Safeguarding & the Workforce

This section covers the responsibility of organisations, with leadership from Safeguarding Adults Boards, to support staff and to ensure that there is a well-trained workforce equipped to safeguard people at risk of abuse and neglect. These responsibilities are highlighted in the Adult Safeguarding Improvement Toolkit. which was developed in partnership by:

• Association of Chief Police Officers (ACPO)
• Association of Directors of Adult Social Services (ADASS)
• Local Government Association (LGA)
• NHS Confederation 26
• NHS Clinical Commissioners

Workforce development is a key enabler of change to meet the required quality standards set out. The Adult Safeguarding Improvement tool enables effective scrutiny of safeguarding work at all levels and across all agencies with safeguarding responsibilities in the context of making safeguarding personal and ensuring greater independence and choice for users of services. The shift in culture and practice, in response to what we now know about what makes safeguarding more or less effective from the perspective of the person being safeguarded, is the greatest challenge for organisations.

For agencies involved in making Section 42 enquires, there may be particular cultural and learning and development needs including improving skills in:

• Communication with a wider range of people
• Risk assessment – making complex interpretations of information about the safety and well-being of people in order to balance professional assessment of risk with the rights of adults at risk to determine their own safeguarding outcomes.

Learning from the work of Munro, there is a danger that, ‘When the organisation does not pay sufficient attention to these skills, then procedures may be followed in a way that is technically correct but is so inexpert that the desired result is not achieved.’ Munro review of child protection: a child-centred system (2011).

A positive workplace culture (key in preventing abuse in the provision of care) should be developed through strong leadership and management. This is key in preventing abuse in the provision of care. Changes in the way that the workforce responds to concerns about abuse or neglect may mean that some organisations may have to assess their capacity to meet their safeguarding responsibilities. Skills for Care have produced a capacity planning model: Workforce capacity planning that organisations working in adult social care might find helpful.

Prevention

Knowing how to stop abuse and neglect and prevent it happening in the first place should be at the forefront of safeguarding developments. Staff need to be mindful of potential risks and discuss these with people who might be at risk of abuse or neglect at every opportunity, giving them information and support that enables them to make informed choices. Awareness campaigns for the general public and multi-agency training for all staff might contribute to achieving these objectives.

Dealing with the variety of need is better achieved by professionals understanding the underlying principles of good practice in assessment, risk management and safeguarding work, and developing the expertise to apply them throughout.

Recruitment

All organisations that employ adults or volunteers to work with children or vulnerable adults should adopt a consistent thorough process of safer recruitment to ensure those recruited are the best candidates for the role and are suitable to work with vulnerable groups. The Disclosure and Barring Service (DBS) provides criminal records checking and barring functions to help employers make safe recruitment decisions. In addition, recruitment processes should evidence:

Standards and guidance on safe recruitment can be found in the following documents, helping employers make safer recruiting decisions and Values based recruitment. Related issues:

Induction

It is important for all workers to know exactly what is expected of them in their role.

Employers should ensure that there is an agreed induction period that covers cultures, standards, HR policy and procedures, terms and conditions. Additionally, staff should be supported through this period to understand their safeguarding role and responsibility.

Professional Development

For frontline workers in health and social care the Care Certificate sets out the minimum standards required and aims to ensure that workers have the same introductory skills, knowledge and behaviours to provide compassionate, safe and high-quality care and support.

It is designed for new staff and also offers opportunities for existing staff to refresh or improve their knowledge. It was developed jointly by Skills for Care, Health Education England and Skills for Health. The Care Certificate:

• Links to National Occupational Standards and units in qualifications.
• Gives workers a good basis from which they can further develop their knowledge and skills.

For managers in adult social care there are also Manager Induction Standards 28 Assessed and supported year in employment (ASYE) is designed to help newly qualified social workers (NQSWs) to develop their skills, knowledge and capability. It aims to strengthen their professional confidence. It aims to provide them with access to regular and focused support during their first year of employment. Their safeguarding skills should be developed part of this process.

Learning & Development

The Safeguarding Board will lead, and each organisation will determine their own Learning and Development activities which may include:

• seminars on specific topics,
• practice development forums whereby staff learn from audits and performance data,
• and peer challenges, as well as formal training.

Learning and Development activity should be informed by learning from SARs and a shared approach to learning

Training

All organisations need to ensure that staff and volunteers have access to training and continuous professional development that is appropriate to their level of responsibility.