The Strategic Director of Health and Wellbeing will present a report (Document “O”) that describes the structure and function of the Safeguarding Adults Board and its Subgroups, a summary of safeguarding activity and how performance is measured in practice.

Recommended –

(1)     That the content of the Safeguarding Adult Board’s Annual Report, 2016-2017 be noted.

(2)     That the Committee supports the development of safeguarding measures on a broad front that extends beyond Adult Social Care and into local communities in supporting and developing links and ‘joint agendas’ with relevant agencies in addressing such cross-agenda areas as domestic violence, modern slavery, community safety etc.

(3)     That the Safeguarding Adults Board would welcome any suggestions or direction the Committee could make regarding the wider dissemination of ‘safeguarding adults’ within the wider community.

(Yvonne Butler – 01274 431188)

The Chair of the Safeguarding Adult Board (SAB) presented a report (Document “O”) which described the function of the Board and how performance was measured.  He emphasised that safeguarding was everyone’s responsibility and the Board was to improve its communication and awareness.  It was noted that the Asian Community’s knowledge of safeguarding was limited and there was a need to ensure that they obtained the correct access.  The Board was still awaiting National figures, so that Bradford could be benchmarked and the quality of the data available was a concern.  Members noted that the Council was implementing a new system and it was hoped that the data submitted would improve.  The Council would also be undertaking significant operational changes and a Multi Agency Safeguarding Hub (MASH) would be implemented.  The Chair of the SAB stated that a new Bradford SAB Strategic Plan would commence from April 2018 and it was hoped that it would be simplified and subject to better consultation.

Members raised the following issues:

·         It was interesting that specific communities did not approach the service.  How could the service be communicated?

·         Universal Credit would be provided to the eldest male in the household, which could result in people with Learning Disabilities being at risk of financial abuse and there could be an increase in the need for financial safeguarding.

·         Could the Department of Work and Pensions (DWP) be represented on the SAB?

·         Members of the Asian Community did not know how to report or who to approach regarding safeguarding issues, however, there were many religious worship places that could communicate the information.

·         Some people tried to have elderly relatives placed in hospital during festive periods, as they needed a break.

·         There had been 714 enquiries and 543 outcomes last year.  Why wasn’t the number of conclusions the same as the enquiries?

·         It was important that the process was being made personal.

·         Had any review processes been built in?

·         Had the accountability measures been addressed?

·         What patterns were being identified that would be high risk or emerging during the review of the Strategy?

Members were informed that:

·         Communication was difficult, however, Elected Members had a key role and knew about safeguarding.  A great deal of work had been undertaken with Councillors.

·         The issue regarding Universal Credit was a very important point and a good communication plan would be required.  A Communications Strategy was required to be compiled alongside the new Strategic Plan and work was being carried out with West Yorkshire Police.

·         Consideration could be given to the possibility of having a representative from the DWP on the SAB.

·         It was very important that safeguarding was made personal to ensure the best for an individual.

·         New team measures were being put in place that would hopefully address such issues earlier and additional resources had been secured to progress the matter.

·         There had been a significant backlog last year and this had now been reduced, however, there would always be some cases that would not be resolved.  The Council was in a different place to where it had been and it would continue to improve.  Data had not been available previously and it had to be ensured that it was correct, then the work progressed and the team strengthened. 

·         Risk needed to be managed correctly and a risk enablement panel would be established that would be centred around the person and family.

·         A review process had not been factored in, but would be added. 

·         Work was being undertaken by all the partners, however, learning had not yet been built in to the process and formality was not being managed consistently.  The progress on adult safeguarding was behind that for children, however, improvements would be made over time and it was hoped that safeguarded adults would be treated as importantly as children in the future.

·         Self neglect was a challenging area and in relation to prevention duty, people needed to be kept away from radicalisation.  Neglect in care homes and home care was also a concern and commissioners would need to have robust processes in place.  

The Portfolio Holder for Health and Wellbeing reported that the Corporate Overview and Scrutiny Committee would be discussing Universal Credit and the Chair could be asked to invite Members of the Health and Social Care Committee to that meeting. 

Resolved –

(1)     That the content of the Safeguarding Adult Board’s Annual Report, 2016-2017 be noted.

(2)     That the Committee supports the development of safeguarding measures on a broad front that extends beyond Adult Social Care and into local communities in supporting and developing links and ‘joint agendas’ with relevant agencies in addressing such cross-agenda areas as domestic violence, modern slavery, community safety etc.

(3)     That consideration be given to inviting the Department of Works and Pensions to be represented on the Safeguarding Adults Board or one of its sub groups.  

(4)     That the refreshed Safeguarding Adults Board Strategic Plan be presented in conjunction with a report on the implementation of a Multi-Agency Safeguarding Hub (MASH) to the Committee’s meeting on 22 March 2018.

(5)     That the figures on outcomes in future annual reports clarify how many have been resolved year on year.

ACTION:  Safeguarding Adults Board Manager