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MASH has been a feature of safeguarding practices in England and Wales since 2011, bringing safeguarding agencies together to effectively share information and prevent organizational silos. Core agencies include the police, social care, and health, with key features of co-location, joint decision-making and co-ordination. A standardised definition for MASH implementation does not exist, and this lack of a clear definition has meant various structures have emerged, impacting on safeguarding practices. This policy brief draws on workshops with a range of safeguarding practitioners between May and July 2022, about the challenges of collaborative working practices and how MASH can become more standardised. Whilst national standardisation is required, there needs to be flexibility when implementing guidelines, so that practices and processes reflect regional needs and resources.

This chapter is set within global public sector reform processes, as policing is part of public service delivery. It explores the question of who is “vulnerable”, how vulnerability is assessed, and why? It considers the measurement of vulnerability, and how this influences policing practice and the role of the Police in contemporary policing.

The research is qualitative in nature and reliant on interview and documentary source data. It draws on concepts such as resilience, co-production, professionalisation and training as organising themes in which to make sense of how we reimagine the management of Vulnerability and the demands they place at the “core, the heart and the centre” of policing today.

Police management in the UK are attempting to stay true to the Peelian Principle of police efficiency alongside balancing the changing remit of what they have to contend with on a day-to-day basis – this is the paradox. Both Vulnerability and Risk are demonstrated to be increasingly interconnected alongside the developments of public health policing in the UK and elsewhere. Collectively, these concepts help to examine an increasingly complex landscape for the police to manoeuvre within, as they respond to a myriad of competing demands on services.

Vulnerability is the core, the heart and the centre of meaningful human experiences. With increasing pressures on resources, political scrutiny and changing roles and responsibilities, the police as an organisation (both in the UK and internationally) are increasingly responding to competing demands for their service. These demands are represented in this chapter as a paradox of change.

To set the context for this edited collection by situating the discussion within both a global setting as well as examining the development and framing of processes, initiatives, policy paradigms and theoretical models which have shaped contemporary discourse and practice.

To draw on extant and current academic literature, contemporary thinking derived from policy organisations, think tanks and governmental institutions but also draw on the experience and insights provided by the contributors.

There are three core findings drawn prior to March 2022. Firstly, that the overall impact of the Global Financial Crash of 2008 and COVID-19 marks a new paradigm shift that will, more likely, shape thinking over the next decade; secondly, global attention to the climate emergency and sustainability agendas suggest that new forms of locally led responses will be necessary; and thirdly, the perceived political uncertainty of the institutions of the European Union and the USA make the stability of the policy making process and its responses to COVID-19 or the Climate Emergency much less predictable over the next 5–10 years.

This series of essays reflects the work undertaken by each of those contributing to the collection. Each author was invited to start with their primary research focus and to take their ideas and thinking for a ‘walk’ in order to stimulate discussion, novel thinking and different approaches to policy dilemmas.