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Strategic Plan

2017-20

Review : March 2017

CONTENTS

Foreword from the Independent Chair 2

0

Why a local strategy? 3

Background 3

The Care Act 2014 4

Local context 5

The vision for Herefordshire 6

HSAB membership 7

HSAB support 8

Structure 9

Business plan 10

1

Foreword from the Independent Chair

The Care Act and Guidance came into force in April 2015 which gives definition to the status, role and function of our Safeguarding Adults Board. We have undertaken a great deal of work to understand the changes required of us and ensure the important elements are in place. We are starting from a good position, the board is newly established and it has strong commitment from its members. We have revised our membership and welcomed new members who bring fresh enthusiasm, energy and innovation.

We face new challenges ranging from the inclusion of self-neglect as a category of abuse, the requirement for public involvement in the production of this strategic plan, through to changes in board membership and accountabilities. Some of these we can address and deliver quickly, others will need commitment and more work during the first year of this strategy. They will form a definitive element in years two and three.

The prime focus of the work of the board is to ensure that safeguarding is consistently understood by anyone who engages with adults at risk of or experiencing abuse or neglect, and that there is common commitment to improving outcomes for them. This means understanding how to support and empower people at risk of harm, anti-social behaviour or hate crime to resolve the circumstances which put them at risk. We want to develop practice which puts the individual in control and generates a more person-centred set of responses and outcomes. This includes being confident that effective advocacy services are in place for anyone who may need them at any point during a safeguarding episode.

When things go seriously wrong and people die or are permanently affected by abuse, we have a responsibility to look into this thoroughly by means of a Safeguarding Adult Review. This process seeks to identify and report on learning to improve multi-agency practice. Equally important, is our role in giving our residents confidence that concerns can be expressed and will be responded to effectively.

Everyone who works in adult safeguarding has the difficult task of understanding risk, assessing the level of this for the individual concerned and constructing a plan with the person affected to manage this. The plan must work for the person and be understood by those around them. This demands a sound grasp of the legal basis for the work along with effective listening and communication. This presents a challenge in a society where there is pressure to avoid rather than to manage risk. A key task for the board is to evaluate the quality of risk management in Herefordshire’s safeguarding practice and ensure that the right balance is being struck.

This strategy sets our tone and purpose for the coming three years. It is not a fixed document and will be reviewed and developed annually. It gives definition to what is important for adult safeguarding in Herefordshire. The board will work to ensure that everything is being done to prevent abuse and that a timely and proportionate response happens when it does occur.

Ivan PowellIndependent Chair

2

Why a local strategy?

Whilst the production of a strategic plan is a statutory requirement, a local strategy is also key to supporting our aim to work with Herefordshire people and with partners to ensure that adults who may be at risk of abuse or neglect are:

living as safely as they can by being able to protect themselves from abuse and neglect;

fully involved in the safeguarding process and the development of any ongoing safeguarding plan if required

receive effectively co-ordinated services and are properly supported by agencies when they need protection

The development of this strategy marks a commitment for a shared vision and actions that will keep adults at risk safe and protected from abuse and neglect

Background

Until April 2015, Herefordshire Safeguarding Adults Board (HSAB) had operated as a shadow board which has provided a good foundation on which to move forward.

We have reviewed the membership and now included on the board, in addition to statutory members, are representatives from service providers, including the voluntary sectors.

We are continuing in our endeavours to engage more frequently with both service users and the wider communities and this will form a major part of our work for 2017-18. We will be working closely with Healthwatch, as the Care Act requires us to do, to ensure wide community involvement from all sectors to form a three year strategy to be in place for April 2017.

The success of the board depends on the combination of individual partners undertaking safeguarding activity and effective partnership working, recognising that safeguarding is everybody’s responsibility.

HSAB members have been involved in a development day which has helped to shape the board structure, revise its membership and agree its strategic priorities, included later in this document.

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The Care Act 2014

The Care Act details the statutory requirement to have a Safeguarding Adults Board (SAB) and that the board has three primary functions:

1. It must publish a strategic plan for each financial year that sets how it will meet its main objectives, 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.

2. It must publish an annual report detailing what the SAB has done during the year to achieve its main objectives 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.

3. It must conduct any Safeguarding Adults Review.

The Care Act also defines the six key principles that underpin all adult safeguarding work:

Empowerment – people being supported and encouraged to make their own 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 their

communities. Communities have a part to play in preventing, detecting and reporting neglect and abuse.

Accountability – accountability and transparency in delivering safeguarding.

In addition to these principles, it is also important that all safeguarding partners take a broad community approach to establishing safeguarding arrangements. It is vital that all organisations recognise that adult safeguarding arrangements are there to protect individuals.

Making Safeguarding Personal means it should be person-led and outcome-focused. It engages the person in a conversation about how best to respond to their safeguarding situation in a way that enhances involvement, choice and control as well as improving quality of life, wellbeing and safety. Nevertheless, there are key issues that local authorities and their partners should consider if they suspect or are made aware of abuse or neglect.

HSAB are clear that these are expected standards which will be embedded across all organisations. Our strategic plan therefore seeks to add value by ensuring that any board activity is over and above what is required by legislation.

The board has responsibility for setting the vision for safeguarding locally and ensuring delivery of this strategic plan along with its annual update.

4

Local context

Herefordshire's resident population was 188,100 in mid-2015; an increase of 900 people (0.5%) since mid-2014. This latest increase is largely due to immigration , with 1,200 people from overseas taking up residence in the county. Special population groups, such as Armed Forces personnel and schoolchildren studying away from home accounted for a further 100 people. There were 1,700 births and 2,100 deaths in the year; this represents a natural decrease in the population of 400 people.

The county still had an older age structure than England & Wales as a whole in 2015, with 23% of the population aged 65+ (43,900 people), compared to 18% nationally. This includes 5,900 people aged 85+. There were 30% more people aged 65+ than there were in 2001, compared with a 24% increase nationally. The number aged 65-84 is projected to grow at a similar rate as during the last decade, but the number aged 85+ will rise even more rapidly.

(Source: Understanding Herefordshire)

The extent of safeguarding in Herefordshire

Place of abuse

Care homeOwn HomeHospitalCommunity servicesOther

Type of abuse

April May June July August Sep-tember

October No-vember

De-cember

January Feb-ruary

March0

50100150200250300

Physical Psychological and emotional Financial and material InstitutionalSexual Neglect and omission Discriminatory Domestic AbuseModern Slavery Self neglect

5

The Vision for Herefordshire

Herefordshire recognises that safeguarding adults is not just about reacting when abuse has been identified, but is also about a range of activities; developing a culture that promotes good practice within services, raising public awareness, responding effectively and swiftly when abuse or neglect has been alleged or occurs and putting the person at the centre of planning to ensure they are safe in both their homes and communities.

The HSAB aims to achieve its objectives whilst supporting adults at risk to maintain control over their lives and make informed choices.

To achieve this, the following strategic priorities have been identified: Partnership working (including annual review of board partnership and

effectiveness and build inter-relationships between boards / partnerships) Prevention and protection (including care home quality, building community

resilience) Communications and engagement (raising awareness of safeguarding across

Herefordshire) Operational effectiveness (including workforce development, statutory

functions and performance)

The board is also interested in on-going practice issues such as the Making Safeguarding Personal (MSP) approach. HSAB, after consultation with board members, agreed that the implementation of MSP should commence within the adults and wellbeing directorate of the local authority from January 2015.

HSAB has the benefit of a review of MSP in Herefordshire led by the local authority in September 2016 and the national ‘MSP temperature check’ published in September 2016 (towards which Herefordshire contributed) to reflect on progress.

At HSAB’s development event in November 2016 the membership contributed to the development of a board MSP action plan which will be implemented across the partnership commencing April 2017. Progress will be monitored by the Performance and Quality Assurance sub group of the board.

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HSAB membership

Membership GridStatutory Voting Members

Other Voting Members

Officer / Advisor

Independent Chair Person

Lead Member for Adults Wellbeing

Herefordshire Director of Adults Wellbeing

West Mercia Police

Herefordshire Clinical Commissioning Group

Wye Valley NHS Trust

2gether NHS Foundation Trust

Herefordshire Council Assistant Director, Operations and Support

Herefordshire Council, Principle Social Worker

Director of Public Health

NHS England Area Team

National Probation Service

Community Rehabilitation Company

Herefordshire Fire and Rescue Service

West Midlands Ambulance Service

Carers Representative

Voluntary Sector

Further/Adult Education

Housing Provider

Healthwatch Herefordshire

Provider Representative

Faith Communities Representative

HSAB Business Unit Manager

HSAB support7

The board is supported by a business unit that co-ordinates the work of both safeguarding boards and the community safety partnership. This includes the administrative and project support to the chairs of sub groups and the independent chairs.

HSAB budget

The core budget of HSAB is constituted from contributions by Herefordshire Council, West Mercia Police, Herefordshire Clinical Commissioning Group, National Probation Service, Community Rehabilitation Company and CAFCASS.

The agreed contribution for 2017/18 is as follows

This amount is negotiated each year as part of the annual performance review of the board and is used to support the work of both Adults and Childrens Safeguarding Boards and the Community Safety Partnership.

Governance arrangements

The executive group will comprise the chairs of sub groups together with senior managers from the statutory agencies and a representative for third sector organisations.

It will oversee the work programmes of the sub groups of the SAB and also monitor the delivery and review of this strategy.

The work of the board is presented in the form of an annual report to Health and Wellbeing Board, the local authorities chief executive, the Clinical Commissioning Group, the Police and Crime Commissioner, West Mercia Police, Healthwatch and the Health Overview and Scrutiny Committee.

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ContributorContributio

n %Herefordshire Council (Childrens and Adults Wellbeing)

230,862 61.6%

Herefordshire Clinical Commissioning Group

80,186 21.4%

West Mercia Police 53,510 14.3%

Youth Offending Service 1,144 0.3%

National Probation Services 8,181 2.2%

Children and Family Court Advisory and Support Service.

976 0.3%

Total 374859

Structure and Governance

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Communications sub group

Prevention (task and

finish)

Joint case review /

Safeguarding adults review

Policies and procedures

MCA and DoLS

Workforce development

Performance and quality assurance

Executive group

Herefordshire Safeguarding

Childrens Board

Herefordshire Safeguarding Adults

Board

Community Safety Partnership

2015-18 BUSINESS PLAN

IntroductionA review of the priorities agreed for 2016-17 took place in November 2016 and future improvement opportunities were identified for populating the work plans for 2017/18, these align to the existing priorities:

Partnership working Prevention and protection Communications and engagement Operational effectiveness

Strategic Priorities

Partnership working Prevention and protection

Communications and engagement

Operational effectiveness

Aim To develop relationships across agencies that deliver positive changes to safeguarding

To ensure that Herefordshire residents can recognise safeguarding concerns and know what to do

To deliver the messages from the board and recognise the voice of those we safeguard

To ensure safeguarding knowledge, processes, systems and structures are embedded across all agencies

Focus for All partners have a shared and universal

Service user involvement

Awareness raising Challenge single agency issues

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2017/18understanding of safeguarding

Define and understand involvement from voluntary sector

Active participation from all partners

Multi-agency focus

Sharing the right data

Shared understanding of other boards priorities

Greater focus on prevention

Understanding the work of the board

Reach to smaller / community organisations

A greater awareness of both MCA and DoLS

Ensure learnings from audits and reviews are shared across the partnership

Embed MSP

Embed competency frameworkBetter tracking of outcomes against priorities

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Strategic priority 1 - Partnership working

Aim – To develop relationships across agencies that deliver positive changes to safeguarding

What this means What success will look like Lead

All partners have a shared understanding of safeguarding

Agency responses to adult safeguarding episodes will be timely effective and person centred

HSAB

Outcomes by 2017 All partner will have up to date care act compliant safeguarding policies and procedures

Outcomes by 2018 Assurance audit will demonstrate compliance and commitment

We understand what the involvement of the voluntary sector is in safeguarding

Voluntary sector organisations are recognised are recognised as a resource for safeguarding

HVOSS

Outcomes by 2017 Key voluntary sector organisations are recognised by the board Effective use of voluntary sector organisations is made by the

boardOutcomes by 2018 Voluntary sector organisations report into board key

safeguarding messages

All partners actively participate in the work of the board

Regular attendance at board meetings, actively participating in discussion

Active participation in the work of the board

HSAB

Outcomes by 2017 Attendance at board meetings is at least 80% Board members encourage participation of staff outside of board

meetings in the work of the boardOutcomes by 2018 The chairing of and attendance at subgroups and task and finish

groups demonstrate multiagency leadership and commitment

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There is a multi-agency focus on all of the work that we do

Board priorities are identified as a result of multi-agency discussion and contribution

HSAB

Outcomes by 2017 All board partners committed to regional policies and procedures All board partners contribute to annual report All board partners committed to implementation of MSP

Outcomes by 2018 MSP is embedded across all organisations MSP activity will be specifically reported in annual report

We have the right data to inform the work of the board

Qualitative and outcome based information will be available to monitor progress against priorities

Trend data will be available to inform emerging or changing themes

PAQA

Outcomes by 2017 A performance scorecard that demonstrates to the board the current position in priority areas

Outcomes by 2018 Safeguarding information is incorporated into JSNA and used to

influence commissioning arrangements and the work of the board

We understand other boards priorities

Duplication of effort (Ivans e-mail)

Chairs and Directors group

Outcomes by 2017 Development of 1/4ly chairs meeting Cross governance and reporting arrangements are in place

Outcomes by 2018 The JSNA will fully inform the priorities of each of the boards and the boards collectively address thematic issues

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Strategic priority 2 – Prevention and protection

Aim – To ensure that Herefordshire residents can recognise safeguarding concerns and know what to do

What this means What success will be Lead

Service users views are incorporated into the work of the board

The work of the board will be informed by service user contributions

All board publications will be vetted and approved by service users

Service users experiences are incorporated into staff training

Safe Voice

Outcomes by 2017 Service users are routinely asked to contribute to “safeguarding

matters” HSAB development days are informed by service users

experiencesOutcomes by 2018 Safeguarding survey results inform the work of the board

The board has a greater focus on the prevention agenda

Preventative measures are in place to reduce safeguarding concerns

Outcomes by 2017 Prevention strategy and work plan are published

Outcomes by 2018 Effective monitoring of prevention work plan

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Strategic priority 3 – Operational effectiveness

Aim – To ensure safeguarding knowledge, processes, systems and structures are embedded across all agencies


The board challenges single agency issues

Where did this come from?

Should this read the board single agency assurance

Outcomes by 2017 Biennial self-assurance report completed by board members

Outcomes by 2018 Update received on self-assurance report from board members

Learning from audits and reviews are shared across the partnership

Professionals are informed of outcomes of audits and reviews and practice is improved as a result of this

PAQA / JCR

Outcomes by 2017 Introduce and embed learning mechanism Included at practitioner forums Included in staff briefings

Outcomes by 2018 Understanding of practice improvement is informed by audit and

practitioner feedback Website hits reported

Making Safeguarding Personal is embedded in practice

MSP is embedded into all safeguarding work, interventions and activities

PAQA / HSAB

Outcomes by 2017 Agreed single agency actions are reported Actions from MSP review are reported Continue to engage with national MSP programme

Outcomes by 2018 Respond to outcomes from national MSP programme

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HSAB competency framework is

recognised as the minimum standard for staff competency

Organisations are aware of their responsibilities in relation to safeguarding

Workforce Development

Outcomes by 2017 Assurance from each board member that staff competencies are in line with HSAB framework

Outcomes by 2018

Assurance from board members that all commissioned services are aware of competency framework and staff are compliant

Other organisations that work with adults with care and support needs are aware of the competency framework and are working towards compliance

Outcomes against priorities are tracked

Board members will be able to monitor progress against priorities

Risks to delivery will be identified early

Business Unit

Outcomes by 2017 An agreed dataset for each strategic priority will be established

and updated regularly A “deep dive” report for each priority will be produced for the

Strategic Board in line with the agreed reporting cycleOutcomes by 2018 Priorities are refreshed an revised in consultation with

Healthwatch and the community

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Strategic priority 4 – Communications and engagement

Aim – To deliver the messages from the board and to recognise the voice of those we safeguard


The board work collectively to raise awareness of safeguarding matters within Herefordshire

Accessible and informative information is available for both individuals and communities

Targeted awareness campaigns are undertaken

HSAB

Outcomes by 2017 Website content reviewed Inclusion in community publications Raised awareness of safeguarding

Outcomes by 2018 Broader spectrum of referrals received from public and organisations

The work of the board is recognised within Herefordshire

Adult safeguarding will have an appropriate profile across Herefordshire

HSAB

Outcomes by 2017 Annual report published Annual report presented to statutory partners as well as HWBB

and HOSC HSAB representation at targeted forums

Outcomes by 2018 Greater contribution to the work of the board from non-board

members The stability and focus of adult safeguarding remains at an

appropriate level

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The board works to reach smaller communities and organisations

The level of awareness of adult safeguarding is increased

Community resilience is improved as a result

HSAB

Outcomes by 2017 Councillors will have attended awareness raising sessions

Outcomes by 2018 Impact of Leominster project is considered and learnings and findings are rolled out to other areas

The board works to raise awareness of MCA and DoLS

Increased awareness of MCA and DoLS across the workforce

Increased awareness of MCA and DoLS within the community

Increased awareness of advocacy across Herefordshire

MCA sub group

Outcomes by 2017 MCA conference held MCA publications updated DoLS publications updated

Outcomes by 2018 Understanding and implementation of findings from Law Commission review into MCA / DoLS

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Strategic board work plan

Single agency contributions to annual report

Develop and monitor action plans arising from MSP review

Promote MSP across all partner agencies

Review prevention strategy

Monitor prevention work plan

Ensure the messages from the board are communicated in a timely and consistent manner

Ensure the voice of those who have been safeguarded are considered in the work of the board

HSAB partners to ensure MSP messages and awareness are cascaded to staff

Publish annual report on the effectiveness of local safeguarding arrangements

Ensure the needs of adults at risk are addressed in the JSNA and HWB strategies

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Sub group work plans

Delivery group Partnership working Prevention and protection



Executive group Monitor relevant sub group work plans

Oversee delivery of action plan arising from peer review

Learning from other areas including DHR’s, SAR’s and SCR’s

Monitor risk register

Monitor relevant sub group work plans






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Policy and Procedures

Maintain up to date HSAB procedures that align with sub regional arrangements and address cross border issues.

Embed MSP protocols into practice

Embed MCA protocols into practice

Embed self neglect policy into practice

Launch of new policies Report to Executive group

Embed new policies

Contribution to the annual report




Communications Promote RIPFA as a resource

Promote community resilience for town and parish councils.

Raise understanding and awareness of the advocacy offer

Raise awareness of adults at risk

Sharing of best practice and case studies

Dissemination of shared learnings

Report to executive group

Contribution to annual report

Raise awareness of partner agencies

Delivery group Partnership working Prevention and Communications and Operational 21

protection engagement effectiveness

MCA and DoLS Develop suitable tools for all professionals to aid understanding

Multi agency audit

Gather evidence of the voice of those without capacity

Raise awareness of MCA and DoLS

Website Roadshow Newsletter

Increase awareness of the Court of Protection

Increase the understanding of consent


Contribution to annual report


Communications and Operational effectiveness

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engagement

Performance and Quality Audit

Monitor multi-agency and single agency scorecards

Programme of multi-agency audits

Introduce multi-agency MSP audit

Monitor results of the activity undertaken by the Community Safety Partnership (annual)

Audits to include the voice of those without capacity

Adapt LA audit format to include the voice of the carer

Monitor support provided to carers and young carers

Introduce 7 minute learnings for findings from audit and SARs

6 monthly reports from MIR evaluating their work with vulnerable groups


Monitor the effectiveness of services provided to adults at risk via 6 monthly report from Q and R team

Continue to review performance measures and reporting


Monitoring of single agency actions re MSP

Delivery group Partnership working Prevention and Communications and Operational 23


Workforce Development

Practitioner forum

Engage with front line staff and use their experiences to inform HSAB activity

Ensure learning from MSP review is aligned to competency framework

Develop familiarisation workshops for MSP

Empower staff to deliver person centered care

Empower staff to professionally challenge

Ensure competency framework is embedded across all partners


Develop safeguarding supervision standards and guidance

Develop guidance to support partner agencies to evaluate training


Delivery group Partnership working Prevention and Communications and Operational

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Safe Voice Obtain views of safeguarding and services

Develop independent arrangements to verify SU feedback of the safeguarding experience (MSP)

Review of user facing material

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Partnership working Prevention and protection

Communications and / or engagement


Key Outcome Measures –

How will we know how successful we have been

Partner agencies are committed and attendance at meeting is at least 80%

The board is aware of voluntary and community organisations and the work that is undertaken to support the safeguarding agenda

Other boards are aware of the work of the board and engage effectively when required

Partner agencies are showing progress in MSP

Multi-agency attendance at practitioner forums and learning events

Bi-annual assurance statements received from all partners

Production and publication of a prevention strategy and work plan

Partner agencies and providers are aware of legislation and raise appropriate referrals

MCA and DoLS are embedded into practice

MSP is embedded into practice

Adult safeguarding information is incorporated into the JSNA

Workforce are supported to exercise professional judgement / challenge

HWFRS safety checks are carried out for nn households

Messages from the board are effectively disseminated

Communities are aware of what safeguarding is

Individuals are aware of what safeguarding is

Communities are aware of Mental Capacity Act

Individuals are aware of Mental Capacity Act

Communities are aware of Deprivation of Liberty Safeguards

Individuals are aware of Deprivation of Liberty Safeguards

Communities are aware of Lasting Power of Attorney

Individuals are aware of Lasting Power of Attorney

Seven minute learnings are recognised as a learning tool

All relevant national campaigns are promoted by the board

Service providers deliver quality care

Workforce are well trained / supervised

Learnings from SARs are embedded into practice

Priorities are tracked effectively

A truly multi-agency scorecard is available

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