Evaluation of Effectiveness for 2016/17 Strategic Priority 1 – Governance Priority Area Actions Who is responsible? Timeline Outcome Position at 31st March 2017 Develop a performance Framework Establish what an effective performance framework looks like Develop a draft performance framework Pilot the framework for usefulness Quality and Performance Monitoring sub group August 2016 The WBSAB has a performance framework that allows for local audit, data collection, analysis & regularly reports to the Board. A draft performance framework has been developed but yet to be piloted. Under SSWA new performance indicators have been issued by WG for social care services. It is agreed that any effective performance framework needs to effectively link to the WG PIs. 1.2 Effective data collection & analysis The Quality and Performance Management Subgroup will collect data and analyse on a regular basis The subgroup will ensure data is collected from multi agencies on a range of themes such as DoLS, Anti Slavery, Human Trafficking, Domestic Abuse, Sex Quality and Performance Monitoring sub group March 2017 The Board will be fully informed about the specific groups of adults which require safeguarding focus DOLs and Human Trafficking is reported on an ad hoc basis. However there is no mechanism to effectively report consistently across the region. A DOLS sub group has been established to tackle this area. Domestic
workers Analysis will be able to identify trends, peaks and themes within specific groups in order to make recommendations for audit and focus Abuse, sex work etc will be added to data collection once a consistent approach can be adopted. 1.3 Develop consistency of practice across the work of the Safeguarding Board Ensuring a consistent complaints policy. Ensuring that we implement the new APSO and Adult at Risk procedures consistently Consistency of approach in the application of DoLS Policy, Procedure & Practice Subgroup March 2017 Consistency of Practice The PPP group has worked to develop a complaints policy consistent with individual agency arrangements and work remains ongoing. APSO procedures have been implemented but yet to be used. An audit of effectiveness should be carried out in 12 months. There is a consistent approach to DOLS however there also remains local process and priority which can be expected. The DOLS sub group will continue work in this area.
Strategic Priority 2: Establish Links with Partner Agencies Priority Area Actions Who is responsible? Timeline Outcome Position at 31st March 2017 2.1 Ensure that the Board is informed of relevant national reports e.g. Older Persons Commissioner “A place called home”, Flynn Report “In search of Accountability” and makes necessary link with other Boards (WBSCB, Domestic Violence Forum, National Independent Safeguarding Board) Establish links with the National Independent Safeguarding Board Receive reports from other Boards as appropriate in order to share good practice and area for learning and improvement Both WBSAB and WBSCB feed into the Business Management Unit as necessary Business Management Unit / Chair / Subgroup Chairs March 2017 Improved collaboration, knowledge and understanding Strong links have been made with WG, other regional safeguarding boards and the National Independent Safeguarding Board. A member of NISB attends Board meetings and is a useful conduit into the national agenda. Partnership reporting is routine on the SAB agenda encompassing Community Safety Partnerships, Human Trafficking, Prevent/Channel etc. 2.2 Ensure learning lessons from practice reviews are disseminated to all agencies as appropriate Update the Board as appropriate Dissemination information Co-ordinate a learning event Strategic Training Management Group Ongoing Improved Learning and Sharing Information There are 5 Adult Practice Reviews currently taking place. The process and practice guidance for undertaking APRs was only issued early 2017 and therefore progress
informed & engaged in the work of the Safeguarding Board. Proactively encouraging the feedback from citizens and providers on policy development and proposed changes in practice Board need to be proactively seeking views and contributions and an appropriate representative to sit on the Board. wider workforce as well as raise awareness. Currently there has been no recruitment to the Board from the public and it is anticipated that the Board should become more established to ensure meaningfulness for citizen engagement. The Board links with the 3rd sector providers’ group to consult on process and policy where applicable. Later in 2017 the Board will also engage citizens in the development of national protection procedures.