Role and responsibilities in relation to the care and support protection plan

Local authority responsibilities for care and support protection plans

The local authority must meet the care and support protection needs of an adult at risk, if it is satisfied that certain conditions are met, in order to protect them from abuse or neglect (s.35 of the Social Services and Well-being Act (Wales) 2014).

Therefore, the local authority should take responsibility for organising and co-ordinating the preparation of the care and support protection plan. In some circumstances this may be delegated to another agency i.e. health. The local authority’s statutory responsibility remains to ensure that appropriate protection planning is taking place.

Lead co-ordinator

The lead co-ordinator must be an individual who is employed within social services and where possible be a qualified social worker registered with Social Care Wales.

The lead co-ordinator is responsible for:

• arranging and chairing strategy meetings and adult protection conferences;
• monitoring and reviewing progress of the care and support, protection plan;
• determining whether outcomes have been achieved and termination of the adult safeguarding process.

The role may be delegated to another statutory partner BUT statutory responsibility remains with the local authority.

The role and responsibilities of the delegated lead co-ordinator

If the role of lead co-ordinator is delegated by the local authority, the following must be considered and recorded:

• the roles and responsibilities of the delegated lead co-ordinator and that of the identified person within the local authority who is responsible for monitoring and overview;
• the rationale for the decision to delegate;
• arrangements for reporting, monitoring and reviewing by the local authority.

The role and responsibilities of the lead care and support protection plan practitioner (lead practitioner)

At the initial strategy meeting the lead co-ordinator must ensure that a lead care and support protection plan practitioner, referred to as lead practitioner, is identified, and their contact details recorded.

If it is not possible to identify a lead practitioner, the relevant senior manager responsible for safeguarding in social services must be informed immediately.

The lead practitioner should:

1. Actively engage with the adult at risk including:

• seeing the adult as soon as possible, at least within 5 working days of the strategy meeting;
• ensuring the adult is given the opportunity to be seen alone whenever possible and as a minimum this should be every 4 weeks.

(The strategy group should consider how frequently the adult at risk should be seen and set timescales accordingly).

1. Work in partnership with the adult at risk (recognising their mental capacity to make specific decisions at a particular time) and, when appropriate their advocate, so they have:

• a clear understanding of the rationale for the plan and planned outcomes;
• that they agree to the plan in order to achieve the outcomes;
• where they do not agree to the plan, they continue to have regular contact and the right to change their mind at any time;
• know of their right to make a complaint and how to do so.
• understanding that the advocate can intervene when required

1. Take the multi-agency lead in:

• preparation, completion, review, delivery and revision of the plan;
• co-ordinating the completion of assessments of the needs of the adult and the family;
• reviewing progress in relation to the care and support protection plan;
• providing a focus for communication between all practitioners and the adult;
• completing case records of assessments and plan progress;
• preparing reports for review.

Any change of lead practitioner must be notified verbally and confirmed in writing to all relevant agencies, the adult at risk and their family.

N.B. The lead practitioner does not necessarily have to be a social worker. For example, the role could be undertaken by a nurse or other health practitioner. However, the practitioner must have the knowledge and skills to undertake the role and complete the tasks outlined above.

Planning responsibilities of members of the strategy meeting (the strategy group)

The practitioners attending the strategy meeting, referred to as the strategy group, are responsible for:

• agreeing roles and responsibilities;
• implementation;
• care and support protection plan. developing the protection plan;

The strategy group must work with the adult at risk of abuse or neglect and facilitate and promote shared decision-making by, for example, ensuring an offer of an advocate has been made. Advocacy should be considered at all stages of the adult safeguarding process including involvement of an IMCA when required. (Part 10 Code of Practice for Advocacy).

If the adult at risk is assessed as not having the mental capacity to make decisions about their safety at this time, then decisions must be based on what is in their best interests. (Section 1(5) of the Mental capacity Act 2005)

In all cases, irrespective of the level at which the adult at risk can participate and make specific decisions, the wishes and feelings of the adult at risk are recognised and are proportionate in responding to risk.

Pointers for Practice: Securing Active Participation from Practitioners In the Strategy Group

Pointers for Practice: Promoting Participation Amongst Adults at Risk with and Without Mental capacity