassi EQUASSi audiitor / EQUASS auditor 59