The vision of the Torbay and Devon Safeguarding Adults Partnership (TDSAP)
To drive effective, evidence-led safeguarding assurance and oversight by working together to deliver a proactive, inclusive, and accountable safeguarding system, that continually improves outcomes for adults at risk.
Key themes and areas of focus for 2026/27
- Self-neglect
- Mental Capacity Act 2005 – application in practice
- Including impact of Supreme Court judgement on DoLs (AGNI 2026)
- Drug and alcohol dependence
- Transitions from child to adult services
- Multi-agency cross partnership working
- Homelessness and rough sleeping
These themes will not necessarily be considered in isolation of each other, as they are often overlapping experiences for adults at risk.
TDSAP Priority 1: Seek assurance from partners in relation to practice improvements in key risk areas
Desired outcomes for priority 1
- Strong and consistent strategic oversight
- Improved quality of frontline practice
- Strong multi-agency accountability
- Measurable reduction in risk
- Increased practitioner confidence and capability
- Strong Board oversight and decision-making
Business activities to deliver priority 1
1.1 Strengthen delivery focus of TDSAP priorities
Action: Establish a multi-agency assurance report, to track partner progress against board priorities and key areas of work relating to the safeguarding of adults, including any risks and preventative actions. Standard TDSAP template to be used.
Measure: activities reviewed, with partners providing evidential assurance and documented actions.
Owner: TDSAP Board.
1.2 Create multi-agency thematic task and finish groups
Action: Set up task and finish groups, as required, to focus on key themes. Operational Delivery Group (ODG) takes ownership and is supported by sub groups.
Measure: Key themes identified. Groups established; each identifies key issues and produces a delivery plan with SMART actions.
Owner: An ODG member to take role as chair for each T&F group that is set up.
1.3 Work with partners to improve current Transitional Safeguarding journey for people at risk
Action: Strengthen current policy, guidance, process and practice. Work in partnership with Children’s colleagues to ensure a joined up approach.
Measure: Publish any revised documents and seek assurance of their use across the Partnership.
Owner: Operational Delivery Group (ODG).
1.4 Enhance Audit Quality and Impact
Action: Replace annual audit with 2 thematic audits per year linked to key themes. Ensure there is also a focus on good practice.
Measure: 2 audits delivered each business year. Findings translated into meaningful actions.
Owner: Quality, Assurance and Improvement (QAI) Subgroup.
TDSAP Priority 2: Embedding Learning from Safeguarding Adult Reviews (SARs)
Desired outcomes for priority 2
- Improved safety and wellbeing for adults
- Effective multi-agency working
- Embedding a learning culture of continuous improvement
- Policy and procedure improvement
- Improved workforce development and training across partner agencies
- System-Level change and prevention
Business activities to deliver priority 2
2.1 Introduce 6-Monthly SAR Recommendations Assurance
Action: First 6 months following publication (finalisation): evidence of sharing SAR material, dissemination across partner organisations, clear communication to commence embedding of SAR learning.
Action: Second 6 months following publication (finalisation): evidence of positive impact on practice. Use of case audits for SARs, to include identification of good practice. Each audit to be designed around the impact of SAR learning on practice.
Measure: effective assurance with evidence of impact from partners. Use a consistent SAR assurance template and SAR audit tool.
Owner: SAR Core Group.
2.2 Develop a SAR data dashboard
Action: Define and track SAR themes (example: self-neglect, mental capacity) and recommendation themes (example: trauma practice, professional curiosity, information sharing).
Measure: SAR data dashboard implemented. Demonstrable reduction in repeat themes.
Owner: QAI Sub Group / SAR Core Group.
2.3 Hold an Annual SAR Learning Event
Action: Deliver a yearly event focussed on agreed learning from completed SAR.
Measure: Attendance target met. Attendees report improved understanding of SAR learning and positive impact this will have on adults at risk of abuse and/or neglect.
Owner: TDSAP Business Manager.
2.4 Expand SAR Learning Products
Action: Consider suitability to produce: SAR report, exec summary, learning brief, and consider the benefit of a digital resources (e.g. animation, podcasts etc). To be inventive and proportionate to ensure resource formats are tailored to the audience.
Measure: 100% SARs have agreed, tailored products.
Owner: TDSAP Business Team.
2.5 Capture Practitioner Voice
Action: Introduce structured feedback (MS Forms) on how SAR learning is applied by those practitioners that utilise it.
Measure: Feedback collected from practitioners per SAR. Results understood and gaps identified to help shape future ways of sharing learning.
Owner: QAI Sub Group.
TDSAP Priority 3: Improve Awareness, Engagement and Inclusion
Desired outcomes for priority 3
- Increased understanding of safeguarding responsibilities for practitioners, VCSE staff and other partners
- Greater awareness of what constitutes abuse, how to protect yourself and others and how to receive support
- Consistent and confident reporting culture
- Active involvement of adults in decision-making
- Strong multi-agency collaboration
- Equal access to safeguarding services
- Improved cultural competence, understanding and sensitivity
Business activities to deliver priority 3
3.1 Ensure Recording of Protected Characteristics for S.42 and S.44
Action: Seek assurance that ethnicity and protected characteristics are recorded for safeguarding concerns, enquiries as well as SARs.
Measure: 100% completion.
Owner: QAI Sub Group.
3.2 Build Workforce Confidence in relation to ‘Identity’ Conversations
Action: Seek assurance from relevant Partners as to whether current or future training on EDI includes specifically asking about identity, ethnicity, and cultural needs. Robust assurance to be provided to the Board.
Measure: Staff trained. Measurable improvement in recording rates.
Owner: QAI Sub Group.
3.3 Community Engagement Programme
Action: Develop a programme of engagement with established groups and partnerships. Groups should include community groups, faith groups, community builders, ethnic groups, disability groups.
Measure: Understand current Partner activity. Engagement programme in place. Regular reporting and assurance received. Sharing of information etc. Increased referrals/engagement from underrepresented groups.
Owner: Operational Delivery Group (ODG).
3.4 Improve Accessibility of Safeguarding Information
Action: Translate key safeguarding materials such as learning briefs and select guidance into commonly used languages and easy to read formats. Distribute via community engagement programme.
Measure: Materials available and distributed. Feedback from recipients.
Owner: Operational Delivery Group (ODG).
3.5 Increase Diversity Representation at Board Level
Action: Introduce rotating representation from voluntary/community sector and diverse groups at each Board and/or Operational Delivery Group (ODG).
Measure: At least 2 presentations per year.
Owner: Board Chair.
Summary
This Business Plan contains 14 business activities that:
- Shift the Board and sub groups from discussion to delivery.
- Strengthen assurance, measure impact and accountability.
- Maintain assurance during Local Government Reorganisation (LGR) changes and other Partner reforms.
- Improve engagement, inclusion, and data quality.
Success Measures
- Partners provide evidence-based assurance reports.
- Demonstrable improvements in practice identified through audit.
- Increased confidence from practitioners in applying learning from SARs.
- Clear evidence that SAR learning is embedded into practice.
Governance & Reporting
- Quarterly assurance reports to the Board.
- Regular focus into key risk areas/themes.
- Use of a performance dashboard combining data, audit, and qualitative insight.
- A detailed action plan, containing will sit below this business plan and be updated and assessed regularly to ensure progress of activities. This will be held by ODG.
- Priorities and business activities will drive each agenda of the ODG and its sub groups.