97 The Safeguarding Adult Practitioners (SAP) and/ or managers will work alongside and support the activity of others involved. This is likely to include management of the action plan, support for the provision of the reports of the NE(s) and feedback to the service provider with observations about the safety of their current practices, whether it is achieving recovery and/ or what else they need to do and the timescale for this. Consider the capacity of those using the service and therefore ensure the EPM have a clear view of what should be asked of and said to those who use it. Where capacity to engage in meaningful discussions about the service is in question a capacity assessment and best interest decisions may be required. If it becomes obvious that the adult is not able to represent him/ herself identify who to communicate with as the representative. Ensure that appointment of advocates is considered for adults who are not capacitated in relation to decisions being considered and have no other representatives. Consider how to involve informal carers and others who may need to know both at the beginning and throughout the enquiry. Think about holding a meeting with relatives and informal carers. Face to face meetings can be very effective to give clear explanations, listen to concerns and offer support. Be clear about what information you can share before doing this and consider giving a clear statement about this at the beginning. Consider the need for a wider communication strategy, i.e. senior managers, stakeholders and responses to possible media interest. Being prepared and having an agreed draft statement/ press release could be very beneficial. This may need to be agreed with other partner agencies. See point 14 below. Wherever possible and appropriate engage with the service provider so they can take responsibility for the actions required to resolve the risks of harm and put right what has already gone wrong. Remember that the LSE is not about attributing blame, but about finding out what has gone wrong, preventing further harm and, as far as possible, making sure it does not happen again through the promotion of embedded learning. 13. Key issues in an Enquiry Planning Meeting for a Large-Scale Enquiry The Enquiry Manager has a critical role. Agencies involved need to be clear that they have accountability to the EM for actions and reports to be provided, within the timescales specified or in response to reasonable requests. Key personnel from relevant agencies should be identified and invited to the initial EPM. Those who attend EPMs will need authority to act for and on behalf of their agency. Clarify operational procedures e.g. confirm this is an EPM within the meaning of the Safeguarding Adults Procedures. It may sometimes deviate from this norm, for example where the Police Major Incident Procedures apply. Jointly agree the likely usual attendance and distribution list for Minutes. Also agree the initial staffing commitment required i.e. SAPs and managers required to support the enquiry and the venue for the EPMs. Ensure that personnel involved do not and are not seen to have any non-professional interest in the service related to the enquiry. Give sufficient attention to the preparations required for the interview of witnesses who may include the adults at risk and may therefore need support. It may be necessary for specialist staff and interview facilities to be available. If necessary, ensure that other local or health authorities who are funding services are included in meetings through invitations to attend the EPM or other meetings or via regular updates including the provision of meeting Minutes. Make sure that any planned formal actions e.g. recommendations about suspension of staff, suspension or withdrawal of contracts, are properly recorded and fully compliant with the law. Ensure that records generated by, and possibly taken from, the service facility, are kept securely.
RkJQdWJsaXNoZXIy NTIyMzU=