cornwall & isles of scilly safeguarding adults board ... · business plan . july 2017-april...

Cornwall & Isles of Scilly Safeguarding Adults Board Business Plan July 2017-April 2019

- Empowerment - Prevention - Proportionality - Protection - Partnership - Accountability

V1.6 2 October 2017

2 CIOS SAB Business Plan 2 October 2017

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Contents 1. Introduction 2. Vision and Principles – Partnership with People 3. Our Strategic priorities: Priority 1 – Ensure Commissioners and Providers improve the availability and quality of care and support Priority 2 – Listen to service users and carers to improve services Priority 3 – Share best practice to prevent, minimise and respond to harm Priority 4 – Have clear and effective governance arrangements Priority 5 – Develop quality assurance standards for learning and development 4. How we will evidence improvement in performance/how we will know what difference we are making Appendix 1: How we identified our priorities Appendix 2: CIOS SAB Partnership Budget 2017-18 Glossary


1. Introduction Safeguarding is defined as ‘protecting an adult’s right to live in safety, free from abuse and neglect’ (Care and Support statutory guidance, chapter 14.7). 1Adult safeguarding is about preventing and responding to concerns of abuse, harm or neglect of adults. Staff should work together in partnership with adults so that they are:

• Safe and able to protect themselves from abuse and neglect

• Treated fairly and with dignity and respect

• Protected when they need to be

• Able easily to get the support, protection and services that they need.

An adult at risk is a person aged 18 or over who is in need of care and support regardless of whether they are receiving support and because of those needs are unable to protect themselves against abuse or neglect.

The Care Act 2014 2 places on a statutory footing some of the safeguarding obligations that were previously located in guidance. The Act requires each local authority to establish a Local Safeguarding Adult Board (SAB) for their area pursuant to Section 43(1).

The statutory objective of the SAB, prescribed in Section 43(2) of the Act is to help and protect adults in its area (whether or not ordinarily resident there) who:

a) Have needs for care and support (whether or not the local authority is meeting any of those needs),

b) Are experiencing, or at risk of, abuse or neglect,

c) As a result of those needs are unable to protect themselves against the abuse or neglect or the risk of it.

The SAB must achieve this statutory objective by co-ordinating and ensuring the effectiveness of what each of its members does. The SAB may do anything which appears to it to be necessary or desirable for the purpose of achieving this statutory objective. The Act prescribes membership of the Board and includes a range of key partners including the Local Authority that establishes the Board, the Clinical Commissioning Group, the Chief Officer of Police, any such persons prescribed in regulations and such other person which the Local Authority considers appropriate having consulted Board members. The SAB must conduct Safeguarding Adults Reviews (SARs) in accordance with Section 44 of the Act. For each financial year, the SAB must publish a strategic plan in accordance with Schedule 2 of the Act. This plan must set out how it will achieve the statutory objective and what each member will do to implement this. 1 https://www.gov.uk/guidance/care-and-support-statutory-guidance/safeguarding 2 The Care Act 2014 – www.legislation.gov.uk/ukpga/2014/23/contents

https://www.gov.uk/guidance/care-and-support-statutory-guidance/safeguarding

http://www.legislation.gov.uk/ukpga/2014/23/contents


In preparing the strategic plan, the SAB must consult the local Healthwatch organisation for its area and involve the community in its local area. The plan should be evidence based and be informed and developed by all available evidence and intelligence from partners. As soon as feasible after the end of the financial year, the SAB is required to publish an annual report in accordance with Schedule 2. This must report on what the SAB has done during the year to achieve its objectives. It must also set out the findings of the SARs which have concluded in that financial year (whether or not they began in that year), what it has done to implement the findings and if it decides during the year not to implement a finding the reasons for the decision. The SAB must send a copy of the annual report to the Chief Executive and Leader of the Council, the local policing body for the area, the local Healthwatch organisation and the Chairman of the Health and Wellbeing Board. The Health and Wellbeing Board share responsibility for promoting joint working and co-operation between partners to improve the wellbeing and safety of adults in Cornwall with support and care needs.

The CIOS SAB has membership from Social Care, Health and the Police. There is representation from each of these statutory partner agencies and in addition, the following are also included as members:

• Representatives of service users and carers

• Healthwatch

• Care Quality Commission (CQC)

• Voluntary and community sector organisations providing services to adults

The SAB meet quarterly and there are three Subgroups which meet usually in advance of the Board meeting, and provide a written report to each Board meeting. The Subgroups will work to deliver the priority areas as set out in this business plan and include:

- Quality and Improvement Subgroup

- Safeguarding Adults Review (SAR) Subgroup

- Learning and Development Subgroup

A further Subgroup will be developed this year to embed how we will work to deliver our priorities; ‘Partnership with people’. This subgroup will ensure that the voice of the service user/carer is promoted in a variety of ways.

There is an Executive Group made up of representation from Social Care, Health and the Police. The purpose of this group is to oversee the delivery of this business plan and ensure the plan is delivering the strategic objectives on behalf of the full SAB.


All about Cornwall?

Cornwall covers the largest geographical area of any unitary council in England and is mainly rural. The population is growing but growth is not consistent across all areas of Cornwall.

Deprivation is a persistent problem - Cornwall as a whole is not deprived but there are areas where there are very high levels of deprivation and this has not changed for some years.

Health inequalities continue in areas of deprivation.


2. Vision and Principles

Our vision is:

That all adults at risk in Cornwall and the Isles of Scilly will be safeguarded from abuse and neglect in a way that supports them to make choices and have control about how they want to live.

Our vision for the Board is:

To provide leadership, challenge and direction to ensure that the partner agencies improve outcomes for adults at risk of harm or abuse. We will promote values of openness, trust, respect and learning and partnership working.

Our Principles:

We will embed the 6 principles as set out in the Care Act:

The SAB wanted to develop the theme of partnership working within the Business plan for 2017-2019. This will mean working with people who are at risk, the wider public and between the partners of the SAB to demonstrate in practical ways how the partnership has improved safeguarding across Cornwall and the Isles of Scilly.

Empowerment

Prevention

Proportionality

Protection

Partnership

Accountability


3. Our Strategic Priorities:

As a Safeguarding Adults Board, we have agreed to focus on five key priorities over the next eighteen months as set out in this Business Plan. The priorities reflect previously known local needs and they underpin statutory agency priorities. See Appendix 1 to see how we developed our priorities.

For each of the five priorities we have set out:

• A description of the priority • The underpinning activities explaining what we will need to do or put

in place to achieve each priority. • How we will evidence improvement in performance to evaluate our

success. • The Board Leads

Have clear and effective

governance arrangements

How we will work..... Partnership with People

Share best practice to prevent, minimise and

respond to harm

Priority 1: The SAB will ensure Commissioners and Providers are successfully working together to continually improve the availability and quality of care and support in provided services and to prevent harm What we will do How we will do it Responsible

Leads

Evidence of improvement in performance

Timescale

1.1 We will ensure the Board is clear about its responsibilities relating to quality and compliance.

Ask commissioners of local services to demonstrate their quality assurance /contract compliance process and outcomes to the SAB.

Chair of the Quality and Improvement subgroup

Incidents of safeguarding referrals reduce in provider services. Availability of home based services increases capacity.

By end January 2018

1.2 Support the improvement of relationships with providers.

Work with providers to get a shared understanding of what it’s like for them and to build trust and respect.


SAB is assured that commissioners have a positive working relationship with local providers.

December 2018

1.3 Support the improvement of relationships with providers.

Design and deliver an interactive event inviting providers to attend to share what’s working and what needs to be improved for safeguarding/quality.

Chair of the Learning and Development subgroup to work with providers to set up a bespoke working group

Reduces safeguarding referrals from provider services. Improved level of service user satisfaction on provider units.

April 2018

1.4 Work with CQC and other quality assurance functions to share best practice of how they work with providers.

Use the outputs the provider conference to shape and inform future activity, with the aim to hold 4 sessions a year sharing best practice.

Chair of the Learning and Development subgroup and CQC

The delivery of 4 sessions per year focused on areas of improvement (involving CQC, quality assurance and providers).

April 2018

1.5 Improve the understanding of service providers and

Offer joint quality and safeguarding training to Providers and

Chair of the Learning and Development

Attendance figures to be reported back to the SAB.

October 2018


commissioners of quality and safeguarding.

Commissioners. subgroup

Priority 2: a) Safeguarding Services will be informed and improved by the views of adults at risk, other service users and carers. b) Organisations will seek to raise the awareness of people with care and support needs about potential risk situations, and how to develop strategies to avoid or reduce risks. What we will do How we will do it Responsible

Leads Evidence of improvement in performance

Timescale

2.1 Listen to and empower adults at risk and give them a voice at the SAB so that they can directly influence service improvement.

Create a forum for people with care and support needs to be invited to attend on a regular basis to share their views and experiences.

SAB Business Manager and Healthwatch

An Increased number and variety of representatives from the forum to attend SAB to have a voice and to share their views (on a rotational basis).

April 2018

2.2 Increase engagement with adults at risk and give them a voice at the SAB so that they can directly influence service improvement.

Ask partners to use existing service user groups to discuss safeguarding and feedback to the Board (a template document may be used to support this).

Independent Chair and all partners

We will receive feedback from partners existing forums and this will reflect people’s experiences of the adult safeguarding process and specifically Making Safeguarding Personal.

2018 SAB meetings

2.3 Embedding Making Safeguarding Personal into all adult safeguarding work, interventions and activities.

Promoting advocacy for those people who need it.

Chair of the Learning and Development subgroup and seAp

Improvement in the national data set Making Safeguarding Personal.

April 2018/19


Individuals will be asked at the end of the process about their experience.

Chair of the Learning and Development subgroup and the SAB Business Manager

We will receive data four times a year and this will reflect people’s experiences of the adult safeguarding process.

2018 SAB meetings


Adults with care and support needs are provided with information in a format accessible to them.

SAB Business Manager

Increased individual examples of positive stories of MSP in national statistics on annual basis.

Ongoing

2.6 Organisations will seek to raise the We will ask partner agencies to All partners Partner agency responses will be March 2018


awareness of people with care and support needs about potential risk situations, and how to develop strategies to avoid or reduce risks.

formally report back to the Board how they have raised awareness of this priority.

included in the annual report.

Priority 3: a) The SAB will promote organisations working together to use resources effectively and efficiently to prevent, minimise and respond to

harm. b) Innovations in partnership work are promoted through the development and dissemination of best practice guidance. What we will do How we will do it Responsible


Timescale

3.1 Learn from others by horizon scanning for changes in best practice innovation and collaborative working.

Board Manager will collate partner contributions and subscribe to groups.

Cornwall Council Principal Adult Social Worker

Partner agencies will be better informed.

December 2017

3.2 Partners will work together to share best practice and good news stories.

A quarterly newsletter will be produced to communicate across partner agencies.


The circulation of a newsletter. October 2017

3.3 SAB will be prioritise areas of learning and development through the work of the L&D sub group.

Bespoke training will be commissioned based on the priorities identified.

Chair of the Learning and Development subgroup

1. Feedback from SAB members 2. Results from partner audits on the

impact on practice

April 2019

3.4 Develop a register of physical resources that can be shared across all partners – this will range from physical resources such as buildings/parking to useful evidence base such as practice briefings, research papers.

Partners will be asked to contribute and update.


Partners will report back to Board their contributions and this will be included in the annual report.

October 2017

3.5 Use the talent we have within the SAB to disseminate personal knowledge.

Each partner to commit to 2 days per year to deliver specific workshops or information sharing sessions.


Feedback on the quality and value of the sessions provided.

January 2018

3.6 Partners will have a joined up Partners will identify planned activity SAB Business SAB have representation at partner ongoing


approach when designing and delivery engagement activity/events.

(including campaigns) for their organisation and share this on the SAB forward planner.

Manager engagement events.

Priority 4: SAB structure and governance arrangements: a) The SAB will review and clearly define its business and the interfaces with other partnerships.

b) The SAB will review its structure in order to benefit from the experience and knowledge of stakeholders, including people who have care and support needs and operational staff.

c) The SAB will establish how to hold partners to account and gain assurance of the effectiveness of its arrangements. d) The SAB will carry out a review of the arrangements for self-audit and peer review.

What we will do How we will do it Responsible Leads

Evidence of improvement in performance

Timescale

4.1 Review and clearly define SAB business and the interfaces with other partnerships.

Check that all groupings required under the Care Act are appropriately represented and review the non-statutory membership.

SAB Independent Chair

The SAB works to the required standards as set out in the Care Act 2014.

October 2018

4.2 Review the SAB structure and membership.

Agree and implement a constitution for the SAB which will define the purpose and governance arrangements.

SAB Independent Chair

High level of attendance by appropriate representatives.

October 2018

4.3 Listen to the views of all stakeholders and use this to inform what we do and the way we do things.

We will invite Board Members, people with care and support needs and operational staff to complete a stakeholder survey.


Annual evidence of stakeholder views at the Development day of SAB to influence future priorities.

March 2018

4.4 Gain assurance of the effectiveness of SAB arrangements - holding partners to account.

The business plan and SAB board meeting/sub group meeting action plans will clearly define action owners.


Successful delivery of the business plan and timely and successful completion of actions agreed at the various meetings.

Ongoing


4.5 Audit partner working SAB to carry out a review of the arrangements for self-audit and peer reviews on the achievements of SAB, including multi agency working arrangements and SAB priorities.

SAB Business Manager/All partners

Evidence of self-audit from SAB partner agencies to be shared

June 2018

4.6 Evaluate the effectiveness of the sub groups.

Review the terms of reference for each subgroup and delivery plans in line with the deliverables set out in the Business Plan.


Each sub group has a clear plan of delivery for the SAB with regular monitoring of effectiveness and delivery dates.

Quarterly progress review

Priority 5: The SAB will seek quality assurance for learning and development activities and seek assurance that agencies have trained all their staff using programmes which meet the SAB quality standards. What we will do How we will do it Responsible


Timescale

5.1 Seek assurance that all agencies have trained their staff using programmes which meet the SAB quality standards.

Agree and implement a framework which will provide clarity of the levels of training that must be undertaken by the various roles across partner agencies.


Each agency will report to our quarterly meetings their current state training figures.

January 2018

5.2 Seek assurance that all agencies have trained their staff using programmes which meet the SAB quality standards.

SAB to publish guidance on the outcomes the safeguarding training seeks to deliver.


Agencies will feedback to SAB using the outcomes described in the guidance.

April 2018

5.3 Improve the quality of referrals for raising safeguarding concerns.

- Develop a threshold guidance and implement - Develop a template for agencies to carry out regular quality screening audits to embed good practice and to share learning at the Quality and Improvement Sub Group meetings.


Agencies will share learning at the Quality and Improvement Subgroup meetings.

January 2018

5.4 Identify trends of concern and evaluate organisations learning.

Use this data to inform future commissioning of learning and development opportunities.


A summary report of findings to be presented at the Board meeting in April 2018.

April 2018

5.5 Ensure that agencies are trained and aware of Cornwall’s Adult

Adult Safeguarding Team will offer a 2 hour session to all partners on the

Chair of the Learning and

Partner Agencies to feedback to SAB. December 2018


Safeguarding processes and pathways.

local authority responsibility to safeguarding and embed this into the quarterly provider sessions.

Development subgroup

5.6 Launching new and revised SAB policy and guidance.

Produce a communication and engagement plan that will complement the priorities in this business plan including the introduction of new SAB policy and guidance.


Partners expectation will be met and feedback will be sought through a partner survey.

April 2018

4. How we will evidence improvement in performance

Cornwall and Isles of Scilly Safeguarding Adults Board and its sub groups will analyse and evaluate performance of the plan to: • Measure the impact of the Board’s activity on outcomes for adults at risk • Undertake quantitative and qualitative evaluation of practice and

interventions • Utilise and apply National research as a benchmark in order to drive

improvements in performance • Identify areas for improvement going forward to secure better outcomes for

adults at risk in Cornwall • Escalate concerns


Appendix 1: How we identified our priorities

On 13 July 2017 SAB Members, Healthwatch , Cornwall Charities and Service Users from our Carers Partnership Board and Learning Disability Partnership Board gathered at the Epiphany House in Truro to attend this year’s SAB Development day. In preparation for the day, Board Members were asked to identify and share their strategic priorities in relation to adult safeguarding. The shared priorities were collated and shared with SAB, a total of 10 priorities were identified. Many of the safeguarding priorities from the individual agencies were the same, or very similar, which was reassuring. However, the task for the SAB was to decide on the most immediate and highest priority to deliver the Annual Business Plan for 2017/2018.

On the day we went through each of the strategic priorities (listed below) and the group were set a task to agree their top five priorities. These five priorities have informed the SAB business plan.

1. Agencies in Cornwall and the Isles of Scilly will be confident and

competent in using a Making Safeguarding Personal Approach

2. a) Safeguarding services will be informed and improved by the views of adults at risk, adults with care and support needs and carers.

b) Organisations will seek to raise the awareness of people with care and support needs about potential risk situations, and how to develop strategies to avoid or reduce risks.

3. The SAB will be assured that Commissioners and Providers are

successfully working together to continually improve the availability and quality of care in provided services, and to prevent harm.

4. The SAB has a Prevention strategy which is informed by emergent

themes identified by adults at risk, their carers, and operational staff; by SAB multi agency performance reports; by lessons learned from SARs and by national lessons learned.

5. The SAB will monitor the implementation of policies and procedures

that support adults at risk in Cornwall to live their lives as they wish, whilst their rights to freedom from harm are actively supported.

6. The SAB will promote organisations working together to use resources

effectively and efficiently to prevent, minimise and respond to harm. Innovations in partnership work are promoted through the development and dissemination of best practice guidance.


7. The SAB will be assured that adult safeguarding standards are maintained through organisational and service transitions; and that any risk of harm is minimised through any transition.

8. The SAB will receive regular reports, using multi agency quantitative

and qualitative data, to enable the identification of the themes and concerns in Cornwall which require a strategic response; and to support reliable monitoring of service innovation.

9. a) The SAB will review and clearly define its business, and the

interfaces with other Partnerships. b) The SAB will review its structure in order to benefit from the

experience and knowledge of stakeholders, including people who have care and support needs and operational staff.

c) The SAB will establish how to hold partners to account and gain assurance of the effectiveness of its arrangements. The SAB will review its arrangements for peer review and self-audit.

10. The SAB will adopt quality assurance standards for learning and

development activities and seek assurance that agencies have trained all their staff using programmes which meet the SAB quality standards.

SAB Members discussed identification of a theme and agreed a commitment to work in Partnership with People. This provides a real emphasis and importance on the way we work; working with people who use services and are at risk as well as working with partners to deliver safe services.


Appendix 2 –

Cornwall and Isles of Scilly Safeguarding Adults Board

Partnership Budget 2017-18(Hosted by Cornwall Council)

2017-18 2017-18 2017-18£ £ %

Partnership Income

Partner Contributions:

Cornwall Council 145,840 64.13%

Council of the Isles of Scilly 3,590 1.58%

NHS- NHS Kernow 35,900 - Royal Cornwall Hospitals NHS Trust 10,250 - Cornwall Partnership NHS Foundation Trust 10,250

56,400 24.80%

Police and Crime Commissioner 21,600 9.50%

Total Income 227,430 100.00%

Partnership Expenditure

Independent Chair and Support Staff 105,610 46.44%

Training Activities 96,820 42.57%

Independent Audits 15,000 6.60%

Safeguarding Adult Reviews 10,000 4.40%

Total Expenditure 227,430 100.00%


Glossary

CIOS SAB Cornwall and Isles of Scilly Safeguarding Adults Board

KCCG Kernow Clinical Commissioning Group

SARs Safeguarding Adults Reviews

CQC Care Quality Commission

seAp Support, Empower, Advocate, Promote (advocacy service)

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