Topic outline

  • 1. Sunderland Safeguarding Adults Executive Board

    Sunderland Safeguarding Adults Executive Board (SSAB) is committed to achieving 'zero tolerance' in terms of abuse or neglect of Adults at Risk, and to the operation of effective safeguarding processes that are underpinned by the following values:

    • Every individual has a right to be protected against harm and exploitation, and a right to dignity and respect;
    • It is everyone's responsibility to safeguard Adults at Risk within our society.

    Whilst the Council, NHS Partners, the Police Authority and others hold ultimate responsibility for safeguarding within their individual organisations, it is the SSAB that brings the critical interdependence that maximises the effectiveness of their activity.

    Safeguarding Principles

    The work of the SSAB is underpinned by the 6 Key Principles of Adult Safeguarding identified in the Care Act (2014):

    • Empowerment – People being supported and encouraged to make their own decisions and informed consent;

      “I am asked what I want as the outcomes from the safeguarding process and these directly inform what happens”
    • Prevention – It is better to take action before harm occurs;

      “I receive clear and simple information about what abuse is, how to recognise the signs and what I can do to seek help”
    • Proportionality – The least intrusive response appropriate to the risk presented;

      “I am sure that professionals will work in my interest, as I see them and they will only get involved as much as needed”
    • Protection – Support and representation for those in greatest need;

      “I get help and support to report abuse and neglect. I get help so that I am able to take part in the safeguarding process to the extent to which I want”
    • Partnership – Local solutions through services working with their communities. Communities have a part to play in preventing, detecting and reporting neglect and abuse;

      “I know that staff treat any personal and sensitive information in confidence, only sharing what is helpful and necessary. I am confident that professionals will work together and with me to get the best result for me”
    • Accountability – Accountability and transparency in delivering safeguarding;

      “I understand the role of everyone involved in my life and so do they”

    The Board also works to and promotes the following key principles:

    • Provision of strong, effective leadership;
    • Support communications, collaboration, innovation and raising awareness;
    • Embrace partnership working;
    • Promote quality, performance and 'learning lessons';
    • Develop and implement training and workforce development;
    • Prevent and respond to abuse;
    • Develop and implement robust governance arrangements.

    SSAB leads and holds to account partners for Safeguarding Adults in the City, in order to maximise positive safeguarding outcomes for those living in Sunderland. SSAB ensures that it has a shared strategic vision that is embedded in the strategies and plans of the Council and all of its partners and that the work of SSAB interfaces and is complimentary to the Safer Sunderland Partnership, Adult Partnership Board, Health and Well Being Board and the Safeguarding Children Board, both from an operational and strategic perspective.

    SSAB partners must therefore be active and able to influence and direct their organisations in ensuring adults are and feel safe and are supported to challenge and change abusive situations, lead and support the development and implementation of safeguarding practices and procedures within their own organisations, take forward agreed Action Plans which prevent and minimise abuse, protect individuals and support the delivery of fairness to all.

    SSAB leads work in the City to ensure that for adults who are at risk or in vulnerable situations, the partners or agencies that support them and the wider community can:
    • Enshrine a culture that will not tolerate abuse and neglect;
    • Raise awareness about abuse and neglect;
    • Prevent abuse and neglect from happening wherever possible;
    • Where abuse and neglect does happen, support and safeguard the rights of people harmed to:
      • Stop abuse and neglect continuing;
      • Access services they need;
      • Gain improved access to justice.

    The Care Act's 6 Key Principles are critical to the success of the Board. They guide the work of the Board and provide a focus for Safeguarding Adults activity across the City.  In addition, the Board has 3 Key Areas of Focus for 2017-2020, which are underpinned by the 6 Key Principles:

    • Challenge
    • Influence
    • Assurance

    Each of these Key Areas of Focus will be progressed through:

    • Statutory actions as laid out in the Care Act
    • Local actions as identified and agreed by the Board 

    • 2. Principles of Partnership Working

      The following principles underpin the work of all SSAB partner agencies. They:

      • Have a clear and shared understanding of its purpose and the expected outcomes of its remit;
      • Are empowered to carry out its remit of Safeguarding Adults at Risk and safeguard the right of Adults at Risk to live free from abuse and neglect;
      • Deliver national and locally agreed priorities and secure expected outcomes;
      • Understand and ensure accountability and responsibility for adult safeguarding activity and outcomes for vulnerable people;
      • Develop an agreed and shared vision for the delivery of the Board's objectives, supported by an annual Business Planning Process;
      • Assess and manage risk in relation to the agreed objectives and outcomes set out in the Strategic Delivery Plan;
      • Monitor delivery and performance against agreed plans, priorities and best practice standards;
      • Provide relevant information on performance and outcomes as required, in order to develop a basis for evaluation and scrutiny of progress and performance;
      • Monitor and quality assure safeguarding training and development to ensure high quality practice and learning;
      • Engage in shared learning within organisations and across organisations.

      SSAB represents a joint working arrangement where partners:

      • Agree to work together to achieve common goals and outcomes for local people around safeguarding;
      • Establish organisational arrangements with agreed multi and single agency processes and procedures;
      • Share accountability, risk and resources appropriately;
      • Identify positive outcomes for Adults at Risk and communicate with and engage with communities, service users, their carers and families;
      • Demonstrate by their actions, their commitment to promoting and improving the work of safeguarding in Sunderland.

      SSAB is the principle vehicle for leading and securing the above in Sunderland. The strategic and operational leadership role of SSAB is underpinned by four general sets of principles to which all partner agencies on the Board are signed up to. These are:

      1. Good governance;
      2. Nolan (Principles of Public Life);
      3. Partnership Working;
      4. Caldicott.

      Members of SSAB also agree to the following:

      • Individually and collectively committed to the work of Safeguarding Adults;
      • Seek out the views of Adults at Risk, families and carers in all aspects of Safeguarding Adults work;
      • Respecting everyone's contribution to keeping Adults at Risk safe;
      • Operating openly and honestly in the public interest and sharing appropriate responsibility;
      • Challenging and supporting all involved in Safeguarding Adults work in order to improve outcomes for Adults at Risk;
      • Accepting accountability for SSAB decisions and actions;
      • Ensuring that all safeguarding initiatives and services are available to all adults covered by the procedures regardless of race, ethnic origin, religion, gender, sexual orientation, age, disability or illness;
      • Promoting the human rights principles of fairness, respect, equality and Dignity, particularly in respect of those adults who need support or services to enable their well-being, independence and choice to be fully realised;
      • Evaluating policies, procedures and practice to guard against disadvantaging any group and to ensure that all adults have fair access to services and support.

      • 3. Terms of Reference

        The terms of reference of SSAB are to:

        • Develop and deliver a Strategic Plan which describes a shared vision for Safeguarding Adults firmly rooted in the wider vision for Sunderland and promotion of individual human rights, dignity and respect;
        • Establish and implement a three year Safeguarding Adults Delivery Plan (reviewed annually) to deliver its vision and responsibilities;
        • Develop and maintain strong links with relevant partnerships and ensure inclusion of Safeguarding Adults in relevant partnership strategies and business plans;
        • Promote the active involvement of services users, their carers, their families and their advocates and adopt an inclusive approach to secure wider community understanding, awareness and feedback on Safeguarding Adults arrangements through embedding the principles of Making Safeguarding Personal;
        • Approve policy and procedural guidance to safeguard and promote the safety and wellbeing of Adults at Risk and keep under review the development and delivery of such policies and procedures across and within all partner agencies;
        • Oversee and monitor operational Safeguarding Adults activity and ensure the production of timely and accurate performance and safeguarding information;
        • Secure citywide consistency in safeguarding and ensure all staff and stakeholders know and use policies and procedures effectively;
        • Commission projects/work from the Board's Sub Committees, consider proposals from the Sub Committees and monitor the work of the Sub Committees;
        • Commission time-limited Task and Finish Groups to address specific workstreams as and when required;
        • Commission and receive reports and consider proposals from other Boards, partnerships and other work areas, as appropriate;
        • Secure effective operational engagement and integration of Safeguarding Adults work within the safeguarding of children, MAPPA, MARAC, MATAC, domestic violence, Female Genital Mutilation (FGM), PREVENT, bullying, hate crime, sexual exploitation, human trafficking, and within the wider arena of community safety including crime and disorder reduction, forced marriage and honour based violence/murder and those who are Missing, Sexually Exploited and Trafficked (MSET);
        • Promote a learning culture around safeguarding through the dissemination of information, advice, feedback, reviews, research, best practice and learning through joint quality assurance processes and endorsing the principles of Making Safeguarding Personal;
        • Support and participate in the undertaking of Safeguarding Adult Reviews (SARs), recognise the importance of the service user being supported to be involved in the SAR, where they wish to/are able to, and also ensure that relevant learning points are identified, acted upon and shared;
        • Ensure mechanisms are in place to recognise, report and respond to incidents of abuse and neglect, including institutional abuse and discrimination;
        • Ensure regular quality assurance audits take place in respect of all agencies' safeguarding and training arrangements as identified and agreed by the Quality Assurance Sub Committee and the Learning and Improvement In Practice Sub Committee;
        • Support and promote the roles of the Safeguarding Adults Lead and Responsible Person within organisations;
        • Contribute to and support the publishing and promotion of an Annual Report that reviews progress and identifies areas for improvement as well as shares learning and best practice;
        • Identify, develop and maintain relevant strategic links with local, regional and national organisations;
        • Promote best practice in prevention by learning from and contributing to appropriate/relevant national research and policy development;
        • Have in place data management systems which ensure secure storage for all personal data.

        The above Terms of Reference will be regularly reviewed or updated by the Board.

        See also SSAB Sub Committees for information about individual Sub Committees.

        The number and remit of Sub Committees and 'task and finish' groups is a matter within the discretion of the Board. The number, composition and remit of all Sub Committees and 'task and finish' groups will be reviewed each year, or as required. Such a review will be identified within the Board's annual planning cycle.

        • 4. Membership

          Membership of the Board will consist of the agencies as listed below. Each member must comply with the role specification, responsibilities and code of conduct for SSAB members, as set out in the SSAB Multi-Agency Agreement & Memorandum of Understanding, SSAB Strategic Delivery Plan and SSAB New Members Induction Pack.

          Agencies will ensure that its representatives are able to speak for their agency with authority, commit their agency on policy, practice and resource matters, make strategic decisions on behalf of their agency and hold their agency to account. To carry out its functions effectively, SSAB members should have sufficient standing within their agency to enable them to contribute to developing and maintaining strong and effective interagency procedures to safeguard and promote the welfare of Adults at Risk and ensure that local services are adequately resourced.

          All members of the SSAB will be required to comply with the requirements of the Disclosure and Barring Service.

          • 4.1 Core Agency Membership

            See also Role and Involvement of Agencies.

            The following list indicates the agency and designation of the post holder who hold positions on SSAB:
            • Independent Chair of the SSAB;
            • Sunderland City Council (representatives: Chief Executive; Executive Director, People Directorate; Portfolio Holder for Health and Social Care, Director of Public Health; SSAB Business Manager or Officer);
            • Chief Executive, Northumberland Tyne and Wear NHS Foundation Trust;
            • Chief Executive, Sunderland Clinical Commissioning Group;
            • Chief Executive, South Tyneside & Sunderland Healthcare Group (representing both City Hospitals Sunderland NHS Foundation Trust and South Tyneside NHS Foundation Trust);
            • Chief Officer, Northumbria Police;
            • Chair, Healthwatch;

            Further consideration will be given to involving other agencies / organisations, as appropriate.

            Each agency should identify a named deputy to attend SSAB meetings when the nominated member is unable to attend. A deputy is entitled to take part fully in meetings of SSAB with the right to speak and vote on issues under discussion and therefore must have sufficient standing within their agency to allow them to do this.

            SSAB may co-opt such other persons as it considers necessary either in an advisory or in a full participatory capacity. Agencies that are not represented on the full Board will be invited to contribute as appropriate and where their input will be beneficial. Any co-opted member must be able to represent and have authority to act on behalf of and for their agency.

            • 4.2 Sunderland Safeguarding Adults Partnership Group

              The Sunderland Safeguarding Adults Partnership Group (referred to hereafter as the 'Partnership Group') is accountable to the SSAB. All the Sub Committees are accountable to the SSAB and report to the Partnership Group. The Partnership Group will be Chaired by the SSAB Independent Chair, and in their absence a Sub Committee Chair will undertake this function.

              The Key Objectives of the Partnership Group are:

              • Develop the SSAB meeting agenda together with the Independent Chair;
              • Address and develop ongoing SSAB operational business;
              • Monitor the effectiveness of the implementation of the SSAB Strategic Delivery Plan and Assurance Plan;
              • Report to the SSAB on the effectiveness of the centralised model for safeguarding adults in Sunderland;
              • Hold Sub Committees to account and provide a formal reporting mechanism to the SSAB;
              • Develop the SSAB Annual Report and Strategic Delivery Plan;
              • Consider implications for policy of new legislation, guidance and reports both national and local relevant to the responsibilities of the SSAB;
              • Commission new work identified which is not already included in the Strategic Delivery Plan.

              The Partnership Group membership is comprised of the Safeguarding Adults Leads from a wide range of local partners, including (but not limited to) health, social care, housing, Police, probation, fire service, voluntary and community sector and other support organisations.