1.3 Explain how national and local guidelines, policies and procedures for safeguarding affect: • day-to-day work with individuals • own responsibilities towards individuals, their families, carers and team members

This guide will help you answer 1.3 Explain how national and local guidelines, policies and procedures for safeguarding affect: • day-to-day work with individuals • own responsibilities towards individuals, their families, carers and team members.

National and local safeguarding guidelines, policies and procedures create a framework for protecting adults at risk from harm, abuse, or neglect. In England, the Care Act 2014 sets out the legal responsibilities for safeguarding adults. Local authorities develop procedures to match their communities’ needs, based on this law and national guidance such as the Care and Support Statutory Guidance.

Policies and procedures include:

• How to recognise types of abuse or neglect
• Reporting arrangements
• Steps for responding to disclosures
• Rules around information sharing
• Responsibilities for multi-agency working

Guidelines are influenced by law, best practice, and evidence from past cases. Following them guards service users’ rights, dignity, and wellbeing.

These frameworks shape the work carried out every day and clarify management and leadership duties for safeguarding in adult social care.

Day-to-Day Work with Individuals

Recognising Abuse and Neglect

Safeguarding guidelines and procedures make you alert to signs of different types of abuse, including:

• Physical abuse
• Emotional or psychological abuse
• Sexual abuse
• Financial abuse
• Neglect and acts of omission
• Self-neglect
• Organisational abuse
• Discriminatory abuse
• Domestic abuse
• Modern slavery

You learn what to look for and which changes in behaviour, appearance, or mood could be cause for concern. Policies stress the importance of not making assumptions and record-keeping when concerns arise.

Promoting Safe Practice

Safeguarding creates safe care by setting standards for:

• Checking staff backgrounds (DBS checks)
• Providing safe environments
• Encouraging people to make their own choices within safe limits
• Preventing bullying or exploitation

You follow guidance so your actions do not put individuals at risk. For example, you would not leave someone who depends on supervision alone or fail to act on a person’s complaint.

Responding Effectively to Concerns

Procedures tell you how to report safeguarding concerns, who to tell, and when urgent action is needed. Many organisations have a flowchart or step-by-step guide:

• Remain calm and listen if someone discloses abuse
• Record what you see or hear factually
• Report to the safeguarding lead or manager
• Contact the local authority as appropriate
• Never promise to keep abuse secret

Quick, appropriate action prevents further harm and upholds people’s rights under the Care Act and Human Rights Act.

Supporting Choice and Control

National policy supports a personalised approach to care. This means individuals make choices about what happens to them. You balance respect for their choices with safety, particularly if a person has mental capacity.

For someone lacking capacity, you should follow the Mental Capacity Act 2005, involving advocates, families, and acting in their best interests. Procedures help you explore all options before making decisions on someone’s behalf.

Record-Keeping

Safeguarding policies stress the importance of clear and accurate records. This includes:

• Details of concerns raised
• What was seen or heard
• Actions taken and reasons
• Who was informed and when
• Outcomes

This protects the individual and the organisation if issues are investigated or inspected.

Working Together

Multi-agency working is promoted through procedures that require sharing information when there are safeguarding concerns. This can mean working with:

• Police
• Community nursing
• Social workers
• Advocates

Policies tell you when to escalate issues and how to contact other agencies. This coordination leads to better protection for adults at risk.

Own Responsibilities Towards Individuals

Duty of Care

You have a legal “duty of care”, which means you must do everything reasonable to keep individuals safe. This is part of national and local safeguarding frameworks. Failing in this duty could mean disciplinary action or prosecution if harm occurs.

You must always:

• Act if there is a risk of harm
• Follow procedures for reporting and recording concerns
• Put the person’s welfare first
• Respect rights to privacy and autonomy

Championing Safeguarding

In a leadership role, you set the standard for others to follow. That means:

• Ensuring your own knowledge is up to date
• Modelling best practice at all times
• Speaking up when something is wrong
• Promoting a “speak-up” environment

People are more likely to report concerns if they trust management will take them seriously.

Balancing Rights and Protection

Decision making should support an individual’s right to make choices, even if risks are involved, so long as that person has capacity. Policies guide you in making “positive risk” decisions – taking the least restrictive action to keep the individual safe.

You may need to use safeguarding frameworks, safeguarding assessments, or best-interests meetings in difficult cases.

Mental Capacity and Consent

Safeguarding means following rules around capacity and consent. The Mental Capacity Act requires you to take all practical steps so service users can make their own decisions. If capacity is lacking:

• Record assessments
• Follow best interests decision-making procedures
• Consult with families or advocates

Ignoring these steps breaks the law and can increase risk.

Information Sharing

Safeguarding frameworks strike a balance between confidentiality and protecting adults at risk. National guidance (such as the Information Sharing advice from the Department of Health and Social Care) makes it clear that sharing information with relevant people is allowed if there is a safeguarding concern.

Procedures set out:

• Who to inform
• What must be kept confidential
• When to share without consent (if someone is in danger)

You should never discuss safeguarding concerns with anyone not mentioned in local guidance.

Personal Accountability

Leaders are personally accountable for their safeguarding actions. Even if mistakes happen elsewhere in the team, if you ignore procedures or fail to report risk, you can be held responsible.

This may include:

• Re-training
• Disciplinary processes
• Referral to professional registers
• Criminal proceedings in serious cases

Responsibilities Towards Families and Carers

Involving Families and Carers Appropriately

Safeguarding procedures stress partnership with individuals’ families and carers, so far as is appropriate. You should:

• Keep family informed (if the individual agrees or if required for safety)
• Involve family in planning where possible
• Welcome their input in expressing concerns

You must balance this with the right to privacy and choice. Restrictions may apply if the family themselves are involved in abuse.

Providing Support and Information

Families and carers can feel anxious or upset during safeguarding investigations. Policies encourage you to:

• Pass on accessible information about safeguarding processes
• Direct families to support services
• Remain sensitive to the family’s feelings

You must avoid blaming or making assumptions until all facts are clear.

Listening to Family Concerns

National and local procedures recognise families and carers may see issues before staff do. Good managers create a culture where concerns are welcomed and acted upon.

All complaints or worries must be listened to and reported promptly. Outcomes and actions are fed back in line with policies.

Responsibilities Towards Team Members

Training and Awareness

One of your main leadership duties is to provide training on safeguarding, drawing on current policies and procedures. Everyone must know:

• Signs of abuse and neglect
• How and when to report concerns
• Why timely action matters
• How to record factually

Induction programmes cover these points and regular refreshers keep knowledge current.

Creating a Safe Staff Culture

Policies support an “open culture” where staff can discuss mistakes, near misses, or suspicions without fear. Whistleblowing arrangements protect those raising concerns.

This builds a safer environment for individuals and for staff wellbeing.

Supervision and Support

You must give regular supervision where staff can talk about safeguarding practice and discuss any difficult cases. Procedures can include:

• Team meetings on safeguarding themes
• Policy reminders or updates
• One-to-one support

If staff feel unsupported or isolated, poor practice is more likely to go unchecked.

Dealing with Allegations Against Staff

When a safeguarding concern involves a team member, guidelines provide clear steps. These include:

• Making sure the individual at risk is protected
• Reporting through the organisation’s senior management
• Contacting the Local Authority Designated Officer (LADO) if needed
• Suspending the staff member only if required for safety
• Following fair investigation procedures

Workers facing allegations have the same right to privacy, support, and a fair process.

Monitoring and Improving Practice

It is your responsibility to monitor compliance. This may be done by:

• Reviewing records for correct safeguarding steps
• Auditing staff training
• Observing behaviour and attitudes
• Seeking feedback from individuals and families

Where gaps are found, you put improvement plans in place.

Addressing Poor Practice or Breaches

If anyone in the team ignores safeguarding rules, management procedures provide clear responses, including:

• Informal supervision
• Written warnings
• Suspension or dismissal
• Referral to police or regulators

Ignoring even “minor” breaches can risk harm and must be acted on according to procedures.

The Impact of Legislation and Guidance on Practice

Safeguarding frameworks influence every action taken in adult social care. They offer a clear description of what is expected. As a leader, you must keep up to date with changes in law, guidance, and local policy, and adapt practice as needed.

Everyone in adult care must feel supported and confident in identifying, reporting, and addressing safeguarding issues. This protects individuals from harm and creates trust in your service.

Final Thoughts

National and local safeguarding guidelines, policies, and procedures shape all work in adult care. They guide practice, define roles, and help create a safe, responsive culture. As a leader or manager, you have the added responsibility of modelling best practice, supporting your team, and acting as a guardian of the rights and welfare of those you support.

Your daily work and management responsibilities are influenced and governed by these safeguarding frameworks at all times.