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Annual Report 2018/19
Annual Report
2018/19
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Contents
Page
Foreword 2
Strategic priorities
Priority 1: Partnership working 4
Priority 2: Prevention and protection 7
Priority 3: Communications and engagement 9
Priority 4: Operational effectiveness 10
What does safeguarding look like in Herefordshire? 12
How the Board works to deliver results 17
What the sub groups have delivered this year
Performance and quality assurance 18
Policies and procedures 18
Joint training and workforce development 19
Joint case review 20
What the sub groups will deliver next year 23
Appendix 1 – Meeting attendance 26
Appendix 2 – Budget 27
Appendix 3 – Partner contributions 28
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Foreword
Thank you for taking the time to read this annual report and your interest in safeguarding adults in Herefordshire. Herefordshire’s Safeguarding Adults Board comprises senior leaders from the range of commissioners and provider agencies who are the health sector, the Police, the Fire Service, the Local Authority Adult Social Care, and Public Health and representatives of the voluntary and community sector and residential care providers. My role is independent of these organisations and my duty as Chair is to ensure that the Board is given adequate assurance that we are all delivering safe services, and that Board Members hold each other to account for this. The report shows what the Board aimed to achieve on behalf of the residents of Herefordshire during 2018-19. We continue to reflect on how effective the Board is, and hold a structured development session each year to hold ourselves to account for progress and efficiency. During our board development event in September 2018 we held a reflective session on the challenges posed nationally to the adult safeguarding system by the organisation Action on Elder Abuse in a publication called ‘A Patchwork of Practice’. This session included detailed focus on Making Safeguarding Personal and the Mental Capacity Act, in particular the issue of mental capacity assessment. This led to a recognition of the need locally for Board members and partners to better understand the difficult issue of supporting people to make their own decisions about how they chose to live, with the distinct possibility of professionals having then to continue to work with and support people who remain exposed to risk. The Board are actively engaged in the national local government association and ADASS commissioned work on this theme and locally Herefordshire’s Adult and Communities Directorate are leading the partnership development work in this area. In addition a national theme which emerged from the report was the consistency with which local authorities are causing safeguarding enquiries to be made when concerns are raised with them. Again the Board are actively engaged in the resulting work at a national level, which will be a focus for the Board during this forthcoming year. During 2019-20 the Board will also engage more actively with the provider assurance process conducted jointly by the local authority and clinical commissioning group so that we can support them to improve the quality of services in the County.
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Sadly adults continue to experience abuse or neglect. Where this happens we are determined to learn and improve our services and safeguarding practice across the partnership. We still have more to do to secure the engagement and feedback from adults who have been involved in safeguarding so that we can learn from their experiences. Health watch continue to lead on this work locally, and whilst we recognise we have still much progress to make, we remain committed to this crucial piece of work. The Board also continue to hear a personal (anonymised) ‘Safeguarding Story’ shared by a board member to ensure that Making Safeguarding Personal remains significant focus. In this year’s annual report our case studies seek to show how complex some of the challenges adults who need our support have to face on a daily basis, and for our workforce who seek to support and work with them. Not all of the case studies have clear positive outcomes, this being the day to day reality for the adult safeguarding system. We also need to continue to raise the awareness of adult safeguarding with all the citizens of Herefordshire, as well as our organisations, particularly if we are to support and promote the ability for people to live as independently as they can and for as long as they choose to do so. Communication and campaigning on this issue will also be a priority area for the Board for 2019-20. Finally I wish to place on record my acknowledgement and thanks to all of those who work to safeguarding adults in Herefordshire.
Ivan Powell Chair of Herefordshire’s Safeguarding Adults Board
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Strategic priorities
Introduction A review of the 17/18 Business Plan was undertaken and additional recommendations have been made with regard to the actions arising from the board development day. This document now forms the basis for the 18/19 Business Plan. The Business Plan is an addendum to the Strategic Plan 2015-18 and forms the foundation for the work of the sub groups to deliver the outcomes. In addition the Strategic Plan required a refresh. This Business Plan is developed to enable the Safeguarding adult board to carry out its functions as set out in legislation and guidance. This includes ensuring the protection of adults in the following circumstances:
(a) Has needs for care and support (whether or not the authority is meeting any of
those needs),
(b) Is experiencing, or is at risk of, abuse or neglect, and
(c) As a result of those needs is unable to protect him or herself against the abuse or neglect or the risk of it. The way in which a SAB must seek to achieve its objective is by coordinating and ensuring the effectiveness of what each of its members does to safeguard vulnerable adults. HSAB achieves this through scrutiny, challenge, learning and support. The key outcomes and actions in this plan are designed to help us demonstrate Strong Partnership, which is an essential part of ensuring strong and effective working together to safeguard vulnerable adults.
Partnership working
To develop relationships across agencies that deliver positive changes to safeguarding
What did we want to achieve? What have we achieved?
Define and understand involvement from voluntary sector
We continue to involve the voluntary sector in our work, there is a representative sitting on the Board. We have also developed an awareness raising session targeted directly at volunteers.
Develop a more qualitative approach to performance monitoring (Outcome from board development day March 17)
We continue working to improve all of our performance monitoring
Case Study – 2getherNHSFT (2g) Anna (not her real name) is a white British woman with a diagnosis of Emotionally Unstable Personality Disorder. She has a history and ongoing drug and alcohol misuse with deliberate self-harm. Anna was referred to 2g Midwifery Clinic, by her GP, when 28 weeks pregnant. Following this assessment, she was referred on to the Recovery Team - to provide on-going support and monitoring of her mental state.
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Her unborn baby was made subject to Child Protection Plan under the category of neglect. Her previous child was placed with kinship carers, and was subject to a care order. Anna had experienced self-neglect for some time. She had the capacity to understand the risks she posed to herself, and continued to make, around her lifestyle choices. Local Authority Children’s Social Care (CSC) sought an Interim Care Order at birth with a plan for foster care. A child safeguarding birth plan and labour management plan was in place. Throughout the pregnancy, Anna tested positive for Cannabis and Opiates. She was also drinking alcohol. Anna was self-reporting to using Heroin intravenously. She had gestational diabetes. The father was excluded from the delivery and post-birth plan. He has a history of carrying weapons and of using illicit substances. Anna often presented with verbal and physical aggression which required security to be available during delivery to ensure herself, baby and staff were safe. Anna had expressed a clear intention to self-harm following the birth. 2g advised a registered mental health nurse (RMHN) be present post-birth and then to be assessed by mental health team. Anna was also not to be left alone with the baby. If Anna’s behaviours deteriorated at any time the police would be called - to ensure the safety of the baby. Partnership working was evident and effective at all stages of involvement, following the referral from the GP. The GP, 2g, CSC, Addaction, WVT (midwifery, Health visiting), West Midlands Ambulance Service and Police were all involved in the plan to protect the baby from harm, and prevent a deterioration in Annas mental health (leading to increased risk of self-harm, self-neglect and harm to others). Once the baby was delivered, Anna was assessed by 2g (Mental Health Liaison Team) and supported to say goodbye to the baby. She was offered and accepted an admission to the mental health hospital. She herself identified the need for admission to manage her emotional distress. There were no doubts about her capacity to understand her own needs. When on the ward Anna made threats to harm the Social Worker (CSC). She was otherwise responding well to her care and treatment plan and expressed the desire to change her life, although maintained she would not be safe in the community because she would start using drugs. Again, treatment with Addaction was made available. Anna was discharged from hospital without incident and the baby remained safe. There was evidence that various agencies worked together before and after the birth, to ensure this.
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Example of Partnership working to ensure residents in
Herefordshire are kept safe
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Prevention and protection
To ensure that Herefordshire residents can recognise safeguarding concerns and know what to do
What did we want to achieve? What have we achieved?
Service user involvement
We have continued to develop the work already commenced of service user feedback through Healthwatch. We have also held meetings with the commissioned advocacy service with a view to them also having the conversation with service users
Monitor Prevention Work plan
The multi-agency prevention workplan is continuing to be a challenge for the Board to progress, there will be a major focus on its implementation during 19/20
Case study demonstrating effective use of multi-agency working to protect vulnerable adults and children and ensure compliance with existing legislation
The Herefordshire Multi Agency Targeted Enforcement (MATE) strategy has been in operation since May 2017, and continues to allow multiple agencies to work together to share intelligence and information, inspect premises, ensure compliance with various pieces of legislation and protect adults and children who may be at risk from many forms of exploitation. In July 2019, a two day Herefordshire MATE operation carried out inspections of eight premises (in the Hereford City area) which were identified by some or all of the agencies involved, as posing a potential risk of adult and child exploitation. Each agency inspected the premises under their own legislation and a number of actions were taken to ensure the safety of 34 persons, which included 7 children and an unborn child. Hereford & Worcester Fire and Rescue Service served 3 prohibition notices, due to the imminent risk of death or serious injury to the occupants in the event of fire. A further 5 enforcement notices were served and 2 fire safety matters letters were issued, all of which require works to be carried out to make premises safe and protect the occupants in the event of fire. A ‘Safe & well’ check was also completed
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by a fire crew, fitting smoke detectors in a property to improve the safety of one family, with 3 children. Herefordshire Council identified issues with potential sub-standard food hygiene standards and sub-standard housing conditions and unlicensed houses in multiple occupation. Home Office, Immigration Enforcement identified employees who were working or living illegally in the UK, potentially placing them at risk of exploitation. And, an unsafe gas installation was identified and handed over to the appropriate utilities company to make it safe. West Mercia Police co-ordinated the operation and completed a safeguarding referral to ensure the safety of potentially vulnerable children. Through this approach, all of the agencies involved contributed to improving the immediate safety and lives of 34 adults and children, and future actions will improve the long term safety of others by ensuring that all of these premises, and the people that own and run these premises, are compliant with all legislation.
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Communications and engagement
To deliver the messages from the board and recognise the voice of those we safeguard
What did we want to achieve? What have we achieved?
Raise awareness of safeguarding, MCA and DoLS across councils, communities and smaller organisations
MCA and DoLS is considered where necessary in the work of all of the sub groups. Resources have been developed to assist non- professionals to understand the implications of mental capacity.
Develop effective arrangements for delivering messages to and from the board
The practitioner forum continues to be used to deliver messages from the Board. The voice of the practitioner is also gained here and fed up to the Board. We continue to use the “One Herefordshire” communications team to disseminate messages across a wider audience. The Business Unit also maintains a distribution list that practitioners are able to sign up to which is used as another method for sharing messages.
Case study: Care act and mental capacity act compliance The holders of the lasting power of attorney (LPA) raised a concern with their solicitor that they believed that their mother “Grace” (who had been diagnosed with dementia and Parkinsons two years previously) was being financially coerced by their sibling. Grace had moved in with the daughter who held LPA however very quickly this daughter struggled to be the main carer and so Grace started to stay between her two daughters, the one with LPA and the one accused of financial coercion. Grace has care and support needs which the family are happy to assist with and Grace has now chosen to live with the second daughter. Grace was planning on selling her property and gift aid the money to the second daughter to enable her to purchase a property. The holders of the LPA considered this an unwise decision and arranged a meeting with the solicitor and the social worker. Grace explained that this was to be a loan to the second daughter. The solicitor is producing a contract to ensure there is no deprivation of assets, which would put Grace in a difficult position should she requires social care support. Throughout this episode Grace was supported by the social worker who empowered her to manage her affairs as she wished. Grace has full capacity to make these decisions, even though her family did not necessarily agree with them
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Operational effectiveness
To ensure safeguarding knowledge, processes, systems and structures are embedded across all agencies
What did we want to achieve? What have we achieved?
Single agency assurance reporting to Exec Suggested themes:
Assurance of right referral for right reason
Activity against prevention agenda
Board and sub group contributions
Compliance with care act / MCA / DoLS / competency framework
The Exec received regular assurance, both directly and through the performance and quality assurance sub group
Messages from the board are disseminated
The Business Unit have introduced a rigorous system for disseminating messages, it does lie however with the receiving agency to ensure that information is cascaded across their own staff.
Ensure learnings from audits and reviews are shared across the partnership
Learnings from audits and case reviews are received at Board and discussed, as with the above action, the responsibility then lies with that Board member to disseminate across their organisation
Consideration of ADASS “Making safeguarding personal for safeguarding adult’s boards” report.
Consideration of ADASS Making safeguarding personal for individual agencies report.
Monitoring of Board MSP action plan
Making Safeguarding Personal continues to be a priority for the Board and is a “golden thread” running through the work of the Board and its sub groups.
Develop self-assessment for partner agencies based on Competency Framework
This piece of work has not been completed to date
Examine effectiveness of sub groups
The terms of reference and the membership of all sub groups have been reviewed. All sub groups have a work plan to support the priorities of the Board and this is reported against at quarterly Executive meetings.
Effectiveness of the broader safeguarding system Suggested themes:
Provision of advocacy and access to it
Addaction (identified from development day)
The commissioned provider of advocacy has presented at Board which is leading to wider participation of the provider in the work of the Board
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Operational effectiveness
To ensure safeguarding knowledge, processes, systems and structures are embedded across all agencies
Increase HSAB engagement with regional and national work and developments (identified from development day)
Both the Chair and the Learning and Development Officer attend regional partnership work. The Chair is engaged with the national local government association and ADASS developments
Case Study: safeguarding in hospital
Mrs Z was an 83 year old lady admitted to hospital with surgical problems; she had mental capacity to make decisions regarding her care and treatment and where she wanted to live. Whilst in hospital Mrs Z disclosed to staff that she did not wish to return home as the people she was living with were very controlling, charging her a lot of money but not providing much in the way of care and support; Mrs Z was finding the whole situation very stressful and emotional. The hospital safeguarding nurses met with Mrs Z to discuss her concerns and it became apparent that she had wanted to go into residential care for some time, but the people she was living with had not supported her as they would lose out financially. Mrs Z did not want to live on her own and wanted the company that a residential home would offer along with support from staff if she needed it. The safeguarding nurses met with Mrs Z again two days later and she reaffirmed that a residential placement was what she wanted. A referral was made to adult social care, who were crucial in supporting and assessing Mrs Z so that when she was fit enough to leave hospital she was able to go to her new residential placement. Mrs Z had choice and control over all decisions made and most importantly her wishes and feelings had been taken into account. In this case safeguarding practice preserved Mrs Z’s wellbeing, it empowered her to make decisions which were proportionate to the concerns raised and demonstrated appropriate partnership working which has ultimately improved her quality of life. Adult social care met and spoke with the people Mrs Z had been living with, who were themselves an elderly couple; the couple had their own individual care and support needs and following assessment were entitled to benefits which supported them to remain living independently. The couple had not been known to social care prior to the safeguarding concerns being raised and had no idea they would be entitled to any support. Cath Holberry Lead Nurse Adult Safeguarding Wye Valley NHS Trust
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What does safeguarding look like in Herefordshire? Every year the local council takes part in a survey, commissioned by the government, collecting multi-agency performance data and asking individuals about their experience of care. Some key highlights are: Proportion of people who use services who feel safe Safety is fundamental to the wellbeing and independence of people using social care, and the wider population. Feeling safe is a vital part of service users' experience and their care and support.
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
Herefordshire 67.1% 70.9% 71.5% 74.1% 73.3% 71.8%
West Midlands average
67.1% 69.5% 69.2% 71.1% 71.3% Not yet
available
All England average
66.0% 68.5% 68.9% 70.1% 69.9% Not yet
available
Proportion of people who use services who say that those services have made them feel safe and secure The measure below reflects the extent to which users of care services feel that their care and support has contributed to making them feel safe and secure.
2013/14
2014/15
2015/16
2016/17
2017/18
2018/19
Herefordshire 85.5% 83.9% 88.0% 86.6% 85.9% 87.7%
West Midlands average
79.9% 86.1% 85.4% 88.3% 88.4% Not yet
available
All England average
79.2% 84.5% 86.7% 86.4% 86.3% Not yet
available
60.0%
62.0%
64.0%
66.0%
68.0%
70.0%
72.0%
74.0%
76.0%
2013-14 2014-15 2015-16 2016-17 2017/18
Herefordshire
West Midlandsaverage
All Englandaverage
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* Note that ASCOF scores calculated here are for guidance only and may differ from those in the final ASCOF publication.
The following graphics relate to circumstances where safeguarding concerns were raised. All of this data is from the Local Authority information systems as, has been previously reported, limited information is available from partner agencies to support the safeguarding agenda. About the concerns regarding abuse that have been raised
Following a fairly static period of three years the number of concerns raised has increased by 10%. An evaluation of the data to understand why this might be will be undertaken. A review of how the data is recorded has also been commissioned to more accurately reflect the work that takes place within the safeguarding team. 65% of the individuals involved in safeguarding enquiries were over the age of 65
74.0%
76.0%
78.0%
80.0%
82.0%
84.0%
86.0%
88.0%
90.0%
2013-14 2014-15 2015-16 2016/17 2017/18
Herefordshire
West Midlandsaverage
All Englandaverage
0
500
1000
1500
2000
2500
13/14 14/15 15/16 16/17 17/18 18/19
Number ofConcernsRaised
This manyprogressed toenquiry stage
The number ofcases concludedin year whereabuse is partiallyor fullysubstantiated
35% of the individuals involved in safeguarding enquiries between 18 and 64 Pathway from contacts
Where abuse has occurred
The diagram above depicts the location of the concern at the time of this being raised with the local authority.
Safeguarding contacts made Resulting in an equiry
Safeguarding review in place following enquiry Allegation partially or fully substantiated
Care home (Res) Care home (Nur) Own Home
Hospital (Acute) Hospital (Comm) Hospital (Mental Health)
Community services In the community Other
57% of individuals involved in
safeguarding concerns were
female
43% of individuals involved in
safeguarding concerns were
male
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Once again the largest number involve those in their own home. What type of abuse has been reported?
The largest increase in areas for concern are Modern Slavery (86%) Sexual Exploitation (39%) and Domestic Abuse (29%), although the number of concerns reported is low in each of these areas. This may be as a result of increased awareness raising in these areas through such vehicles as the practitioner forums, which have covered all of these subjects over the last year. Source of risk The “source of risk” was personally known to the individual in 49% of concluded safeguarding enquiries. The “source of risk” was providing a service to the person in 29% of concluded safeguarding enquiries. Mental Capacity
In safeguarding enquiries that were completed more people lacked mental capacity (182) than had mental capacity (178).
Physical
Psychological andemotional
Financial and material
Institutional
Sexual
Neglect and omission
Discriminatory
Domestic Abuse
Modern Slavery
Sexual exploitation
Self neglect
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Advocacy Where the person was assessed as not having capacity 36% were provided with either formal or informal advocacy Making Safeguarding Personal 73% of people or their representatives were asked what they wanted to outcome of their safeguarding enquiry to be Outcomes were partially or fully achieved in 63% of concluded safeguarding enquiries. The number of enquiries concluded were it was assessed that the risk of abuse or neglect for the person was
Removed 120 (34%)
Reduced 184 (53%)
Remained 45 (13%)
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How the Board works to deliver results The Board brings together representatives from:
Herefordshire Council social care and public health teams
Herefordshire Clinical Commissioning Group (responsible for the purchase of
health care)
Wye Valley NHS Trust and 2Gether NHS Foundation Trust (health care
providers)
Healthwatch
West Mercia Police
National Probation Service
Community Rehabilitation Company
Herefordshire Housing
West Midlands Ambulance Service NHS Foundation Trust
Hereford & Worcester Fire and Rescue Service
Members from provider and voluntary services
This multi-agency approach ensures that all partner organisations work cohesively, using the same information and communicate consistent messages to provide the strategic direction for the work undertaken on their behalf. It is the task of the Strategic Board to agree the priorities for the year, in consultation with Healthwatch and the community and to inform the executive group of these. Sub groups develop work plans which contain the activity required to deliver the priorities. Each sub group chair is responsible for reporting successes, developments and any barriers to progress to the executive.
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What the sub groups have delivered this year
Performance and quality assurance Terms of reference: This group is responsible for data quality, audit and effective information systems to meet current and future expected national and local data reporting requirements and enable performance to be managed and reasonable assurance secured on the quality of local safeguarding. Chairs update Anne Bonney on behalf of Christine Price, Chief Officer, Healthwatch. The sub group held seven meeting through the year 2018/19, one of these being non quorate and several missing key agencies due to staff shortages. These matters have been addressed during 2019/20. Two audits were held, Making Safeguarding Personal (MSP) and Contacts that were checked as No Further Action (NFA) from the Safeguarding Team. The findings from these audits have been shared with agencies and work is ongoing to make the identified improvements. Both of these audits will be repeated, MSP over a wider footprint to gauge how well professionals from the wider health and social care economy understand and follow the principles of making safeguarding personal and NFA to better understand the decision making process. The sub group continues to monitor the application and granting of Deprivation of Liberty Safeguards as part of performance monitoring and it is pleasing that the number of outstanding application continues to fall due the due diligence applied to the internal processes of the Local Authority. “Safe Voice” an initiative introduced to garner the voice of those who have been safeguarded continues to provide a challenge. It is important to understand how safeguarding affects the individual and so will be the focus of reinvigoration during 19/20. Finally, we are pleased to welcome a member from the care home sector. This has enabled us to expand our levels of knowledge and also to better understand the effects that policy decisions have on the wider economy.
Policies and procedures
Terms of reference: This group aims to ensure there is a comprehensive catalogue of policies which underpin multi-agency safeguarding practices. Its objective is to ensure that staff across the partnership have access to a range of multi-agency safeguarding and adult protection policies and procedures and that these are embedded into practice. It also includes the review and maintenance of existing policies.
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Chairs update Adrian Turton on behalf of Alison Feher, Safeguarding Lead, 2gether NHS Foundation Trust Between April 2018 and the end of March 2019 the HSAB Policies and Procedures Sub group (HSAB P&P) met on four occasions. HSAB is part of the West Midlands Multi-Agency Safeguarding Adults Policy consortium, developing and driving forward regional safeguarding policies. Much of the sub group work in 18/19 was to adopt new regional policies and guidance. The West Midlands Self Neglect Procedure was consulted upon and adopted by the HSAB Board. An important development has been the launch of the Regional, West Midlands, Person in a Position of Trust (PIPOT) guidance and procedure. This clearly describes single agency responsibilities if there are concerns regarding an employee, volunteer or any other stakeholder abusing their position of trust, or behaving inappropriately. The sub group also communicated to organisations their PIPOT responsibilities. As more safeguarding adult reviews are commencing in Herefordshire, the publication of the Regional Safeguarding Adult Review Guidance for Individuals and Families is most welcome. This guidance was adopted by the Policies and Procedures sub group in November 2018. The HSAB Board tasked the HSAB P&P sub group to promote ‘making safeguarding personal’ (MSP). The Sub group has developed the MSP Practitioner Guide and Tool Kit, and developed the MSP Guidance Leaflet (to assist care and support workers to explain to service users how their wishes and requests will be considered and understood.) The HSAB P&P sub group undertook in 2018/19 an exercise to catalogue policies, procedures and guidance documents. The cataloguing establishing document review dates. The HSAB Safeguarding web page has a new library and index to enable practitioners and professionals to access policies and procedures, guidance and key documents. Looking forward into 2019/20, the HSAB Policies and Procedures sub group will continue to work with the Regional Safeguarding Adults Consortium informing the new updated version of the Multi-agency Policy and Procedures for the Protection of Adults with Care and Support Needs in the West Midlands, to be published in late 2019. The Sub Group will also continue to promote ‘Making Safeguarding Personal’. The group will work alongside Local Authority colleagues to support the introduction of the changes to Mental Capacity Act Legislation including a new system for authorising deprivations of liberty in care. The Mental Capacity (Amendment) Act 2019, has been approved and the legislation will introduce a new model for authorising deprivations of liberty in care, dubbed the Liberty Protection Safeguards (LPS).
Joint training and workforce development Terms of reference: This group is responsible for developing and maintaining Herefordshire’s competency framework and provides evidenced assurance that partner agencies are meeting the requirements of the framework.
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The group has particular responsibility to ensure that multi-agency development opportunities exist for all practitioners. By undertaking such activities, the group will ensure people working with or engaging with adults at risk in Herefordshire understand their responsibilities. Chairs update The Joint Multi-Agency Workforce Strategy 2018-20 which determines development opportunities for all who work with adults at risk to ensure that they are skilled and competent. It has been refreshed this year and the HSAB Competency Framework has also been revised to reflect learning from case audits, practice learning reviews and changes to legislation. Attendance by professionals at the Joint Safeguarding Practitioner Forums continues to improve and are drawn form a wide range of agencies / sectors. We have had 141 practitioners attended over the 3 sessions this year who have represented a very wide range of agencies. Evaluation of these events are very positive with many recording they are relevant to their practice and most are sharing this learning with the teams at team meetings. This forum programme included dissemination of learning from SCR’s, informing practitioners about the work of the board, as well as presenters who covered the following subjects:
Working with Children & Adults with Disabilities
The impact of early exposure to mental health and fabricated illness
Sexual Exploitation (Adults & Children) Specialist conferences were supported this year with the first being a Domestic Violence Conference in Nov 2017 for which 113 people applied for a place and 88 people attended. The second was the MCA Conference in February 2018 with 121 applied for a place with 78 people attending. Using the training resource that HSAB have access to, training is being offered to volunteers and community reps, and this training is linked to the prevention work plan action and the HSAB business plan. The training resource is provided by Hoople under a Service Level Agreement. Thirty nine professionals attended the “Working to stop FGM, Honour Based Violence and Forced Marriage on July 5th. The group is considering how to support the delivery of Making Safeguarding Personal as a Multi-Agency training offer to provide economies of scale. Options that are being looked at are a joint commissioned approach to provide high quality training in a manner that is affordable to a wide range of agencies. Another priority for the coming year is to support the implementation of the new legislation around deprivation of liberty. The group will be reviewing and developing resources to meet the needs of the workforce in Herefordshire.
Joint Case Review (JCR)
Summary Points-During 2018/2019:
The JCR sub-group commitment from agencies and engagement with the work of this subgroup has improved during the latter part of 2018-2019
11 Meetings held
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1 Practice Learning Review (PLR) undertaken
2 Safeguarding Adult Reviews commissioned Introduction Partner agencies have continued to support HSAB to meet its Strategic Objectives through their engagement with the work of the JCR subgroup. The purpose of the subgroup is to support HSAB in meeting its statutory duty to undertake reviews in certain circumstances: The Care Act 2014, which came into force in April 2015, places a statutory duty on Safeguarding Adults Boards (SAB) to undertake case reviews in certain circumstances as set out below. Section 44, Safeguarding Adult Reviews: (i) A SAB must arrange for there to be a review of a case involving an adult in its area with needs for care and support (whether or not the local authority has been meeting any of those needs) if:
(a) there is reasonable cause for concern about how the SAB, members of it or other persons with relevant functions worked together to safeguard the adult, and
(b) condition 1 or 2 is met. (ii) Condition 1 is met if:
(a) the adult has died, and (b) the SAB knows or suspects that the death resulted from abuse or
neglect (whether or not it knew about or suspected the abuse or neglect before the adult died).
(iii) Condition 2 is met if the adult has not died but the SAB knows or suspects that the adult has experienced serious abuse or neglect. A Safeguarding Adult Review (SAR) is a multi-agency review process which seeks to determine what relevant agencies and individuals involved could have done differently that could have prevented harm or a death from taking place. The purpose of a SAR is not to apportion blame. It is to promote effective learning and improvement to prevent future deaths or serious harm occurring again. SARs involve all agencies which were, or should have been, working with the adult involved. Safeguarding Adult Reviews (SAR) The JCR has commissioned two SARs during the latter part of this reporting period. SAR “May “-is in respect of a woman in her 60’s who was found dead at home. The woman lived alone in sparsely furnished accommodation. There is evidence of self-neglect. SAR 2 “Samuel” is in respect of a male in his 50’s who was found deceased at home after having died several months before. There was evidence of self-neglect, hoarding and mental health concerns. The gentleman was known to be a recluse. An Independent Reviewer has been identified to undertake these reviews.
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Practice Learning Review (PLR) The JCR has undertaken 1 PLR. A key theme of this review relates to transition from child to adult services. Therefore, learning will be disseminated across the children’s and adult workforces. Another key finding related to S117 of the Mental Health Act 1983/07. A Task and Finish Group was established. Essentially the concern related to ensuring agencies were aware of their responsibility for joint assessment and funding under S117 of the Mental Health Act 1983/07. A 7 minute learning is being developed to support the lessons learned from this review. Issues arising There was a period during September 2018 to January 2019 where no cases were referred to the JCR for consideration for a SAR. All agencies acted to address this gap. In addition, the Business Unit Lead Learning and Development Officer developed a leaflet for professionals explaining the process. Two referrals were subsequently received. Examples of impact of HSAB work on practice and/or outcomes The review of S117 pathway once completed can be disseminated. HSAB can seek assurance regarding its impact once it has been implemented for at least 6 months. Horizon scanning-Gloucestershire SAR Learning Briefing has been disseminated by colleagues to share learning. 7 minute Learning Briefings for dissemination to staff will be developed regarding learning from any reviews. These actions should contribute to having a positive impact on service users and improve outcomes, although it is too early to assess impact at this stage. Report Author: Ellen Footman Chair JCR Sub-Group (Head of Safeguarding / Designated Nurse for Safeguarding Adults and Children).
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What the sub groups will deliver next year
Prevention
To ensure Herefordshire residents receive quality, person centred services, safeguarding responses are proportionate and people avoid reoccurrence of abuse
Business plan 19/20 Action
Monitor Prevention Work plan The HSAB to receive scheduled updates and reports on the progress of the prevention work plan
Consider the work of the multi-agency Quality and Review team
Receive regular updates from the Q and R manager
Staying safe
Policy and procedures sub group to create a “Staying Safe” leaflet for those who have previously been safeguarded
How will we measure success?
The number of services rated as requires improvement
The number of monitoring checks undertaken in quarter, themes and outcomes
Annual report from CSP re effectiveness of MATES to include themes and outcomes
Annual report from LeDeR including emerging themes
The number of Safe and Well checks undertaken by HWFRS and outcomes
Service user feedback On conclusion of an enquiry adult has clear info on how and where to report abuse
Communications and engagement
To deliver the messages from the board and recognise the voice of those we safeguard To ensure that Herefordshire residents can recognise safeguarding concerns and know what to do
Business plan 19/20 Action
Build personal and community resilience
Raise awareness of safeguarding, MCA and DoLS across councils, communities and smaller organisations
Community strategy
Summer roadshow
Service user involvement Continue to develop the work already commenced of service user feedback through Healthwatch
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Expand the work to include service user feedback via commissioned advocacy service
Promote the use of the newly introduced feedback form through social work practitioners
How will we measure success?
Increase in referrals from the general public
Number of community events with a safeguarding focus
Service user feedback informs board
Operational effectiveness
To ensure safeguarding knowledge, processes, systems and structures are embedded across all agencies
Business plan 19/20 Action
Single agency assurance reporting to Exec
Assurance reporting from single agency is scheduled in to the business cycle of HSAB.
Ensure learnings from audits and reviews are shared across the partnership
Develop approaches to achieve timely dissemination of messages from reviews and audits, with single agency partners taking responsibility and contributing to this. Details to be included in sub group work plans
Embed MSP across partner organisations
Identify and promote training programme Safeguarding journey and working with risk
Effectiveness of the broader safeguarding system
Executive to recommend for the board how these areas should be monitored, for example for inclusion in case auditing and assurance reporting
Increase HSAB engagement with regional and national work and development
The board to identify specific areas to highlight and evidence.
Issues arising from the term vulnerable adult
Define referral pathways
All relevant partners are aware of their responsibilities under the new LPS legislation
Multi-agency task and finish group to consider the new legislation and its impact and to develop a programme of work to raise awareness across the workforce.
How will we measure success?
Findings from multi agency audits
Which agencies are / are not reporting concerns
Conversion rates from concern to enquiry
Number of people who define their preferred outcomes
% of people whose outcomes were met
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% of people whose capacity was assessed
% deemed not to have capacity who were supported by an advocate
Board member contribution
Demonstrate clear pathways into service
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Appendix 1
% Meeting attendance
Meeting and
Frequency
Board
4
Exec
4
PAQA
8
TWD
6
PandP
4*
JCR
12
Agency
2gether NHS
Foundation Trust 4 3 5 1 4 9
Adult and
Communities 2 4 5 4 3 5
Community
Rehabilitation
Company
0
Healthwatch 2 2 6 0 0 0
Hereford &
Worcester Fire &
Rescue Service
1
Herefordshire Carers
Support 1 1
Herefordshire CCG 3 3 4 2 12
Hvoss 2 2 3
Lead Member DNA
LA Governance and
Legal services rep Attendance as required
National Probation
Service 1 AR
Public Health 3
West Mercia Police 3 3 6 4 8
Wye Valley NHS
Trust 4 0 4 3 11
*7 meetings were scheduled for the year, however three were cancelled due to low attendance DNA – Member invited, but does not attend
AR - As required
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Appendix 2 To deliver the above, the Business Unit is used, which is a multi-agency funded team overseeing the work of the Board and its sub groups. The unit is funded as follows:
Contributions from statutory partner agencies for 2018/19 remained the same as in previous years at a total of £383,964.
AGREED BUDGET FOR 2018-19
Children's Wellbeing 133,569
Adults Wellbeing 103,000
CCG 80,190
Police 53,510
Probation/CRC 6,136
CAFCASS 550
YOS 1,144
TOTAL GROSS BUDGET
378,099
Note: This total contribution is for the support of the Herefordshire Safeguarding Adults Board, Safeguarding Children Board and the Community Safety Partnership Budgeted costs 2018/19
Category Budget
Salary Costs 275,899
Agency costs 0
Transport costs 750
Independent chair costs
38,520
Serious Case Review costs
10,000
Training expenses 22,000
Office expenses (includes local authority recharge)
37,930
Training income -7,000
Total 378,099
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Appendix 3
Partners Position Statements for HSAB Annual Report
Herefordshire Council, following the statutory duties of the Care Act 2014, continues to place greater emphasis on working with our partners, communities and citizens to encourage, support and facilitate the safety and wellbeing of those who are exposed to or vulnerable to abuse, exploitation and discrimination in all its forms. Our work continues nationally, regionally and locally to lead and develop personal and responsive safeguarding services. Senior officers continue to be involved sharing best practice and ideas. Our principal social worker, the workforce development team and other key professionals arrange training, development opportunities and advice that is available to the Herefordshire safeguarding adults board (HSAB) partners and our own workforce. Assisting with this we recruited a service transformation team In autumn 2018. One of their first key priorities was the development of a robust quality assurance process to continuously capture the current practice standards of front line adult social care staff. In January 2019 the service transformation team launched the ‘quality development framework – operational audits’ defining this quality assurance process, alongside a reviewed supervision policy. Auditing data monthly the service transformation team deliberate, defining the learning opportunities to meet that of individuals, of teams and of the directorate’s needs as a whole, reporting to the director, to the Head of Services’, and to HSAB. Working alongside HSAB, learning opportunities are now in place and continue to be developed. These are the design of:
safeguarding principles of practice, which have been available to all internal staff members as a self-serve model to learning from April 2019;
safeguarding introduction sessions, which are being delivered to new staff members, including the new councillors who had attended in May 2019 - this training covers the governance of safeguarding, the practice in adult social care, and how to raise a concern;
mentoring for new adult social care senior practitioners, which was rolled out in June 2019;
multi-agency Making Safeguarding Personal training; which was procured for roll-out in autumn 2019;
procurement is currently underway to provide staff members with refreshers on safeguarding enquiry skills, mental capacity act and risk enablement with both strengths based and making safeguarding personal approaches at the heart of each topic;
The procurement of recurring mandated training will take place in autumn 2019.; and
In Summer 2019 the service transformation team implemented a ‘workforce development champion’ concept in adult social care services to assist with the roll out of self-serve learning opportunities and to open a continuous two way communication from and to the front line adult social care teams.
Induction is also being reviewed to boost confidence and capability across new frontline staff members, and in addition a bank of anonymised exemplars. With the intention of ascertaining further needs of our partners HSAB and the workforce development team will work closer over the forthcoming months defining and
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implementing the strategic plan of delivery. Herefordshire Council continue to report its participation in the National MSP evaluation. This continues to assist us to develop our safeguarding approach alongside progress made nationally with one of our key priorities being to capture the opinions and experiences of individuals and their families who have required safeguarding to improve our services. The council is also supporting initiatives of Herefordshire Safeguarding board to encourage independent feedback from our customers. This approach we think will support greater transparency and continuing improvement. Operational teams within adult social care continue to work closely with partner agencies to ensure Making safeguarding principles are at the heart of our work with individuals and their families and that the quality of safeguarding decision making and outcomes is monitored, am auditing programme supports this. Autumn 2019 sees the implementation of talk community hubs which will allow us to connect our local community resources to our customers who are vulnerable, isolated and whom always have something positive to offer in return. The nature of safeguarding challenges continues to evolve and we have been continuously working with our partners on developing knowledge and skills to respond to emerging issues in Herefordshire of adult sexual exploitation, human trafficking and modern slavery to name just some of the many facets of modern society that we along with our partners are required to respond to.
Contribution to HSAB Annual Report 2018/19.
The CCGs, as statutory bodies, have responsibility for
ensuring those organisations, from which they commission
services, provide a safe system that safeguards children
and adults (with care and support needs) from harm and abuse.
In May 2018 the safeguarding arrangements for NHS Herefordshire CCG, NHS Redditch
and Bromsgrove CCG, NHS South Worcestershire CCG and NHS Wyre Forest CCG, (The
CCGs) were reviewed due to vacancies within the CCGs’ Safeguarding Teams. The new
arrangements ensured the 4 CCGs’ continue to meet their responsibilities for Safeguarding
and the Designated Function; and provides for a streamlined structure and approach for
safeguarding across the 4 CCGs whilst aligning the processes for safeguarding across the
4 CCGs.
The wider context of safeguarding continues to change in response legislation and to
findings of Inquiries. A key change in this reporting period is The Mental Capacity
(Amendment) Bill 2018. New provisions entitled the Liberty Protection Safeguards (LPS)
are due to replace Deprivation of Liberty Safeguards (DOLS) late in 2019 or early 2020.
The CCGs will have an increased responsibility under this legislation, however the increase
in the funding burden is not clear at this stage. The CCGs and the local Authority will need
to consider the implications in readiness for when the Act becomes operationalised.
The CCG Contributed to meeting the Four HSAB Strategic Objectives during 2018-
2019 through:
1) Partnership working-To develop relationships across agencies that deliver
positive changes to safeguarding
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The CCG is engaged with the work of the local safeguarding agenda and partners with
effective membership of the HSAB through the Chief Nursing Officer and Head of
Safeguarding. The sub-groups of both Boards are resourced by the CCG Safeguarding
Team.
The CCG has supported the HSAB Business Plan in meeting its strategic objectives through
the work of the HSAB and its sub-groups; and through the CCGs’ commissioning activities,
which include contractual, as well as reporting and quality assurance processes.
The CCG seeks assurance from NHS commissioned services that recommendations from
local and national reviews/inquiries are implemented across the health economy. In turn the
CCG report to NHS England (NHSE) /NHS Improvement (NHSI) to provide assurance that
they are commissioning high quality, safe, effective & sustainable care.
The CCG commissioned bespoke ‘Safeguarding Supervision Training’ for health
Safeguarding Leads and Champions; to improve accessibility to safeguarding supervision
for health care practitioners.
The CCG safeguarding team contribute to decision making in respect of whether
Safeguarding Adult Reviews should be commissioned; contribute to and are engaged with
Safeguarding Adult Review and other learning processes once commissioned.
During the reporting period membership of the Safeguarding Boards and their sub-group
meetings has been reviewed from a health economy perspective to ensure effective support
within current resources.
The CCG co-ordinate a Regional Health Safeguarding Leads Forum-colleagues from
Herefordshire and Worcestershire are continuing to meet on a regular basis to share good
practice, learning and improve systems and processes across Herefordshire and
Worcestershire.
2) Prevention and protection-To ensure that Herefordshire residents can recognise
safeguarding concerns and know what to do
A rolling programme of Safeguarding Training has been commissioned by the Head of
Safeguarding to provide face to face Mental Capacity Act and Deprivation of Liberty
Safeguards training; Level 3 Safeguarding Adult Training; and Prevent Level 3 to the CHC
Team, CCG Quality Team and GP Practices. CCG training compliance is 85% at year end.
A new CCG Safeguarding Training Strategy has been ratified and is available on the CCG
intranet for all staff.
The Safeguarding Adult, Domestic Abuse and Supervision policies have also been
refreshed.
The CCG is a member of the Channel Panel, the County’s multi-agency PREVENT Steering
Group and the Herefordshire SOCJAG (Serious and Organised Crime Joint Action Group)
which links to the County’s PREVENT and Community Safety Partnership agendas.
3) Communications and engagement- To deliver the messages from the board and
recognise the voice of those we safeguard
Key Messages from the board are disseminated to GP Practices via the CCG
Communications team. Lessons learned from SARs / DHRs and other reviews/inquiries are
also incorporated into training sessions delivered to GPs.
In addition, the CCG Safeguarding Team, will undertake Quality Assurance visits in
conjunction with the CCG Quality Team and Adult Social Care colleagues.
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Key messages from the board are also disseminated to Care Homes by the CCG.
4) Operational effectiveness-To ensure safeguarding knowledge, processes,
systems and structures are embedded across all agencies
Reporting processes have been reviewed in order to strengthen the data reported both
within the CCG and from the services we commission. This includes the revision of the
Quality Schedule Safeguarding Template; which will strengthen what is reported and when,
in respect of Safeguarding matters, by NHS Provider organisations.
The Nursing Home and Residential Home Quality Assurance team is a joint health and
social care team which has been established to support high quality and safe care in
Herefordshire care homes. The CCGs’ safeguarding team support and work with this team
to improve quality and safeguarding standards. Pathways for receiving relevant Quality
concerns such as reporting of serious incidents and/or Safeguarding concerns from care
homes are being developed to further improve communication and engagement with this
sector.
Safeguarding Support to GP Practices and Taurus- the Deputy Designated Nurse (Primary
Care Safeguarding Lead) and Named Professional for safeguarding are providing support
to GP practices, within Herefordshire. This includes reviewing safeguarding knowledge,
systems and processes, as well as continuing to provide advice and support; particularly in
respect of readiness for CQC Inspection.
Modern Slavery -Modern Slavery Statements, which are a statutory requirement for the
CCGs, are on the CCG’s website. The CCG attend the West Midlands Anti-Slavery Network
(WMASN). West Mercia Police have held an Anti-Slavery day which all partners attended
with a view to developing a West Mercia Anti-Slavery Group as the WMASN is West
Midlands area focussed. Processes for the management of adults (with care and support
needs) who have been trafficked or drawn into Modern Slavery are in place following central
government direction and regional development.
Position Statement for HSAB Annual Report 2018-19 Wye Valley NHS Trust (WVT) was established in April 2011 and is
the provider of healthcare services at Hereford County Hospital,
along with a number of community services for Herefordshire and
its borders. We also provide healthcare services at community
hospitals in the market towns of Ross-on-Wye, Leominster and Bromyard.
Safeguarding vulnerable adults is everyone’s business and WVT is committed to
safeguarding adults across the organisation. The welfare of people who come into contact
with our services either directly or indirectly is paramount and all our staff have a
responsibility to ensure best practice is followed and integral to everyday practice.
As part of the Trusts commitment to safeguarding adults throughout all its services, we have
a dedicated Adult Safeguarding Lead Nurse, Mental Capacity (MCA) and Deprivation of
Liberty Safeguards (DOLS) Lead Nurse along with specialist Learning Disability Liaison.
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The Director of Nursing is the Executive Lead for safeguarding and has clear oversight of
safeguarding activity.
In line with the Care Act 2014, WVT has continued, over the last twelve months, to work
closely with partner agencies and is a key member of the Herefordshire Safeguarding Adults
Board (HSAB) and associated sub groups. We are committed to working collaboratively
with other agencies, sharing information in a safe and appropriate manner. WVT produces
an adult safeguarding annual report which is also shared with partner agencies.
We have a safeguarding training programme in place to ensure staff are aware of their roles
and responsibilities and act appropriately and proportionately to any safeguarding concerns
raised. The WVT adult safeguarding team see it as a priority to support staff in clinical
practice with the aim to achieve an appropriate outcome for the individual at risk.
WVT has signed up to the HSAB safeguarding policies and procedures which are available
to all staff and there are local flowcharts in all clinical areas as an immediate guide to support
staff in their decision making.
During 2018-19 Making Safeguarding Personal (MSP) has remained a high priority for the
Trust in ensuring the adult, their wishes and desired outcomes are at the centre of the
safeguarding process; MSP has been a shift in culture and practice and we have recognised
the importance of a patient centred approach to safeguarding and have made progress in
promoting and embedding the principles of MSP. The learning disability liaison role has
supported the implementation of the NHS Improvement Learning Disability Standards 2018,
to improve the quality of care for patients living with a learning disability. The role has
demonstrated more reasonable adjustments have been made for patients living with a
learning disability using WVT facilities as well as improved support for family and staff.
Cath Holberry
Lead Nurse Adult Safeguarding
2g continues to play an active part and is fully committed to multi-agency working, with all partners at the Herefordshire Safeguarding Adult and Children Board, in order to safeguard children and adults at risk of abuse or neglect. Achievements 2018/19 2g has maintained the take up of training for safeguarding adults and children within a ‘Think Family’ approach. This involved Making Safeguarding Personal (MSP) and incorporated safeguarding children within the adult’s social network. 2g has contributed to the Safeguarding Boards’ training pool (and practitioner forums) jointly delivering training on recognising neglect in families. Level 3 Prevent e-learning is now a statutory training requirement for many staff (according to role). Staff working within adult teams, have received improved access to informal safeguarding supervision via the Trust’s Safeguarding Team. The delivery of Safeguarding Supervision to staff working directly with children continues on a monthly basis. This is modelled on reflective practice as advocated within children’s safeguarding (and the NSPCC) and includes formal group and one to one sessions. In line with the Boards’ objectives, 2g has specifically shared learning from Safeguarding Adults Reviews, Serious Case Reviews and other learning models, and from multi-agency
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and single agency (internal) audits. 2g particularly focussed on MAPPA, the Prevent agenda, Domestic Abuse, ‘MSP’, improving documentation of safeguarding activity, and early help for children and families. 2g has actively participated in Board and sub group activity, ranging from chairing sub groups to front line staff taking part in learning events / audits. Priorities for 2019/20 2g plans to continue working in partnership to improve overall safeguarding activity across the County. This will involve participation in the new arrangements for childrens safeguarding and all sub groups activity for adults. There will be a focus on learning from multi agency and internal single agency audits; Domestic Homicide Reviews, Safeguarding Adult Reviews, Serious Case Reviews and other learning models (e.g. Practice Learning Reviews). 2g will also work on improving the quality of safeguarding referrals for adults by evidencing ‘MSP’ and for children (evidencing Levels of Need guidance). The Trust will stress employment of the Escalation Policy, increase awareness of Domestic Abuse and Sexual Violence; Prevent and MAPPA. Enhancing knowledge of early help for children and families, with a stress on neglect strategies and toolkits will follow on from last year. Safeguarding Children and Adults remain a priority in the delivery of Mental Health and Learning Disability services, irrespective of financial demands and constraints in the current economic climate. Quality Assurance - 2g will continue to provide assurance to the Board that Safeguarding Priorities are in line with best practice and evidences positive outcomes for families. Through our own internal Safeguarding Subcommittee we will monitor our objectives to ensure they are delivered in line with the Safeguarding Board strategic agenda. Alison Feher, Designated Nurse
West Mercia Police remain committed to their vision to protect people from harm. To achieve this 2019 has seen the launch of our new values. These are; Public first, Ownership, Courage and Compassion. These values are key to delivering our priorities which, along with Safer Homes and Safer Roads, focuses on Safer People. The priority of Safer People has a particular emphasis on the most vulnerable in our society. This sees the police in Herefordshire lead on Domestic Abuse for the Community Safety Partnership (CSP) and play a pivotal role in the Serious and Organised Crime Joint Agency Group (SOCJAG), which seeks to prevent harm to the community through the impact of Serious and Organised Crime. This group has tackled ‘cuckooing’ (the targeting of vulnerable people in their homes to use for drug dealing) and the public health concerns of illicit tobacco and alcohol amongst more traditional crime types that target the vulnerable. The vulnerability strategy under the corporate branding of 'see past the obvious' encourages Officers and Staff to be professionally curious in situations where adults may appear vulnerable for a whole range of reasons. A range of training opportunities has given staff the confidence to be able to respond appropriately to individual needs and to work in partnership with other agencies. The current training delivery programme is focusing on ‘DA Matters’ and the impact on the whole family of Domestic Abuse. West Mercia Police recognises that protecting the vulnerable is everyone's responsibility. A model known as THRIVE (Threat, Harm, Risk, Investigation, Vulnerability, Engagement) is utilised to ensure the most appropriate response and resource is utilised to support victims and investigate crime. Where matters reach the Safeguarding threshold for Adults, staff in our dedicated Harm Assessment Unit work with their colleagues from other agencies (e.g. Local Authority, health) to ensure that information is shared and brought together to get a full picture of the background and risk to a the adult.
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West Mercia Police continue to strive to make safeguarding personal (MSP) and the force is currently working on guidance to its staff that meets this core principle whilst meeting our wider legal obligations on advice from the National Police Chiefs Council. The national Code of Ethics for Policing highlights openness, fairness and respect amongst other attributes and we believe these are at the heart of MSP together with the Police and Crime Commissioners (PCC) plan which places an emphasis on putting victims first and reassuring the community
The National Probation Service (NPS) is responsible for all sentencing assessments and proposals as requested by the Courts. The NPS supervise the large majority of sexual offenders and those assessed as being at high risk of causing serious harm, delivering all community sentences ordered by the court and supervising offenders on release from custody. All individuals are assessed via the Offender Assessment System (OASys) which determines the level and type of risk posed, and formulates a plan to manage risk for the duration of supervision. Risks to others, including children, are considered in each case and checks are made with other agencies such as Children’s Services. The NPS ensures that any constraints on liberty e.g. Curfew are complied with and administer specific requirements e.g. Unpaid Work. Probation professionals must exercise judgement and recall an individual to prison, return them to court or seek to re-engage if they do not comply with requirements. Professionals work in prisons to prepare individuals for release. From September 2019 the NPS will implement the Offender Management in Custody model whereby all long term prisoners will be supervised by an Offender Manager in the prison rather than the community. This will improve the levels of contacts for prisoners and enable improvements in sentence and release planning. In delivering the sentence of the court it is a key role of the Offender Manager to work with the individual to reduce the risk of re offending through dealing with pressing needs such as accommodation, alcohol and drug abuse or relationship issues. Skilled professionals will help individuals to recognise the need to change, identify the advantages of change and provide specialist support and encouragement when they decide to change, and ensure they develop skills to cope with potential lapse. The NPS has a clear practice framework which requires all staff to take responsibility to safeguard children and adults. Child Safeguarding, Adult Safeguarding and Domestic Abuse training is mandatory for staff at all levels. Staff have access to all policies, guidance and processes via a national resource system, EQuiP. The NPS places a high priority on staff knowledge and development, deploying local Quality Development Officers to ensure practice is of a good quality, and to work on specific areas where improvements may be required. West Mercia NPS is part of NPS Midlands. The 2018 HMIP inspection of the Midlands NPS rated the area overall as “good”. Jackie Stevenson Head of West Mercia Probation Service
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Warwickshire and West Mercia Community Rehabilitation Company (WWMCRC) has a duty to carry out the sentences and orders of the courts; to protect the public and to rehabilitate offenders. It also has a duty under the Safeguarding Children Act 2004 for ensuring staff are competent to carry out their responsibilities for safeguarding and promoting the welfare of children. The current times for WWMCRC present unique challenges as the Government’s response to the Transforming Rehabilitation consultation was published in May 2019 and has led to the announcement that the offender management function of Probation will be taken back into the public sector from 2021. Whilst the Government remains committed to a mixed market approach to delivering certain elements of Probation services which include Accredited Probation and Unpaid work, it is as yet unclear what the final operating models will look like. Unsurprisingly, this has left a number of unanswered question for staff at all levels of the CRC and we continue to lead our teams through the ever changing landscapes of policy, whilst maintaining our focus on delivering a high quality service to stakeholders and service users alike, ensuring that safeguarding both children and adults remain at the core of our practice. Over the past twelve months there have been a number of staffing changes at the CRC in Hereford. The number of officers have been reduced, although they still maintain the stability in the number of cases managed. Furthermore, George Branch the previous Assistant Chief Officer has moved on to oversee Warwickshire with effect from April, so Jo Goldie a new Assistant Chief Office has taken oversight of Herefordshire as well as Worcester. WWMCRC will no doubt continue to change shape as the emerging picture of Probation Services unfolds. However, safeguarding and public protection will always remain intrinsically linked to each and every element and function of service delivery. I sincerely look forward to leading the team at Hereford forward through the next season and will no doubt be updating stakeholders on the ever moving transitions of services as and when they happen. Jo Goldie Assistant Chief Officer
Herefordshire Fire and Rescue Services continue to engage in the work of the Board and have worked across a multi-agency forum to introduce several initiatives:
Safe and Well Visit Form Hereford and Worcester Fire & Rescue Service (HWFRS) have amended their Home Fire Safety Check (HFSC) form to include questions that support the work of other agencies improving the referral process of vulnerable adults to relevant support organisations. The original HFSC form supported the fire prevention strategy for HWFRS which incidentally provided information that resulted in a
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referral to other support services for vulnerable adults. The inclusion of additional new specific questions has assisted in the identification of other issues or concerns; which have enabled HWFRS to refer vulnerable adults to the correct services improving their safety and wellbeing. Shared premises – HWFRS & West Mercia Police (WMP) The HWFRS Community Risk Department – Herefordshire has moved into Hereford Police Station. The HWFRS community risk department is responsible for delivering preventative support (Fire Safety, Road Safety, Water Safety and Arson Reduction) to vulnerable adults in Herefordshire. This work is closely linked to the work of the WMP Harm Hub. The move has enabled closer working relationships to be established, leading to improved sharing of information between these organisations and will provide improved preventative services and support for vulnerable adults in Herefordshire. Hereford IGNITE Scheme Members of our Community Risk team including our Service Volunteers have undertaken a project at Brookfield School, Hereford entitled IGNITE. The week long scheme delivered to Year 10 pupils focused on a number of elements including team work, leadership and effective communication. Throughout the week the young people were given a number to challenging tasks to complete which involved them working together in order for them to achieve the set tasks whilst demonstrating the new skills they had developed. As well as receiving input into a number of operational elements they also took part in a number of workshops involving fire and water safety, arson awareness, first aid and road safety during which they were able to observe an RTC reconstruction led by Green Watch and DCP at Station 46. The students, all of whom are currently passengers in vehicles and many of whom will be looking to drive in the future took a great deal from the experience. The week concluded with the students tackling a simulated car fire bringing together all the skills and knowledge they gained and all the students were presented with a certificate by the Service formally recording and recognising their achievements. The school were also very pleased with how the pupils developed and worked together, with the Deputy Head teacher adding “I just wanted to catch up with you to say a big thank you for the course that you and your team presented for our students. I just wanted to re-emphasise how successful we as a school felt that the course was. All the students gained a tremendous amount from the activities and being together, learning those skills of teamwork, communication, leadership and responsibility in a fun and exciting way” Based upon the success of the project it is envisaged that further schemes may be rolled out in the future.
Herefordshire Safeguarding Adults Board Council Offices
Hereford HR4 0LE
Email: [email protected] Tel: 01432 260100
