What is Adult Safeguarding?
This is a question that most Safeguarding Adults Boards and Partnerships ask on a regular basis. In Plymouth we have been trying to help people understand the difference between Safeguarding with a big “S” and safeguarding with a little “s” because although both fall within the remit of the Partnership, they are quite different things.
Big ‘S’ safeguarding is defined by the Care Act and is the primary statutory responsibility of the Partnership. We need to assure ourselves and the public that the safeguarding system for adults in the city is working as best as it can.
The core duties of the Partnership are set out in chapter 14 of the Care Act Guidance, issued under s43 Care Act 2014 which requires it to:
- publish a Strategic Plan for each financial year detailing how it will meet its main objectives and what the partners will do to achieve this.
- publish an Annual Report detailing what it has done during the year to achieve its main objectives and what partners have done to implement its Strategic Plan. The Annual Report will also set out the findings of any Safeguarding Adults Reviews completed during the year and the subsequent actions arising from the reviews.
- Commission/undertake Safeguarding Adults Reviews, in accordance with s44 Care Act.
The Partnership has a unique statutory role in assuring itself that partners have effective safeguarding arrangements in place and are cooperating and assisting with the planning and delivery of services for adults who may be in need of care and support. The Partnership must be able to form a view of the quality of local activity, and members need to be able to challenge each other. The key functions of the Partnership are to:
- offer advice and assistance regarding safeguarding responsibilities and promote understanding of related agendas.
- co-ordinate what is done by each person or body represented in the Partnership for the purposes of safeguarding and promoting the welfare of adults in the area; and
- take steps to assure itself of the effectiveness of what is done by each person or body for that purpose.
- establish ways of analysing and interrogating data on safeguarding referrals and completed enquiries, which increases understanding of the patterns and prevalence of abuse and neglect locally.
- hold partners to account and gain assurance of the effectiveness of its arrangements for safeguarding adults.
- determine its arrangements for peer review and self-audit.
- establish mechanisms for developing policies and strategies for protecting adults, which should also take account of the views of adults who have needs for care and support, their families, advocates and care representatives.
- develop preventative strategies that aim to reduce instances of abuse and neglect in its area.
- identify types of circumstances giving grounds for concern and when they should be considered as a referral to the local authority for an enquiry, including referral pathways and thresholds for intervention.
- formulate guidance about the arrangements for managing adult safeguarding, and dealing with complaints, grievances and professional and administrative malpractice in relation to safeguarding adults.
- develop strategies to deal with the impact of issues of race, ethnicity, religion, gender, sexual orientation, age, disadvantage and disability on abuse and neglect.
- balance the requirements of confidentiality with the consideration to protect adults.
- identify mechanisms for monitoring and reviewing the implementation and impact of policy and training.
- arrange Safeguarding Adult Reviews, engage and advise partners on the identified learning.
- publish a Strategic Plan and an Annual Report.
- engage in any other activity that facilitates the achievement of its objectives.
Little ‘s’ safeguarding isn’t neatly defined but can best be described as the public’s view and therefore has less to do with legislation and more to do with community safety issues and concerns about people’s welfare. Sometimes these issues fall within the remit of other public services (physical and mental health services, social care, and criminal justice) but it is the responsibility of the Partnership to understand the view of the public and assist them to understand how to get support if required.
The partnership has discovered that to engage effectively with the public and communities it’s better to use a little “s” safeguarding approach and this underpins our strategic theme of Engagement. Our partnership with Living Options Devon is working on producing a roadmap for effective public engagement that includes information and opportunities for involvement in both big ‘S’ and little ‘s’ arenas. In addition, on this basis and in an effort to identify shared agendas and work streams, the PSAP is developing stronger links with other partnership boards, particularly the Community Safety Partnership - Safer Plymouth, and multi-agency fora, with a view to informing the areas of the PSAP Business Plan which largely sit within their remit.