Wiltshire Safeguarding Adults Board Strategic Plan 2016-2018 1
Foreword The Care Act 2014 has reinforced the importance of adult safeguarding as a crucially important area of public policy, and has, for the first time, introduced statutory responsibilities for adult safeguarding boards. This fresh emphasis is both welcome and essential. It requires us to work together to help make sure that some of the most vulnerable in our communities are protected from abuse and neglect. Equally importantly, it requires us to give people choice and control when agencies with safeguarding responsibility intervene in their lives. The development of this strategy has been informed by consultation and by the requirements of the new legislation. The strategic objectives are: - To improve Board Effectiveness - To develop the ethos and practice of Making Safeguarding Personal - To develop and improve our preventative and responsive practice. I anticipate that whilst this strategy will develop in response to review and operational demand, these core strategic objectives will be retained for a period of at least three years. Implementation will be informed by the voices of people who have experienced safeguarding. Throughout the next year and beyond the Board will seek assurance that safeguarding arrangements in Wiltshire are effective in protecting adults who, as a result of their care and support needs, experience, or are at risk of, abuse or neglect. As the independent chair of the Board I have a responsibility for holding members to account, and for creating an environment where joint working and supportive challenge thrive. Together, we must make sure that the Board adds value and never becomes a "talking shop". These are significant responsibilities. I look forward to working with the Board to make sure that we do everything in our power to meet them. Richard Crompton Independent Chairman Wiltshire Safeguarding Adults Board 2
Introduction The Wiltshire Safeguarding Adults Board (WSAB) is a statutory body established by the Care Act 2014. Its main objective is to protect all adults in its area who have needs for care and support and who are experiencing, or at risk of, abuse or neglect against which they are unable to protect themselves because of their needs. The WSAB aims to fulfil its purpose by: Co-ordinating the work of its member agencies to determine shared policy, facilitate joint training, raise public awareness and monitor and review the quality of services relating to safeguarding adults in Wiltshire ensuring that all agencies work together to minimise the risk of abuse to adults at risk of harm and to protect and empower those people effectively when abuse has occurred or may have occurred The WSAB supports the rights of all adults to equality of opportunity, to retain their independence, wellbeing and choice and to be able to live their lives free from abuse, neglect and discrimination. It values diversity and will seek to promote equal access and equal opportunities irrespective of race, culture, sex, sexual orientation, disability, age, religion or belief, marriage/ civil partnership and pregnancy /maternity. The Care Act 2014 The Care Act 2014 provides the legal framework for adult safeguarding, setting out the responsibilities of local authorities and their partners. It places a duty on Local Authorities to establish Safeguarding Adults Boards and also stipulates local authorities responsibilities and those with whom they work, to protect adults at risk of abuse or neglect. The role of a Safeguarding Adults Board is detailed in Schedule 1 of the Care Act 2014, which states the objective of Safeguarding Adults Boards as being to help and protect adults in its area by co-ordinating and ensuring the effectiveness of what each of its members does and each Board may do anything which appears to it, to be necessary or desirable for the purpose of achieving its objective. The Act details the statutory requirement to have a Safeguarding Adults Board (SAB) and that the Board has three primary functions: It must publish a strategic plan for each financial year that sets how it will meet its main objective, and what the members will do to achieve these objectives. The plan must be developed with local community involvement and the SAB must consult the Local Healthwatch organisation. It must publish an annual report detailing what the SAB has done during the year to achieve its main objective and implement its strategic plan and what each member has done to implement the strategy, as well as detailing the findings of any Safeguarding Adults Reviews or any on-going reviews. It must conduct Safeguarding Adults Review when necessary. 3
What is Safeguarding? The Care Act Statutory Guidance published in October 2014 under Section 14.7 describes adult safeguarding as protecting an adult s right to live in safety, free from abuse and neglect. It is about people and organisations working together to prevent and stop both the risks and experience of abuse or neglect, while at the same time, making sure that the adult s wellbeing is promoted including where appropriate, having regard to their views, wishes, feelings and beliefs in deciding on any action. This must recognise that adults sometimes have complex interpersonal relationships and may be ambivalent, unclear or unrealistic about their personal circumstances. Categories of Abuse Section 14.17 of The Care Act Statutory Guidance describes the various categories of abuse: Physical abuse including assault, hitting, slapping, pushing, misuse of medication, restraint or inappropriate physical sanctions. Domestic violence including psychological, physical, sexual, financial, emotional abuse; so called honour based violence. Sexual abuse including rape, indecent exposure, sexual harassment, inappropriate looking or touching, sexual teasing or innuendo, sexual photography, subjection to pornography or witnessing sexual acts, indecent exposure and sexual assault or sexual acts to which the adult has not consented or was pressured into consenting. Psychological abuse including emotional abuse, threats of harm or abandonment, deprivation of contact, humiliation, blaming, controlling, intimidation, coercion, harassment, verbal abuse, cyber bullying, isolation or unreasonable and unjustified withdrawal of services or supportive networks. Financial or material abuse - including theft, fraud, internet scamming, coercion in relation to an adult s financial affairs or arrangements, including in connection with wills, property, inheritance or financial transactions, or the misuse or misappropriation of property, possessions or benefits. Modern slavery - encompasses slavery, human trafficking, forced labour and domestic servitude. Traffickers and slave masters use whatever means they have at their disposal to coerce, deceive and force individuals into a life of abuse, servitude and inhumane treatment. Discriminatory abuse - including forms of harassment, slurs or similar treatment; because of race, gender and gender identity, age, disability, sexual orientation or religion. Organisational abuse including neglect and poor care practice within an institution or specific care setting such as a hospital or care home for example, or in relation to care provided in one s own home. This may range from one off incidents to on-going ill-treatment. It can be through neglect or poor professional practice as a result of the structure, policies, processes and practices within an organisation. 4
Neglect and acts of omission including ignoring medical, emotional or physical care needs, failure to provide access to appropriate health, care and support or educational services, the withholding of the necessities of life, such as medication, adequate nutrition and heating Self-neglect this covers a wide range of behaviour neglecting to care for one s personal hygiene, health or surroundings and includes behaviour such as hoarding. The Vision for Wiltshire We will work together to help people in Wiltshire live free from fear, harm and abuse. We want to develop a culture where services work with individuals and communities to prevent abuse and neglect; where we respond swiftly and effectively when abuse or neglect happens, and where excellent professional practice and partnership working is always found. We want to do this in a way that always puts the wishes of the person at the centre everything that we do enabling them to maintain control and make informed choices about their own lives.. We will follow the 6 key principles of good safeguarding: Empowerment: Presumption of person led decisions and informed consent Prevention: It is better to take action before harm occurs Proportionality: The least intrusive response appropriate to the risk presented Protection: Support and representation for those in greatest need Partnership: Local Solutions through services working with communities Accountability: Accountability and transparency in delivering safeguarding This Strategy This strategy is intended to help guide the work of the WSAB during the next three years. It represents continuity in that many of the themes found in the previous strategy are built into the business plan for 16/17, and also seeks to develop new areas of work in order to improve our practice and respond to emerging safeguarding threats. If we are to fully discharge our joint duties and responsibilities it is essential that the effectiveness of the WSAB is improved. The Board, therefore, commits itself to ensuring that the right level of resourcing is provided and that the membership, working practices and structure of the Board are fit for purpose. We will also be working closely with colleagues on the Safeguarding Children Board to ensure that safeguarding during the crucial years of transition and within the whole family context are properly addressed. Whilst ensuring that our response to abuse and neglect is of the highest quality is a major priority for the Board, we are equally committed to building a culture of prevention within the County. We will, therefore, be developing a prevention strategy during 2016/17 which will inform our joint working in the coming years and help us to reduce, not just respond, to safeguarding concerns. 5
Most importantly the Board wants to help build strong and resilient communities where individuals are empowered to make their own decisions and take control of their own lives. Strengthening the ethos of making safeguarding personal will, therefore, form a major part of our work programme during the next three years. The Board is determined to develop a safeguarding culture that focuses on the personalised outcomes desired by people with care and support needs who may have been abused. The Business Plan for 2016/17 that supports this strategy sets out our next steps. During the course of the year progress will be monitored and reviewed and the plan will be developed to ensure that our overall aims are achieved 6
WSAB Business Plan 2016-17 Outcome 1 Improving Board Effectiveness Key Objective Actions required By When Lead Responsibility To ensure that the WSAB is structured, resourced and run in an efficient and effective manner. The Board must be able to fulfil all of its statutory functions to a high standard; the outcome of its work must meet the requirements of the Care Act 2014, and the Board must make a positive contribution to adult safeguarding in Wiltshire. 1.1 The appointment of a full time Board Manager. June 2016 JC / RC 1.2 Review structure, governance and membership of WSAB and its sub groups in order to ensure maximum efficiency and effectiveness Sept 2016 1.3 Establish proper mechanism for receiving, reviewing and making recommendations regarding future SARs August 2016 RC Board Manager P&P sub group 1.4 Clarify Strategic Planning Process for 2016/17 June 2016 T&F Group 1.5 Develop an approach for engaging with the voluntary and community sector on the work of the Board and on its future priorities Sept 2016 Board Manager 1.6 Statutory Board members to confirm position on creation of a joint budget 1.7 Ensure policies, procedures and practice continue to be developed and reviewed reflecting new legislation and Care Act guidance 1.8 Ensure that the Board s strategy for competence development reflects the requirements of the Care Act 1.9 Develop a dedicated website for the WSAB as a source of information for general public, professionals and Board members 1.10 Continue to develop and implement a process of audit which supports the achievement of the objectives within this strategy 1.11 Review national published SARs to identify lessons learned and implications for practice August 2016 Ongoing Ongoing Ongoing Statutory members P&P sub group Board Manager Board Manager L&D sub group 7
Outcome 2 Making Safeguarding Personal Key Objective Actions required By When Lead Responsibility To ensure that the ethos of Making Safeguarding Personal is totally embedded within the practice of all member organisations. As a Board to become a leading example of how to listen and learn from the voices of service users and carers. 2.1 Ensure that reports of service user involvement and outcomes achieved are built into the Board s Quality Assurance framework 2.2 Establish a clear picture of how well MSP principles are embedded in partner organisations Sept 2016 Sept 2016 RC Ref Groups 2.3 Introduce service users stories to Board meetings August 2016 RC & Board members 2.4 To ensure Board oversight of relevant matters concerning the Mental Capacity Act 2005 and Deprivation of Liberty Standards August 2016 2.5 Ensure that training which supports this objective is delivered by partner agencies individually and/or collectively L&D sub group 8
Outcome 3 Prevention and Response Key Objective Actions required By When Lead Responsibility The Board wishes to see the development of a culture which prioritises the prevention of abuse. Preventative and responsive practice should occur in the context of a person centered approach of support and personalisation, empowering people to make choices and supporting them to manage risk. 3.1 Develop a prevention strategy which sets out how partners are taking steps to protect vulnerable adults from all aspects of safeguarding risk 3.2 Monitor progress in relation to the Mental Health Crisis Concordat which aims to improve the experience of people in mental health crisis by ensuring services are appropriately commissioned and resourced 3.3 Agree, implement and evaluate the impact of the High Risk Behaviours Strategy 3.4 Ensure that training which supports this objective is delivered by partner agencies individually and/or collectively August 2016 Ongoing HA Board members HA L&D sub group 3.5 Work with the WSCB to ensure that safeguarding within the context of the whole family and the risks associated with the years of transition are addressed. Board members 9