Sub group work programmes, linking to this Annual Plan to be developed. Sub work programmes developed and approved. 1.2 Reporting The Board's Sub Groups currently report on a quarterly basis to the Board via the Operational Committee. The Annual Report for the Board is completed each year. Ensure that reports are consistent and are demonstrating outcomes. The Annual Report for 2015/16 needs to be published by 31 July 2016. Partner agencies need to demonstrate to the how they are discharging their safeguarding responsibilities. Introduce a consistent scorecard reporting system for all Sub Groups that sets out measurable performance targets and outcomes. Operational Committee Quarterly scorecards presented to the Operational Committee. Complete and publish the Board's Annual Report by 31 July 2016. Annual Report completed. Ensure Partner Agencies report to the Board on the outcomes of inspections/reviews and any actions that need to be implemented Inspection reports and reviews considered and monitored. 1.3 A risk register is not currently in place for the CTSAB. There needs to be a risk management process developed to ensure that risks are identified and are continuously monitored and reviewed by all Board members. Develop risk register and with Board. Operational Committee Risks and mitigating actions are identified. Risks are managed, reduced or eliminated. Ensure that all sub groups contribute and update the risk register. Place as a standing item on the Operational Group agenda and escalate risks to the Board as appropriate. 1.4 The current Business Unit consists of 2 members of staff that The Business Unit support structure needs to be strengthened to Establish new structure of Business Unit and appoint as appropriate. New staff appointed.
Business Unit have historically supported the CTSCB only. ensure the Board (as well as the Adults Board) is well supported and compliant with the Act. Boards Business Manager Secure appropriate funding contributions from partner agencies to support the effective operation of the Unit. Partner agreements in place. 1.5 Policies & Procedures The CTSCB Policies and Procedures Sub Group (PPG) is well established and has a work programme in place that is monitored on a quarterly basis. The Group has recently expanded its remit to incorporate adults' policies and procedures. The work programme of the Sub group needs to be further developed to incorporate the Adults policies and procedures. Develop the work programme of the PPG to include Adults and MASH policies and procedures. Ensure that the responds to any changes to the All Wales Procedures for children and adults as a result of the Act. Protocols and Procedures Sub Group Joint work programme in place. Policies and procedures reviewed in accordance with the timescales included in the work programme. New scorecard reporting format to be developed. Quarterly reports submitted to the Operational Committee. Ensure that the PPG continues to review and update policies and procedures and makes recommendations on appropriate training/awareness raising. Training/awareness raising requirements are remitted to the Learning and Development Sub group as appropriate. 1.6 Social Services & Wellbeing Act The Act will come into force on 6 April 2016. An action plan is already in place to ensure that the Board is compliant Actions contained within the SS&WB action plan to be implemented accordingly SS&WB Action Plan to be monitored by the Boards Reports to be presented to the via Operational Committee on a quarterly basis and risks/issues escalated where required SS&WB Act Task and Finish Group Quarterly highlight reports and progress on actions presented to the Board on a quarterly basis. To include risks and issues requiring escalation. 1.7 National Policies and Procedures The National Assembly guidance 'In Safe Hands' and the Wales The two national documents are in need of updating as a CTSAB to contribute to the revision and updating of these documents. Cwm Taf Safeguarding Adults Board/ New national policy and procedures are in place.
search of accountability' which had some specific recommendations for Safeguarding Boards. An event was held in November 2015 looking at the whole report and some suggestions were made to the Board about what actions it should consider. incorporated into the business plan with timescales for delivery. Ensure that the actions for Safeguarding Boards within the report have been completed. 2.4 Sexual Violence and Domestic Abuse Governance arrangements As part of the Cwm Taf wide partnership review consider if the governance for DA SV should sit within the of Safeguarding. The CTSAB need to work with the Cwm Taf Sexual Violence and Domestic Abuse Executive to review existing arrangements for management Agree the governance arrangements for Sexual Violence & Domestic Abuse. Task and finish from CTSAB, CTSCB and SVDAF Executive group. The future governance arrangements for Sexual Violence & Domestic Abuse are agreed If agreed, integrate the work into the operational delivery framework of the Safeguarding Boards. If agreed, work is included in operational delivery framework. 2.5 Suicide and Self Harm There is an ongoing review of strategic partnerships across Cwm Taf region, in order to deliver the required Public Service Boards and the need to rationalise partnerships. The strategic lead for people 0-24 lies with the CTSCB. For We need to consider the links between the Safeguarding Boards and Together for Mental Health partnership to ensure that the links and roles of the SCB, SAB and Together for Mental Health partnership are clear and understood. Review the current governance arrangements for the Suicide and Self Harm Steering Group to ensure a good fit between the three groups with responsibilities or interests in suicide and self harm prevention. Clarity of governance arrangements to address suicide and self harm issues.
Adults who are, or may be, affected by the exercise of a Safeguarding Board’s functions must be given the opportunity to participate in the Board’s work. Safeguarding Boards must work within the ethos of the theme of Voice and Control which underpins the Act to support people to achieve their personally identified outcomes. Priority Area Where are we now? What needs to improve? What do we need to do? Who is responsible? How will we measure success? 3.1 Strategy Communications and marketing does not currently come under the responsibility of a particular Sub Group. At present, this is picked up by the Learning and Development Sub Group. There is a need to improve the methods by which the Board publicises its work by engagement and collaboration with other agencies and by discussions with users and members of the public. There is a need to review the approach taken to communications to ensure that it sits within the correct governance structure of the Board. Carry out a review of the current Training and Communications Sub Group remit Learning and Development Group Review of training and communications completed and recommendations implemented Develop a children and adults Communications and Engagement Strategy. Ensure that all communications are developed to suit the audience, ensuring readability and translated into Welsh. Communications and Engagement Strategy developed and implemented 3.2 Safeguarding Boards Website The new Cwm Taf Safeguarding Boards website was launched in November 2015. This is a joint website with the Cwm Taf Safeguarding Children's Board. The website needs to be regularly updated and developed to support the Board's Communication Strategy. Website to be updated and maintained, including Welsh translation. Partners to be encouraged to contribute to the ongoing development of the website. Cwm Taf Safeguarding Boards Business Unit Number of hits on website. Feedback received via the website.
3.3 Participation The Board currently engages with children and young people on an ad hoc basis via existing groups such as the Youth Forum and LAC groups. At least once a year Safeguarding Boards must give children the opportunity to participate in one or more events of the boards work. Links to be made with the Cwm Taf Public Engagement Group and existing groups in Cwm Taf, including the newly established Citizens Panel. Learning and Development Group Participation included in the Board's Communication Strategy. Each Board meeting to consider opportunities for engaging with children and young people. An evaluation process to be developed to ensure that feedback received is meaningful. Cwm Taf Safeguarding Adults Board Record of discussions to include participation of adults. Number of adults participating in the work of the Board Safeguarding Week 2016 to involve an event for adults. Learning and Development Engagement activities to be evaluated. 3.4 Safeguarding Week The Safeguarding Boards hosted Safeguarding Week 2015, the first of its kind in Wales. are underway for Safeguarding Week 2016. Consideration is to be given to this being a national event. Safeguarding Week to be held in 2016, to include a professionals/ stakeholder and a public event. Learning and Development Safeguarding Week held and evaluated. Outcome 4: There is effective inter-agency safeguarding practice and processes in place that are supported by robust quality assurance and information sharing systems What does this mean? Safeguarding Boards are required to co-ordinate the activities of each person or body represented on the Board in relation to protecting and preventing abuse, neglect or other kinds of harm to adults at risk and to ensure the effectiveness of those activities. They have an overall responsibility for challenging relevant agencies in an area so that: there are effective measures in place in to protect adults who are experiencing harm or who may be at risk as the result of abuse, neglect or other kinds of harm, and There is effective inter-agency co-operation in planning and delivering protection services and in sharing information.
The Safeguarding Board takes responsibility for overseeing regionally Deprivation of Liberty Safeguards under the Mental Health Act 2005 so that people who do not have capacity to make decisions about where they live because of a mental disorder are appropriately safeguarded. Priority Area Where are we now? What needs to improve? What do we need to do? Who is responsible? How will we measure success? 4.1 MASH The Cwm Taf Multi-Agency Safeguarding Hub (MASH) was launched in 2015 and has significantly improved the sharing of information between agencies, helping to protect children and adults from harm, neglect and abuse. With the MASH being fully operational for almost a year, there is a need to evaluate its impact to date and review the current processes to ensure that they are achieving positive outcomes. A MASH Senior Managers Group has been set up to oversee this. Carry out a process mapping exercise to review the effectiveness of the MASH processes to date. MASH Senior Managers Group Process mapping completed and a proposal in place to make appropriate changes. Carry out an evaluation of the MASH, to include feedback from service users and professionals. Evaluation carried out with recommendations for further development and improvement. Embed the performance of the MASH into the work of the CTSAB's AQA Sub Group. MASH data incorporated into the QA Scorecard. 4.2 Information Sharing WASPI Information Sharing agreements are in place within the MASH. There is a need to ensure that adequate systems are in place to enable the effective sharing of safeguarding information amongst all agencies. Consider for development, including agreements between third sector organisations and other statutory agencies. Develop wider information sharing arrangements between other local authority's MASH. Operational Committee Information Sharing protocols in 4.3 Escalation processes The Escalating concerns protocol relating to care homes is now 5 years old. The protocol needs to be reviewed to ensure that there is an appropriate escalation procedure regarding increasing concerns about the operation of a care home. Update the escalating concerns protocol. Protocols and Procedures Sub Revised escalating concerns protocol is in place and being applied by all agencies .
There is a protocol in place in relation to the Resolution of Professional Differences. The existing protocol is in need of revision. Carry out a review of the Resolution of Professional Differences Protocol. Protocols and Procedures Sub Group Revised protocol is in place and disseminated to all agencies. A CSSIW recommendation following an inspection of Safeguarding in RCT identified the need for discussions between agencies to confirm process and procedure where there are systemic failures in care settings, resulting in multiple safeguarding referrals, and where the police are investigating. Improved communication is required where there are multiple safeguarding referrals within a care home to ensure that people are appropriately safeguarded. Develop an appropriate protocol to improve communication and decision making where there are multiple safeguarding concerns. Protocols and Procedures Sub Group A protocol is in place and being used appropriately. 4.4 Quality Assurance The CTSAB's Adults Quality Assurance Group (AQA) monitors, audits and quality assures the effectiveness of local organisations’ and individuals’ work to safeguard and promote the wellbeing of adults. There is need to continue the work of the AQA through the monitoring and evaluation of performance and carry out audits, as appropriate, to ensure that there are improved outcomes for the person. the format for the new scorecard reporting format. Adults Quality Assurance Sub Group AQA reporting scorecard in place Develop the AQA work programme for the coming year. AQA work programme in Complete quarterly reports to monitor performance. Quarterly reports submitted to Operational Committee 4.5 Systems A new Information System for social care and some elements of the NHS is to be introduced by the end of 2017. The NHS has multiple, Systems to support safeguarding need to be updated and modernised to comply with the forthcoming changes. Operational services to link in with Information systems work being undertaken in preparation for CCIS for Wales.
some paper-based, systems. The Welsh Government is introducing a new Safeguarding Performance framework from April 2016. The MASH Mhub system is currently in place. The MASH Mhub data sharing platform requires further development, including the roll out of Mhub for Cardiff MASH and of wider MASH ICT systems to ensure that these are fit for purpose. Cwm Taf Safeguarding Adults Board Work with Information within local authorities to ensure that PI & reporting requirements can be met. MHub upgrades to be completed. 4.6 Protection and Support orders The Social Services and Wellbeing Act introduces the Adult Protection and Support Order (APSO) to allow prescribed officers to apply for a court order to enter a property to assess whether there is an adult at risk at the property. Following final statutory guidance the CTSAB needs to implement a process to implement APSO's. Establish a process to authorise an APSO. Cwm Taf Safeguarding Adults A protocol and process is in place to manage APSO applications. Appoint and ensure training is provided for authorised officers. There is a pool of authorised officers to apply for and carry out an APSO. 4.7 Deprivation of Liberty Safeguards (DoLS) The Deprivation of Liberty Safeguards (DoLS) Sub Group oversee the implementation of the Safeguards across the The work of the DoLS Sub needs to progress and reporting structures need to be in place for reporting to the CTSAB. Establish scorecard reporting to the SAB. Sub reporting is established. DoLS QA to develop performance reporting and audit programme. Audit tool developed and agreed.
Merthyr CBC, RCT CBC and Cwm Taf UHB. Review training requirement for DoLS. Training requirements and provision reviewed. Outcome 5: The Board ensures that safeguarding inter-agency training and dissemination of learning and research is used to support a more confident and knowledgeable multi agency workforce What does this mean? As part of developing a positive culture of learning and development, a Safeguarding Board should ensure that information is widely disseminated within the workforce to inform them about best practice and learning arising, reviews, audits and other Board activities. It should also ensure that practitioners are receiving or have access to the training they need in adult protection and the prevention of abuse, neglect or other forms of harm. Understanding the nature and extent of abuse, neglect and other forms of harm and the effectiveness of services to prevent and protect adults at risk from harm are fundamental to improving the knowledge base of a Safeguarding Board and ensuring informed decision making. A Safeguarding Board should therefore provide for research and evaluation studies, either by undertaking or commissioning small scale studies or by co-operating with and encouraging agencies to co-operate with studies being undertaken locally or nationally. Priority Area Where are we now? What to improve? What do we need to do? Who is responsible? How will we measure success? 5.1 Research The CTSAB does not currently undertake or commission research in a coherent way; research opportunities are ad hoc in nature. The CTSAB seek to develop relationships with academic and other policy and research organisations to influence and promote good practice and to make more coherent use of post graduate work from colleagues in all agencies. Make better use of staff undertaking post graduate dissertations requiring them to research work on current safeguarding issues. Learning and Development Sub Group Research opportunities identified. Consider ways of commissioning research or linking into existing research.
Safeguarding Adults Boards and Safeguarding Children Boards. The CTSAB is more recently established than the CTSCB and is still undergoing development. Opportunities for collaboration between both Boards are being identified. safeguarding arrangements for everyone and that any artificial barriers based on age begin to be broken down. Opportunities need to be sought for the Board to operate in parallel and arrangements for the Boards should allow sharing, exchange and on matters of mutual concern, and that this should be supported wherever possible by common functions and procedures. Joint initiatives in place e.g. website, safeguarding week, communications. 6.2 National Independent Safeguarding Board The Act sets out the responsibilities of this newly created Board which will act as an advisory board for the Welsh Government. It will work alongside Safeguarding Adults Boards and Safeguarding Children Boards to secure consistent improvements in safeguarding policy and practice throughout Wales. Although the Safeguarding Boards are not accountable to the National Independent Safeguarding Board they must give an account of their activity to the National Board and supply it with any information or shared learning it requests. Establish effective between the CTSAB and the National Board. Cwm Taf Safeguarding Adults Board Requests for information responded to within timescales Collaborative initiatives completed. 6.3 Regional and other National Safeguarding Boards The CTSAB is newly developed and to date has not undertaken any joint work with other regional or national boards. The CTSAB has a responsibility to share learning with other Safeguarding Boards as appropriate. The Board needs Consider opportunities to establish links between the CTSAB and other boards. Cwm Taf Safeguarding Adults Collaborative initiatives completed.
There has been some collaboration between the APR and Gwent MAPPA (Multi Agency Public Protection Arrangements) SMB. to consider ways of working with other Boards with the aim of achieving a more coherent and consistent approach across Wales. 6.4 Public Service Boards There is an ongoing review of strategic partnerships across Cwm Taf region in order to deliver the required Public Service Boards and the need to rationalise partnerships. The SAB needs to work with the review group and the emerging PSB to support the transition. Ensure that the role of the SAB is understood by the PSB and that the links and relationships with the Community safety partnership and Mental Health strategic group are clear and understood. Cwm Taf Safeguarding Adults Board There is a clear structure and accountability for all aspects of Safeguarding in the Cwm Taf region.