1.5 Describe how and when to engage others in relation to responding to safeguarding concerns

This guide will help you answer 1.5 Describe how and when to engage others in relation to responding to safeguarding concerns.

You need to involve the right people when responding to safeguarding concerns. Engaging others means identifying who should be part of the response, talking with them at the right times, and using their knowledge and skills. This ensures that concerns are dealt with safely, legally, and in line with best practice.

Safeguarding means protecting adults from abuse or neglect. If abuse is suspected or confirmed, you cannot deal with it alone, even as a manager. The responsibility for keeping people safe is shared.

Recognising When to Involve Others

You must know the situations where you cannot or should not act by yourself. Even if you have experience, there are limits to what you can do. If you try to manage concerns alone, you might miss important details or make errors in judgement. Engaging others helps make the process safer and clearer.

Key times to involve others:

• When you first become aware of potential abuse or neglect
• When making decisions about what action to take
• When gathering more information or evidence
• When supporting the person who may be at risk
• After making a report, to assist in safeguarding plans
• If the concern involves complex needs or risks
• If there is an immediate danger to someone

The law expects that concerns are shared. This is set out in the Care Act 2014 and in local adult safeguarding procedures.

Who You Should Engage

You must know who to engage. Choosing the wrong people may breach confidentiality or slow down responses.

Common people and groups to involve are:

• Safeguarding lead within your organisation
• Senior managers
• Designated safeguarding officers
• Social workers (from the local authority)
• Police (in cases of crime or immediate danger)
• Health professionals (GP, mental health team, community nurse)
• CQC (Care Quality Commission), if the concern is serious
• Families or next of kin, if appropriate and safe
• Advocacy services, helping people to have a voice

Think about the level of risk, the setting, and your own legal duties. For example, if you work in a supported living service, you may follow a slightly different pathway than someone in a care home. Always follow your own organisation’s policy and any relevant local authority guidance.

Local Safeguarding Adults Board (LSAB)

The Local Safeguarding Adults Board is a group set up by the local authority. Its members include health, social care, police, and others. They create policies for safeguarding in your area and can start investigations, called Section 42 Enquiries, when needed.

When a safeguarding concern meets certain thresholds (serious risk or repeated incidents), you must report it as directed by the LSAB. Engaging with the board or their representatives helps make sure the process is legal and consistent.

Confidentiality and Consent

When engaging others, keep information confidential. Only share what is needed. Do not discuss details widely.

Ask the person at risk for their consent to share. But, if there is immediate risk, a crime, or a legal duty, you might have to share information without consent. Good practice is to:

• Explain your actions to the person involved
• Share only with those who need to know
• Record what was shared, with whom, and why

The Role of the Safeguarding Lead

Every care organisation must have a named safeguarding lead. This person guides staff through next steps, records details, and contacts external agencies if needed.

As a manager or leader, you must know who your safeguarding lead is, or be prepared to act in their place if needed.

Multidisciplinary Working

Multidisciplinary means working with staff from different professional backgrounds. Abuse or neglect is complex and may involve health, mental health, substance misuse, and other needs. Sharing information and skills across different services gives a clearer picture and helps keep people safe.

Benefits include:

• Joined-up support plans
• Access to specialist skills
• Better risk assessment

You may need to attend safeguarding meetings, case reviews, or strategy discussions. Share your knowledge, ask questions, and record decisions.

Duty of Candour

The duty of candour is a legal rule. It says you must tell people if something has gone wrong that causes harm. This means being open with the person at risk and their relatives or advocates. It involves explaining what happened and supporting recovery.

When safeguarding concerns are raised, you may need to inform and support the person or their family. Do this with care and keep records of your conversations.

When to Contact the Police

If you think a crime has been committed, involve the police at once. For example, if someone is at risk of physical harm, if money has been stolen, or if there is sexual abuse. Sometimes, you might not be sure. If in doubt, ask your safeguarding lead for advice.

Using Advocacy Services

Some adults at risk may not be able to speak up for themselves. An advocate is an independent person who helps them have a say in decisions. For people lacking mental capacity, you must involve an Independent Mental Capacity Advocate (IMCA) for serious decisions.

You may also ask for an Independent Advocate under the Care Act, if there is no family or friends who can be their voice.

The Role of the CQC

If you manage a CQC-registered service, you must notify the CQC about safeguarding concerns. The CQC checks that organisations are reporting and responding to abuse correctly. Failing to tell them can lead to serious consequences for your service.

Timescales for Engagement

How quickly you engage others depends on risk.

• If someone is in immediate danger, call 999 for the police or emergency services.
• If there is a risk of harm but not immediate danger, report to the safeguarding lead or local authority within 24 hours, or faster if required by policy.
• For less urgent concerns—such as possible neglect where there is no apparent harm—report as soon as possible, but still the same day you find out.

Always check your local policy. Record times, actions, and judgements.

Providing Support to Staff

Your team may feel anxious or upset when dealing with safeguarding. Staff need a leader who keeps them informed and supported. You should:

• Offer advice and supervision
• Debrief staff after difficult cases
• Arrange training
• Offer access to counselling, where needed

Remember, safeguarding is everyone’s responsibility, but staff depend on you for guidance.

Recording and Evidence

Keep accurate records of all concerns, decisions, and who you involved. This includes:

• Date and time of concern/risk
• What happened and who was affected
• Who you spoke to and when
• What information was shared
• What decisions were made, by whom, and why

Good records help protect people from harm and support your decisions later if challenged.

Training and Development

You must keep your own and your staff’s knowledge up to date. This includes:

• Attending safeguarding training as required
• Learning about changes in law or local policy
• Practising scenarios and case studies

People who feel confident in their knowledge are more likely to engage correctly and at the right times.

Learning from Safeguarding Reviews

When things go wrong, local authorities may carry out Safeguarding Adults Reviews (SARs). These aim to review practice, learn lessons, and improve services. As a manager, read the findings of these reviews and use them to guide your own work.

You may be asked to contribute to these reviews, providing information about steps taken, staff involved, or the outcomes achieved.

Family and Friends: When to Engage Them

Involving families, next of kin, or friends can be helpful for spotting risks and making decisions. But talk to the adult at risk first. Some may not want their family involved, or it may not be safe.

If you gain consent, share information openly and honestly. Record the reasons for involving families. In cases where a person lacks mental capacity, consult with their legal representatives or best interest decision makers.

Addressing Barriers to Engagement

Sometimes staff are afraid to report concerns, or do not know how. This can delay response and put people at risk. Encourage a culture where raising safeguarding concerns is welcomed, not punished.

Common barriers:

• Fear of making a mistake
• Worry about confidentiality
• Not understanding procedures
• Concern about blame

Address these through training, team meetings, and regular updates to policy.

Final Thoughts

Engaging others in safeguarding is not just a formality. It is the law, best practice, and keeps adults safe from harm. You must know when, how, and who to involve—acting promptly and recording your steps. Share information safely, protect confidentiality, and support your team. Stay alert, know your local process, and always put the person at risk at the centre of your actions. By following these standards, you make real improvements to the lives of people you care for.