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Our Role

The Board has 3 core duties:

  • it must publish a strategic plan for each financial year that sets how it will meet its main objective and what the members will do to achieve this. The plan must be developed with local community involvement, and the SAB must consult the local Healthwatch organisation. The plan should be evidence based and make use of all available evidence and intelligence from partners to form and develop its plan
  • it must publish an annual report detailing what the SAB has done during the year to achieve its main objective and implement its strategic plan, and what each member has done to implement the strategy as well as detailing the findings of any safeguarding adults reviews and subsequent action
  • it must conduct any safeguarding adults review in accordance with Section 44, Care Act, when an adult at risk dies as a result of abuse or neglect or suffers serious abuse. 

The Care and Support Statutory Guidance describes the activities the Board should be undertaking:

  • identify the role, responsibility, authority and accountability with regard to the action each agency and professional group should take to ensure the protection of adults
  • establish ways of analysing and interrogating data on safeguarding notifications that increase the SAB’s understanding of prevalence of abuse and neglect locally that builds up a picture over time
  • establish how it will hold partners to account and gain assurance of the effectiveness of its arrangements
  • determine its arrangements for peer review and self-audit
  • establish mechanisms for developing policies and strategies for protecting adults which should be formulated, not only in collaboration and consultation with all relevant agencies but also take account of the views of adults who have needs for care and support, their families, advocates and carer representatives
  • develop preventative strategies that aim to reduce instances of abuse and neglect in its area
  • identify types of circumstances giving grounds for concern and when they should be considered as a referral to the local authority as an enquiry
  • formulate guidance about the arrangements for managing adult safeguarding, and dealing with complaints, grievances and professional and administrative malpractice in relation to safeguarding adults
  • develop strategies to deal with the impact of issues of race, ethnicity, religion, gender and gender orientation, sexual orientation, age, disadvantage and disability on abuse and neglect
  • balance the requirements of confidentiality with the consideration that, to protect adults, it may be necessary to share information on a ‘need-to-know basis’
  • identify mechanisms for monitoring and reviewing the implementation and impact of policy and training
  • carry out safeguarding adult reviews and determine any publication arrangements;
  • produce a strategic plan and an annual report
  • evidence how SAB members have challenged one another and held other boards to account
  • promote multi-agency training and consider any specialist training that may be required. Consider any scope to jointly commission some training with other partnerships, such as the Safer Hillingdon Partnership.