Glossary

For more details, please see the additional information sections of UK Coaching’s Safeguarding Adults Policy.

Section 1: Safeguarding Adults Policy

Introduction

UK Coaching

UK Coaching are the team behind the nation’s coaches, providing support, tools and guidance which assist coaches to be great, inspire people and transform lives. We develop inspiring coaches to bring great coaching to the lives of millions as well as connecting, assisting, representing, and empowering all coaches, whatever the sport, background, or level. This includes sports and activity coaches; exercise trainers; sports instructors; activity leaders; volunteers; community sports leaders; coach developers; parent helpers and teachers.

We also support and partner those organisations who recruit, support, and deploy coaches. We treat safeguarding very seriously, advocating that our partners have a professional duty to provide all participants with appropriate safety and protection, for which we have produced several workshops, learning resources and guidance over the years. 

We believe that it is imperative that anyone involved in physical activity/sports’ provision is alert to:

• possible indicators of abuse and neglect
• risks that individual abusers or potential abuser, may pose 
• understanding what actions they should take should concerns arise.

UK Coaching is the trading name of the National Coaching Foundation, which is a group that also includes UK Coaching Solutions and 1st4sport. 

Purpose

The purpose of this policy is to:

• set the context, commitment, principles, scope, and core practice guidelines for safeguarding adults to everyone involved with the organisation
• ensure that members of staff and our contracted workforce are aware of the legislation, policy, and procedures and their role and responsibilities who have sensitive information disclosed to them
• equip all members of employees and contracted workforce to properly handle any concern that is reported into the organisation via the channels available to the public via our website, during our courses via our tutor network, and via our customer care team using direct telephone calls into the organisation. This includes what to do or who to speak to if they have a concern relating to the welfare or wellbeing of an adult within the organisation.

Scope

This safeguarding adult’s policy and associated procedures applies to all individuals involved with UK Coaching, which includes UK Coaching Solutions and 1st4sport. It includes Board members, employees, the contracted workforce Safeguarding Adult Policy 2023 4as well as being used to influence partners. It concerns the safety of adults whilst taking part in our organisation, its activities and in the wider community. However, the principles around it apply more widely; if such individuals have safeguarding or protection concerns about anyone else they should consider a referral to the appropriate agencies. 

The policy equally applies to people who are contracted to work for UK Coaching. Known throughout this document as “contracted workers or contracted workforce,” for a definition of these roles please see the Glossary. 

Unlike the National Governing Bodies of Sport, UK Coaching does not directly employ or deploy coaches to work with adults. We are a lead agency for the advice and guidance to both coaches and national organisations. We are a learning and development organisation and work with subject matter experts like the NSPCC, the Child Protection in Sport Unit and Ann Craft Trust (ACT) to help raise awareness of safeguarding and protection issues and concerns for coaches. 

We expect that all NGBs will have their own policies covering safeguarding and welfare. We recognise our responsibility to work in partnership with other partners and statutory bodies in the event of a concern arising and in relation to an adult at risk. We connect widely across the sector and attend Lead Officer meetings with the ACT where we discuss and share our knowledge, expertise, and experiences with other organisations periodically throughout the year. 

Safeguarding is everybody’s responsibility; this policy and these procedures must be followed in any circumstances where an adult is at risk of harm.

Policy Statement

At UK Coaching we all believe that everyone has the right to live free from harm, abuse, exploitation, and neglect regardless of age, ability or disability, sex, race, religion, ethnic origin, sexual orientation, marital or gender status and socio-economic background. We aspire to build a well-connected, more engaged, and better-qualified workforce that is representative of the population, capable of working across diverse communities, in multiple environments, and able to work to different outcomes. Our EEDI Strategy underpins this Safeguarding Policy.

UK Coaching is committed to:

• Best safeguarding adult practice in line with national legislation and relevant national and local statutory procedures and guidelines. 
• Providing a safe and positive environment for everyone involved with the organisation and the learning and development activities provided. 
• Ensuring that our learning and development activities are delivered in a way which keeps all adults safe. 
• Maintaining an open, listening and psychologically safe culture where people feel able to share concerns without fear of retribution.
• Creating a culture of zero-tolerance of harm to adults which necessitates:
  
  
  • the recognition of adults who may be at risk and the circumstances which may increase risk. 
  • knowing how adult abuse (whether domestic or outside the family), exploitation, or neglect manifests itself.
  • being willing to report safeguarding concerns, including recognising and reporting harm experienced anywhere, including within our learning and development activities as well as by employees.
• Ensuring that any action taken is prompt, proportionate and that it includes and respects the voice of the adult concerned.

UK Coaching recognises that:

• Health, well-being, ability, disability and the need for care and support can affect a person’s resilience. 
• Some people experience barriers, for example, to communication in raising concerns or seeking help and that these factors can vary at different points in people’s lives. 
• Sports need to work to safeguard adults who have needs for care and support and for protecting those who are unable to take action to protect themselves.

Commitments

To implement this policy UK Coaching will ensure that: 

• everyone involved with the organisation is aware of the safeguarding adult procedures and knows what to do and who to contact if they have a concern relating to the welfare or wellbeing of an adult
• any concern that an adult is not safe is taken seriously, responded to promptly, and followed up in line with UK Coaching Safeguarding Adults Policy and Procedures
• the well-being of those at risk of harm will be put first and the adult(s) concerned actively supported to communicate their views and the outcomes they want to achieve. Those views and wishes will be respected and supported unless there are overriding reasons not to, as described in the Safeguarding Adults Procedures
• any actions taken will respect the rights and dignity of all those involved and be proportionate to the risk of harm
• confidential, detailed, and accurate records of all safeguarding concerns are maintained and securely stored in line with our Data Protection Policy and Procedures
• we act in accordance with best practice advice, for example, from UK Sport, Sport England, Sport Wales, Sport Scotland, Sport Northern Ireland, National Governing Bodies, NSPCC, Ann Craft Trust
• we will cooperate with the Police and the relevant Local Authorities in taking action to safeguard an adult
• all Board members, employees, and the contracted workforce understand their role and responsibility for safeguarding adults and have completed and are up to date with safeguarding adult training and learning opportunities appropriate for their role
• safe and inclusive recruitment practices are used, including assessing the suitability of Board members, employees, and the contracted workforce to prevent the employment/deployment of unsuitable individuals in this organisation and within the sporting community
• we will share information about anyone found to be a risk to adults with the appropriate bodies; for example: Disclosure and Barring Service, Services, Police, Local Authority/Social Services
• when planning activities and events we will include an assessment of, and risk to, the safety of all adults from abuse and neglect and designate a person who will be in attendance as a safeguarding lead for that event
• progress / actions taken under this policy and non-attributable updates regarding key cases are routinely reviewed by the Leadership Team (LT) and Board twice a year within regular management reports compiled by the Safeguarding Lead via the Board Welfare and Safeguarding Lead. However, any major issues will be reported via this route at the next LT / Board meetings / updates
• this and related policies and procedures are reviewed on at least a three-yearly basis and whenever there are changes in relevant legislation and/or government guidance as required by the Local Safeguarding Board, UK Sport, Sport England/Wales/Scotland/Northern Ireland and/or National Governing Bodies or because of any other significant change or event

Accountability / Designated Persons

There is a clear line of accountability (see below) within the organisation for the safety and welfare of all adults, leading from all individuals involved in UK Coaching activities via the department representatives within the Safeguarding Management Group to the Lead and Deputy Safeguarding Officers. 

Overall accountability is as follows:

Lead Safeguarding Officer (LSO)

The Lead Safeguarding Officer is the designated person within UK Coaching with the primary responsibility for managing and reporting concerns about adults and for ensuring procedures are put into place to receive and handle disclosures. See Section 4 for the Role Descriptor. 

In addition to the LSO, there is also a Deputy Safeguarding Officer (DSO).

Safeguarding Management Group (SMG)

There is a Safeguarding Management Group in place, comprised of a number of individuals with identified and relevant skills, knowledge and experience and/or status within the organisation. This includes at least one member with safeguarding adult expertise. The group includes representatives from across the organisation. See Section 4 for the SMG Terms of Reference. 

Leadership Team / employees

There are also related organisational codes of conduct, disciplinary policy and procedures which are managed by the People and Culture Team. The UK Coaching Leadership Team and Board receive regular reports from the Safeguarding Management Group summarising the cases that have been addressed and their outcomes, as well as any issues that require action by UK Coaching, for example changes to policy or procedures.

Implementation

UK Coaching is committed to developing and maintaining its capability to implement this policy and procedures.

To do so the following will be in place:

• A clear line of accountability (see section Accountability / Designated Persons).
• Access to relevant legal and professional advice. 
• Regular management reports to the Board via the Board Welfare & Safeguarding Lead, detailing how risks to adult safeguarding are being addressed and how any reports have been addressed. These will be compiled by the Safeguarding Lead for every Governance Committee meeting as part of a wider Welfare and Safeguarding update report and then shared at the next Board meeting.
• Safeguarding adult procedures that deal effectively with any concerns of abuse or neglect, including those caused through poor practice.
• A Safeguarding Management Group with clear terms of reference that has planned meetings twice a year and impromptu ones when required (see Section 4); it consists of:
  
  
  • the Lead and Deputy Lead Officers
  • delegated Safeguarding Lead/Welfare Officers for relevant events
  • department safeguarding representatives who regularly meet to discuss ongoing aspects and work on specifically allocated issues on a case-by-case basis. 
• Arrangements to work effectively with other relevant organisations to safeguard and promote the welfare of adults, including arrangements for sharing information.
• Codes of conduct for Board members, employees, the contracted workforce, and other relevant individuals that specify zero tolerance of abuse in any form.
• Where required, risk assessments that specifically include safeguarding of adults.
• Policies and procedures that address the following areas, and which are consistent with this Safeguarding Adults policy:
  
  
  • Safeguarding Children. 
  • Bullying and harassment.
  • Social Media.
  • Equality, equity, diversity, and inclusion. 
  • Safe activity risk assessments.
  • Codes of Conduct and associated breach processes.
  • Discipline and grievance.
  • Concerns, Complaints and Compliments.
  • Whistleblowing.
  • Safe and inclusive recruitment and selection (employees and volunteers)
  • Contract terms and conditions.
  • Information policy, data protection and information sharing.

Support to deal with the aftermath of abuse

Consideration should be given to the kind of support that employees or anybody who has made a disclosure or had a disclosure made to them may need in the aftermath of an abuse case. Use of helplines, support groups and open meetings will maintain an open culture and help the healing process. 

The British Association for Counselling and Psychotherapy (BACP) is the professional association for members of the counselling professions in the UK. They exist for one reason – counselling changes lives. Visit the BACP website.

Find information on how to use the BACP Register and the therapist directory.

Our employees can access Sovereign Healthcare 24-hour Confidential Employee Assistance Programme (0800 028 9165) and the Mindful Employer Confidential Helpline (0300 555 6006).

Recruitment of personnel

Employees

UK Coaching has an inclusive recruitment strategy in place. All offers of employment are subject to receipt of references which we find to be satisfactory.

All employees, where required, are asked to take a DBS check. All employees, where required, are asked to take a DBS check and their continued employment will be reviewed on the basis of the report. We strive to do the right thing; we take responsibility for our actions; we consider the implications of our actions on others; we will challenge unethical and non-inclusive practices and behaviours; linked to our Values:

• We Care.
• We Collaborate.
• We Coach.
• We Champion Innovation.

We expect exemplary conduct from our staff and contracted workforce (see Glossary for definition). 

We have a staff Code of Conduct, which is available to all employees on our online platform (Employment Hero), where staff policies are housed. The document contains guidance for employees on the standard of behaviour we expect of our employees. Failure to follow the guidelines set out in the code may result in disciplinary action, which may include dismissal.

UK Coaching has an Anti-Bullying and Harassment Policy (which is also housed on our Employment Hero platform). This contains guidance on acceptable standards of behaviour, we will deal with issues relating to bullying and harassment, including racial and sexual harassment, under this policy.

Any member of staff involved in an investigation into their behaviour by an NGB etc will be subject to our internal Disciplinary Procedures. 

Summary of the contracted workforce (see Glossary for definition)

Members of the contracted workforce, where required, are asked to obtain and provide UK Coaching and its subsidiaries with an up-to-date DBS certificate.

Applicants to the workforce are required to complete a tutor criteria form. The form seeks explicit information about their training and experience. These are required to be returned to the relevant department and the member of staff who is managing the recruitment process.

The workforce is selected on their suitability to meet the job specification requirements and responsibilities. Applicants will receive confirmation of their application / interview in writing. If the outcome is positive, arrangements are made for induction and any relevant training. New members of the contracted workforce are required to agree, in writing, to abide by the UK Coaching policies and procedures, including Safeguarding Policies.

All members of the contracted workforce who work with adults are required to adhere to this policy. We also have a policy on suitability to be a Contracted Worker – see Section 5.

As part of the recruitment and renewal of services for our contracted workforce we undergo thorough due diligence checks. These checks include having a Disclosure and Barring Service (DBS) check provided, holding appropriate insurance, relevant qualifications, and confirmation of regular Continuous Professional Development (CPD). During recruitment, a potential candidate is asked for copies and evidence of their qualifications, DBS and Insurance at the start of the process.

Awareness and training

We publish our Code of Practice for Sports Coaches, which includes sections on Rights, Relationships, Personal Standards and Professional Standards. Coaches, leaders, activators and instructors play a critical role in the development of any sport or physical activity, and in the lives of the people they coach. Good coaches ensure participants have positive experiences, so they are more likely to continue and achieve their potential. The Code promotes that coaches must demonstrate a high degree of honesty, integrity and competence. The need for coaches to understand and act on their responsibilities is vital to sport and physical activity, as is the need to promote participation for fun and enjoyment, as well as achievement. 

This enables coaches to:

• analyse their own practice against established good practice, and to ensure their practice is not likely to result in allegations being made
• recognise their responsibilities and report any concerns about suspected poor practice or possible abuse
• respond to concerns expressed
• work safely and effectively.

UK Coaching requires:

• our Customer Care staff to receive orientation training on our safeguarding policies and procedures, and understand where to signpost to the Safeguarding Management Group (SMG) for support
• all employees to undertake basic safeguarding training
• our Board to undertake Board safeguarding training
• our Lead Safeguarding Officer (LSO) and Deputy Safeguarding Officer (DSO) to attend specialist safeguarding training
• all Managers and the Executive to undertake CPD
• our contracted workforce is recommended to attend update sessions
• those employees who regularly undertake coaching to attend a recognised safeguarding awareness workshop, to ensure they have an understanding of what is considered to be good practice and to facilitate the development of a positive culture towards safeguarding, aligned to their NGB best practice and minimum standards guidelines.

Section 2: Safeguarding Adults Procedures and Case Management Process

Introduction

These procedures detail the steps to be taken in responding to any concern that an adult involved with UK Coaching, or its learning and development activities, is at risk of or is experiencing harm. They included sections on reporting concerns for everyone, and the Lead Safeguarding Officer and organisational response. This includes our case management process.

The information is presented in flow charts with accompanying text. Please refer to both as the text contains more detail.

Reporting Concerns About Yourself

If you are in immediate danger or need immediate medical assistance, contact the emergency services on 999. Where you suspect that a serious crime is being committed, you must involve the police.

Please contact the Lead Safeguarding Officer (Heather Douglas) or the Deputy Safeguarding Officer (Alan Rapley) using the details above. If they are on leave, contact a member of the Safeguarding Management Group (via [email protected]) or, if you would prefer, another member of staff who will help you raise the issue to the Safeguarding Lead. If the Safeguarding Lead / Deputy are implicated or you think they have a conflict of interest, then report to the UK Coaching Chief Executive Officer via [email protected]. 

You can also contact the Police, Social Services, your doctor, or other organisations that can provide information and give help and support (see our section on Recording and Information Sharing for other sources of support).

UK Coaching will follow the procedures in this document. If you do not think your concerns are being addressed in the way that they should be please contact the Chief Executive Officer or a member of the UK Coaching Board via [email protected].

At all stages you are welcome to have someone who you trust support you and help you to explain what happened and what you want to happen.

Your safety and wellbeing whilst involved with UK Coaching, including taking part in our learning and development activities is of upmost importance to us and we will take every step to support you to continue to be involved with us

Reporting Concerns About Others

You may be concerned about harm to another person because of something you have seen or heard, information you have been told by others or because someone has confided in you about things that are happening or have happened to them. It is not your responsibility to prove or decide whether an adult has been harmed or abused; however, it is everyone’s responsibility to respond to and report concerns they have.

You should not keep safeguarding concerns to yourself. If you have concerns and/or you are told about possible or alleged abuse, poor practice or wider welfare issues, you must contact the UK Coaching Lead Safeguarding Officer (LSO).

If they are in immediate danger or need immediate medical assistance, contact the emergency services on 999. Where you suspect that a serious crime is being committed, you must involve the police.

Remember to be person centred, there is a balance to be struck between sticking strictly to procedures to protect adults who may be at risk of abuse or neglect, and responding to the needs, wishes and circumstances of individual people. Adults have a general right to independence, choice and self-determination including control over information about themselves. In the context of adult safeguarding these rights can be overridden in certain circumstances (see page 17 for further information). If it will not put them or you at further risk, discuss your safeguarding concerns with the adult before talking to your LSO.

Note: Do not contact the adult before talking to your LSO if the person allegedly causing the harm is likely to find out.

If it is safe to contact the adult, ask them what they would like to happen next, and inform them that you will have to pass on your concerns to your LSO.

Please contact the Lead Safeguarding Officer (Heather Douglas) or the Deputy Safeguarding Officer (Alan Rapley) using the details above. If they are on leave a member of the Safeguarding Management Group (via [email protected]) or, if you would prefer, another member of staff who will help you raise the issue to the LSO. If the LSO is implicated or you think has a conflict of interest, then report to the UK Coaching Chief Executive Officer via [email protected]. The CEO will then implement the internal disciplinary procedures supported by the Head of People & Culture.

If a person refuses intervention to support them with a safeguarding concern, or requests that information about them is not shared with appropriate other employees or safeguarding partners, their wishes should be respected. However, there are a number of circumstances where the Lead Safeguarding Officer can reasonably override such a decision, including:

• The person lacks the mental capacity to make that decision – this must be properly explored and recorded in line with the Mental Capacity Act.
• Other people are, or may be, at risk, including children.
• Sharing the information could prevent a crime.
• The alleged abuser has care and support needs and may also be at risk.
• A serious crime has been committed.
• Employees are implicated.
• A court order or other legal authority has requested the information.
• The person has the mental capacity to make that decision, but they may be under duress or being coerced.
• The risk is unreasonably high and meets the criteria for a multi-agency risk assessment conference referral.
• The adult at risk lives in Wales or Northern Ireland (no consent required).

If none of the above apply and the decision is not to share safeguarding information with other relevant employees / safeguarding partners, or not to intervene to safeguard the person:

• Support the person to weigh up the risks and benefits of different options.
• Ensure they are aware of the level of risk and possible outcomes.
• Offer to arrange for them to have an advocate or peer supporter.
• Offer support for them to build confidence and self-esteem if necessary.
• Agree on and record the level of risk the person is taking.
• Record the reasons for not intervening or sharing information.
• Regularly review the situation.
• Try to build trust and use gentle persuasion to enable the person to better protect themselves. 
• Remember not to confront the person thought to be causing the harm.

If it is necessary to share information outside the organisation:

• Explore the reasons for the person’s objections – what are they worried about?
• Explain the concern and why you think it is important to share the information.
• Tell the person who you would like to share the information with and why.
• Explain the benefits, to them or others, of sharing information – could they access better help and support?
• Discuss the consequences of not sharing the information – could someone come to harm?
• Reassure them that the information will not be shared with anyone who does not need to know.
• Reassure them that they are not alone, and that support is available to them.

If the person cannot be persuaded to give their consent then, unless it is considered dangerous to do so, it should be explained to them that the information will be shared without consent. The reasons should be given and recorded. The safeguarding principle of proportionality should underpin decisions about sharing information without consent, and decisions should be on a case-by-case basis.

If it is not clear that information should be shared within / outside the organisation, a conversation can be had with the Safeguarding Lead / safeguarding partners in the police or local authority without disclosing the identity of the person in the first instance. They can then advise on whether full disclosure is necessary without the consent of the person concerned.

It is very important that the risk of sharing information is also considered. In some cases, such as domestic violence or hate crime, it is possible that sharing information could increase the risk to the individual. Safeguarding partners need to work jointly to provide advice, support and protection to the individual in order to minimise the possibility of worsening the relationship or triggering retribution from the abuser.

Reporting Concerns About Others

Responding to a Direct Disclosure

If an adult indicates that they are being harmed or abused, or information is received which gives rise to concern, the person receiving the information should: 

• take it seriously
• stay calm and be sensitive
• listen carefully to what is said, allowing the adult to continue at their own pace
• keep questions to a minimum, only ask them if you need to identify/ clarify what the person is telling them
• reassure the person that they have done the right thing in revealing the information
• ask them what they would like to happen next
• explain that you will have to share the information with the Lead Safeguarding Officer (LSO)
• ask for their consent for the information to be shared outside the organisation. Note: if they do not consent, the LSO will not share the information unless there are overriding reasons to do so, or they live in Wales/Northern Ireland. Instead, follow the guidance detailed in the "Reporting Concerns About Others" section on page 17
• do not confront the person thought to be causing the harm
• make an arrangement as to how you/the LSO can contact them safely
• help them to contact other organisations for advice and support (e.g., Police, Domestic Abuse helpline, Victim Support - see Appendix 6)
• act swiftly to report and carry out any relevant actions
• record in writing what was said using the adult’s own words as soon as possible.

It is important not to:

• dismiss or ignore the concern
• panic or allow shock or distaste to show
• make negative comments about the alleged perpetrator
• make assumptions or speculate
• come to your own conclusions
• probe for more information than is offered
• make promises that cannot be kept
• investigate the case
• confront the person thought to be causing harm
• tell everyone.

Record Keeping

• Complete a Safeguarding Adults Report Form (see Section 3) and submit it to the UK Coaching Safeguarding Lead without delay (unless consent has not been given).
• Describe the circumstances in which the concern came about and the action you took/advice you gave.
• It is important to distinguish between things that are facts, things that have been observed or over-heard and opinions, to ensure that information is as accurate as possible.
• If someone has told you about harm or abuse, use the words the person themselves used. If someone has written to you (including by email, message) include a copy with the form.

Case Management Process

Once a concern has been passed to the UK Coaching Lead Safeguarding Officer, they will coordinate the case management process detailed in the following flowchart / explanation.

Procedure for Lead Safeguarding Officer (detailed response)

The Safeguarding Lead, where appropriate, in consultation with relevant members of the Safeguarding Management Group, will take the following actions: 

Immediate Response

• Ensure that any immediate actions necessary to safeguard anyone at risk have been taken. If the risk is said to be due to the behaviour of an employee or other person involved in the organisation/learning and development activities, use the relevant procedures (e.g., breach of code of conduct, breach of contract, disciplinary or grievance procedures) to try to prevent that person making contact with the adult being harmed.
• If a Safeguarding Adults Report Form has been received, check that they can understand what is written and that all the necessary parts have been completed. 

If they are contacted directly by a member of staff or a volunteer, request that they complete a Safeguarding Adults Report Form if they have not already done so (see Section 3) as soon as possible. If the report is being made by the adult themselves or a member of the public, personally fill in the safeguarding report form gaining the details from the person contacting them.

• Inform, reassure, and advise the person making the report, for example what to do/what not to do, explain what will happen next and reinforcing the need for confidentiality.
• Consider what is known about the situation, what the risks are, what is known of the views of the adult, whether they have given their consent to the report being made and whether they might be an ‘adult at risk’. 

Find out whether the person making the report believes the adult has the mental capacity to make decisions about what safeguarding actions they want to be taken (they are not expected to assess this, only provide their opinion).

Decide if they need to contact the adult to get more information, determine their wishes, or explain what actions they need to take.

• Ensure that the adult has been given information about the process and what will happen next. Ensure that they have been provided with information about other organisations that can support them (see Section 4). ONLY do this if they have a known safe way of contacting them.

Taking Action

In all situations the LSO or whomever is handling the case will ensure that to prevent further harm they have the information to do so. This includes supporting the person at risk. Depending on the situation they may pass information to and work together with other organisations such as the Police and the Local Authority safeguarding team.

•  Consult and Decide. If necessary, they will consult with the Safeguarding Management Group (case management)/chair and the Local Authority/the Police and decide which of the following actions need to be taken. 
• Contact the police (covering the area where the crime took place) if: 
  
  
  • a serious crime has been committed
  •  a crime has been committed against someone without the mental capacity to contact the police themselves
  •  the adult has asked them to make a report to the Police on their behalf because they are unable to themselves.
• Make a referral/report to the Local Authority Safeguarding Adults Team or Multi-Agency Safeguarding Hub (MASH) (where the adult lives) if they believe there may be an adult at risk

AND

• the adult appears not to have the mental capacity to make decisions about their own safety and well-being
• the risk is from a person employed or volunteering in work with adults with care and support needs (including within a sports organisations)
• there are other ‘adults at risk’ (e.g., another family member, another club member or other people using a service)
• the adult at risk lives in Wales or Northern Ireland (no consent required).
• the adult at risk lives in England or Scotland and they have asked them to make a report or have given their informed consent to them making it.

If a child is at risk, they would follow the UK Coaching Safeguarding Children Policy. 

If they are unsure whether or not to make a referral/report they would ask for advice by contacting the Local Authority Safeguarding Adults Team/Multi-agency Safeguarding Hub and discuss the situation with them without disclosing the identity of the adult or the person who may be causing harm. 

•  Use policy and procedures to stop harm within the organisation:
  
  
  • if, after investigation the Safeguarding Lead determines that a person is causing harm and they are involved in UK Coaching in whatever capacity, they will inform the CEO and the Head of People and Culture
  • the CEO and the Head of People and Culture will further investigate and, if appropriate, decide which actions will be taken detailed in relevant policy and procedures, for example breach of code of conduct, disciplinary procedures, breach of contract
  • they will also agree what short term arrangements can be put in place to enable the adult, who may be being harmed, to be able to continue participating in the organisation/their sport. These will respect the rights of the person who may be causing harm and must be consistent with the relevant policy and procedures. 
  • If statutory agencies are involved the Safeguarding Lead will work together with them to agree the next steps. For example, the Police may need to interview an employee before a disciplinary investigation is conducted; They may need to attend / contribute to any safeguarding adult’s strategy or case meetings that are called by the Local Authority.
  • If statutory agencies say that they will not be taking any action in relation to a referral, it will not stop UK Coaching taking internal steps to safeguard the adult if required. Eg the Police may decide not to pursue a criminal investigation where there is an allegation against an employee, but the organisation may still follow its disciplinary procedure – the Safeguarding Lead in conjunction with the CEO / Head of People and Culture will make this decision. 
• Decide who in the organisation will maintain contact with the adult to consult with them, keep them informed and make sure they are receiving the support they need. 
• Unless advised not to by the Police or Local Authority, and only if there is a safe way to do so, contact the adult to let them know about the actions you have taken and the outcomes so far. Find out if the actions taken are working, what matters to them, what they would like to happen next and what outcomes they want to achieve.
•  If appropriate, convene a Safeguarding Management Group meeting to coordinate actions internally to UK Coaching, including:
  
  
  • sharing information about what has happened with those within UK Coaching who have a role in safeguarding the adult
  • sharing the views of the adult
  • sharing any actions being taken by the Police/Local Authority
  • agreeing who will coordinate between UK Coaching and other agencies
  • deciding what actions UK Coaching will take
  • coordinating action by UK Coaching.

Recording and Reporting

• Such Safeguarding Management Group meetings will be recorded so that decision making is transparent, and actions agreed are followed. Follow up meetings should be held as necessary until the actions needed are complete.
• The Lead Safeguarding Officer (LSO) will keep clear records of decision making, actions taken, and the outcomes achieved. They will also collect feedback from the adult.
• The LSO will complete the record of disclosure spreadsheet and allocate a disclosure reference number. The spreadsheet is held within a restricted access Safeguarding Disclosures folder on a UK Coaching network drive, accessible only by the relevant members of the Safeguarding Management Group. The Safeguarding Adults Report Form will also be saved within the restricted access folder.
• The LSO will ensure records are complete and stored securely and will collate monitoring information, including feedback from the person who was at risk of harm, and report to the Leadership Team and Board as required.

Section 3: Reporting Forms

Safeguarding Adults Report Form 

To be completed as fully as possible if you have concerns regarding an adult. If it is safe to do so, it is important to inform the adult about your concerns and that you have a duty to pass the information onto the safeguarding lead. The Safeguarding Lead will then look at the information and start to plan a course of action. 

Download an editable copy of this form.

OFFICE USE ONLY

Section 4: Role Descriptors and Terms of Reference

UK Coaching lead Safeguarding Officer Role Description

The Lead Safeguarding Officer (LSO) is the designated person within UK Coaching with the primary responsibility for managing and reporting concerns about adults and for ensuring procedures are put into place to receive and handle disclosures. These include:

• playing a lead role in developing and establishing the organisation’s approach to safeguarding adults
• managing cases of poor practice and abuse reported to the organisation
• managing referrals to adult social-care services and the police
• being the central point of contact on safeguarding matters for internal and external individuals and agencies
• representing the organisation at external meetings related to safeguarding and subsequently reporting back to the Safeguarding Group as appropriate
• coordinating the dissemination of safeguarding and related policy, procedures, and resources throughout the organisation
• advising on the organisation’s safeguarding training needs, the development of its safeguarding training strategy and providing safeguarding training where appropriate
• leading on the maintenance and review of the organisation’s implementation plan for safeguarding adults
• ensuring safeguarding standards are met and maintained
• keeping their own knowledge and skills up to date.

The skills and abilities required by the Lead Safeguarding Officer are: 

• a person-focused approach
• administration and systems (records) management skills
• the ability to promote and demonstrate anti-discriminatory practice
• the maintenance of advice and support-provision skills at all levels within the organisation
• communication skills
• the ability to develop and produce national level guidance and resources
• influencing skills
• the ability to work with conflict and emotionally distressing matters
• the ability to deliver orientation throughout different levels of the organisation. 

Safeguarding Management Group (SMG)

Terms of Reference

1. Introduction

"Here for the Coach" is our strapline and we want to put that into action in a collaborative way that is recognised and valued by the 3m coaches in the UK. With this in mind, a Safeguarding Management Group (SMG) is being set up so that UK Coaching is able to develop, review, monitor policies and practices relating to all safeguarding areas of work. 

The SMG will uphold the following principles. 

• All people have a right to enjoy sport, free from all forms of abuse, exploitation and poor practice. 
• All people have equal rights to protection from harm. 
• All people should be encouraged to fulfil their potential and inequalities should be challenged. 
• Everybody has a responsibility to support the care and protection of all who take part in sport and physical activity. 
• Sporting organisations have a duty of care to all people who take part in sport.

The SMG is made up of representatives from departments across UK Coaching including:

• Lead Safeguarding Officer (LSO).
• Deputy Safeguarding Officer.
• 1st4sport (regulated).
• Learning and Assessment.
• Customer Care.
• Tutor management.
• Membership and insurance.
• People & Culture (HR) / Events.
• Marketing & Communications.
• EEDI Management.
• Governance.
• Policy and Impact.

2. Purpose and Role

2.1 To set our direction re safeguarding policy and procedures.

2.2 Members of the SMG will form our Case Management Team to deal with incoming disclosures.

2.3 Support members of staff across the organisation to better understand their role in safeguarding.

3. Decision Making and Authority

3.1 The group will be chaired by the LSO, and in their absence be chaired by the Deputy SO.

3.2 Decisions will be made in alignment with the current policies and procedures and the process (for example the flow diagrams for disclosures) will be followed.

3.3 The Chair of the Governance Committee / Board Welfare & Safeguarding Lead will be informed of all disclosures and actions taken.

3.4 It is the responsibility of all members of the SMG to report any immediate concerns to the LSO.

4. Frequency of Meetings

4.1 The SMG will meet twice per year (or more often as necessary to conduct its functions).

5. Reporting

5.1 The Safeguarding Lead Officer (SLO) will meet with the Chair of the Governance Committee / Board Welfare & Safeguarding Lead and provide an update on Safeguarding twice per year.

5.2 The SLO / SMG will report incidences of disclosures and actions taken to the Leadership Team and the UK Coaching Board via the Board Welfare & Safeguarding Lead.

6. Other

The SMG shall review the group Terms of Reference at least every two years to ensure it is operating at maximum effectiveness and make any changes it considers necessary.

Section 5: Additional Policies and Guidance

UK Coaching Policy on Suitability to be a Contracted Worker

Please note: it is a contracted workforce’s responsibility to immediately inform the UK Coaching LSO if they are aware of any reason why they may no longer be an appropriate person to be part of our Contracted Workforce. Further Information is detailed in the contract.

Anti-bullying and Harassment

We are committed to fostering a caring, friendly and safe environment for everyone involved in our organisation and sport and physical activity so they can participate in a relaxed and secure atmosphere. Bullying of any kind is unacceptable in sport and physical activity. If bullying does occur, all employees, athletes, coaches, volunteers or parents should be able to tell and know that incidents will be dealt with promptly and effectively.

Examples of bullying behaviour can be a:

• manager/parent who pushes too hard
• coach who adopts a ‘win at all costs’ philosophy
• senior coach who harasses / intimidates a junior coach 
• employee/participant who intimidates or ridicules a peer
• team official who places unfair pressure on a person
• spectator who constantly shouts abuse at athlete / coach / official.

Why is it important to respond to bullying?

Bullying results in pain and distress to the victim. No one deserves to be a victim of bullying. Everybody has the right to be treated with respect. People who are bullying need to learn different ways of behaving. Everyone involved within sport and physical activity has a responsibility to respond promptly and effectively to issues of bullying.

Signs and indicators:

The damage inflicted by bullying can frequently be underestimated. It can cause considerable distress to both adults and children. Either may indicate by signs or behaviour that he or she is being bullied. We should all be aware of these possible signs and that they should investigate if a person:

• says they are being bullied
• is unwilling to take / go to training sessions or fulfil work tasks
• becomes withdrawn, anxious, or lacking in confidence
• feels ill before training sessions
• has torn clothes or possessions damaged
• has possessions go ‘missing’
• has unexplained cuts or bruises
• is frightened to say what’s wrong
• gives improbable excuses for any of the above.

In more extreme cases:

• starts stammering
• has nightmares or cannot sleep 
• becomes aggressive, disruptive or unreasonable
• is bullying other people 
• stops eating
• self-harms
• attempts or threatens suicide.

These signs and behaviours may indicate other problems, but bullying should be considered a possibility and be investigated.

Procedures for reporting bullying:

1. Report bullying incidents to the Lead or Deputy Safeguarding Officer, or trusted colleague if preferred.
2. In cases of serious bullying, the incidents will be referred to the Lead/Deputy Safeguarding Officer for advice and appropriate action.
3. If the bullying persists/cannot be resolved, responsible people such as board members / parents may be informed and may be asked to come to a meeting to discuss the problem.
4. If necessary and appropriate, police will be consulted.
5. The bullying behaviour or threats of bullying must be investigated, and the bullying stopped quickly.
6. An attempt will be made to help the bully (bullies) change their behaviour.
7. If mediation fails and the bullying is seen to continue, UK Coaching will initiate disciplinary action appropriate to the specific circumstance.

For further reading, please visit the Ann Craft Trust guidance (Bullying and Harassment in the Workplace - Ann Craft Trust).

Section 6: Safeguarding Adults Supporting Information

Key Points

Once a concern has been passed to the UK Coaching Safeguarding Lead, they will coordinate the UK Coaching Safeguarding Adults Procedure described in the flowchart.

• There is a legal duty on Local Authorities to provide support to ‘adults at risk’. 
•  Adults at risk are defined in legislation and the criteria applied differs between each home nation. (See definitions for each home nation on page 41). 
• The safeguarding legislation applies to all forms of abuse that harm a person’s well-being.
• The law provides a framework for good practice in safeguarding that makes the overall well-being of the adult at risk a priority of any intervention.
• The law in all four home nations emphasises the importance of personcentred safeguarding, (referred to as ‘Making Safeguarding Personal’ in England). 
• The law provides a framework for making decisions on behalf of adults who can’t make decisions for themselves (Mental Capacity).
• The law provides a framework for sports organisations to share concerns they have about adults at risk with the local authority.
• The law provides a framework for all organisations to share information and cooperate to protect adults at risk.

Safeguarding Adults Legislation

Safeguarding Adults in all home nations is compliant with United Nations directives on the rights of disabled people and commitments to the rights of older people. It is covered by:

• The Human Rights Act 1998.
• The Data Protection Act 2018.
• General Data Protection Regulations 2018.

The practices and procedures within this policy are based on the relevant legislation and government guidance. 

• England: The Care Act 2014
  
  
  • Care and Support Statutory Guidance (especially chapter 14) 2014.
• Wales: Social Services and Well Being Act 2014
  
  
  • Wales Safeguarding Procedures 2019.
• Scotland: Adult Support and Protection Act 2007
  
  
  • Adult Support and Protection (Scotland) Act 2007 Code of Practice 2014
•  Northern Ireland: Adult Safeguarding Prevention and Protection in Partnership 2015
  
  
  • Many other pieces of UK and home nation legislation also affect adult safeguarding. 

These include legislation about different forms of abuse and those that govern information sharing. For example, legislation dealing with: 

• murder/attempted murder
• physical assault
• sexual offences
• domestic abuse/coercive control
• forced marriage
• Female Genital Mutilation
• theft and fraud
• modern slavery and human exploitation
• hate crime 
• harassment
• listing and barring of those unsuitable to work with adults with care and support needs.

Each home nation also has legislation about the circumstances in which decisions can be made on behalf of an adult who is unable to make decisions for themselves:

• England and Wales - Mental Capacity Act 2005.
• Scotland - Adults with Incapacity Act 2000.
• Mental Capacity (Northern Ireland) 2016.
• There are specific offences applying to the mistreatment of and sexual offences against adults who do not have Mental Capacity and specific offences where mistreatment is carried out by a person who is employed as a carer, for example wilful neglect and wilful mistreatment. 

Definition of an Adult at Risk

The Safeguarding Adults legislation creates specific responsibilities on Local Authorities, Health, and the Police to provide additional protection from abuse and neglect to Adults at Risk. 

When a Local Authority has reason to believe there is an adult at risk, they have a responsibility to find out more about the situation and decide what actions need to be taken to support the adult. In Scotland and Wales, the Local Authority can gain access to an adult to find out if they are at risk of harm for example, if that access is being blocked by another person. 

The actions that need to be taken might be by the Local Authority (usually social services) and/or by other agencies, for example the Police and Health. A sporting organisation may need to take action as part of safeguarding an adult, for example, to use the disciplinary procedures in relation to a member of staff or member who has been reported to be harming a participant. The Local Authority role includes having multi-agency procedures which coordinate the actions taken by different organisations. 

Summaries of the Home Nations Legislation Definitions of an Adult at Risk

Abuse and Neglect

Abuse is a violation of an individual’s human and civil rights by another person or persons. It can occur in any relationship and may result in significant harm to, or exploitation of, the person subjected to it. Any or all the following types of abuse may be perpetrated as the result of deliberate intent, negligence, omission or ignorance. 

There are different types and patterns of abuse and neglect and different circumstances in which they may take place.

Safeguarding legislation in each home nation lists categories of abuse differently however, they all include the following types of abuse:

• Physical.
• Sexual.
• Psychological. 
• Neglect.
• Financial.

Abuse can take place in any relationship and there are many contexts in which abuse might take place,, for example Institutional abuse, Domestic Abuse, Forced Marriage, Human Trafficking, Modern Slavery, Sexual Exploitation, County Lines, Radicalisation, Hate Crime, Mate Crime, Cyber bullying, Scams. Some of these are named specifically within home nation legislations.

Abuse can take place within a sporting context and the person causing harm might be any other person. For example: a member of employees, a coach, a volunteer, a participant, or a fan. 

Some examples of abuse or poor practice within sport could include:

• harassment of a participant because of their (perceived) disability or other protected characteristics
• not meeting the needs of the participant, for example not taking regular breaks for water / calorific intake
• a coach intentionally striking an athlete / another coach
• a more senior coach/athlete controlling another coach/athlete with threats of withdrawal from their partnership
• an official who sends unwanted sexually explicit text messages
• a coach/participant threatens another coach/participant with physical harm and persistently blames them for poor performance
• a head coach asking an assistant coach to do menial jobs or putting them down in front of athletes
• a coach developer telling people about what they saw, heard or witnessed at a session or competition. A committee member threating a coach with the sack if they don’t pick an athlete for a specific event/ behave in a specific way
• a coach having a relationship with a parent of an athlete, or the athlete
• weighing athletes in front of others and communicating the weight to everyone
• making fun of female athletes who are on their period / going through puberty
• making an athlete work to a point of vomiting.
• hazing of new athletes (a form of initiation that occurs when new members enter certain social groups, most often characterised by degrading, humiliating, or dangerous tasks and behaviours)
• public shaming of an/some athlete/s on their results
• coaches being the masseuse and or physio and or team manager for the same team and or individuals
• parents/supporters/spectators shouting at participants or the coach because of a poor performance
• parents/supporters/spectators interrogating an athlete in the car on the way back from a performance
• parents/supporters/spectators trying to coach while the coach is around the athlete
• a trainer/assessor withholding results on personal grounds
• not promoting or raising awareness around who the welfare officer is/ contact details etc to an athlete
• teams being picked by the head coach based on friendships with the athlete or the athletes’ parents (favouritism).

Abuse or neglect outside sport could be carried out by:

• a spouse, partner, or family member
• neighbours or residents
• friends, acquaintances or strangers
• people who deliberately exploit adults they perceive as vulnerable
• paid employees, professionals or volunteers providing care and support.

Often the perpetrator is known to the adult and may be in a position of trust and/or power. Specific examples of such abuse may include:

• controlling behaviour
• mocking others related to perceived performance failures. 
• accusing others of actions that they are not undertaking but that could still destroy their reputation / livelihood such as performance enhancing drug taking / blood doping.

Home County Safeguarding Adults Legislation Categories of Adult Abuse and Harm

Signs and Indicators of Abuse and Neglect

An adult may confide to a member of staff, coach, volunteer, or another participant that they are experiencing abuse inside or outside of the organisation’s setting. Similarly, others may suspect that this is the case. 

There are many signs and indicators that may suggest someone is being abused or neglected. There may be other explanations, but they should not be ignored. The signs and symptoms include but are not limited to:

• unexplained bruises or injuries – or lack of medical attention when an injury is present
• person has belongings or money going missing
• person is not attending / no longer enjoying their sessions. You may notice that a participant in a team has been missing from practice sessions and is not responding to reminders from team members or coaches
• someone losing or gaining weight / an unkempt appearance. This could be a player whose appearance becomes unkempt, does not wear suitable sports kit and there is a deterioration in hygiene
• a change in the behaviour or confidence of a person. For example, a participant may be looking quiet and withdrawn when their brother comes to collect them from sessions in contrast to their personal assistant whom they greet with a smile
• self-harm
• a fear of a particular group of people or individual
• a parent/carer always speaks for the person and doesn’t allow them to make their own choices
• they may tell you / another person they are being abused – i.e., a disclosure.

The Well-being Principle

The concept of ‘well-being’ is threaded throughout UK legislation and is part of the Law about how health and social care is provided. Our well-being includes our mental and physical health, our relationships, our connection with our communities and our contribution to society.

Being able to live free from abuse and neglect is a key element of well-being. 

The legislation recognises that statutory agencies have sometimes acted disproportionately in the past. For example, removing an adult at risk from their own home when there were other ways of preventing harm. In the words of Justice Mumby ‘What good is it making someone safe when we merely make them miserable?’ What Price Dignity? (2010).

For that reason any actions taken to safeguard an adult must take their whole well-being into account and be proportionate to the risk of harm.

Person Centred Safeguarding / Making Safeguarding Personal

The legislation also recognises that adults make choices that may mean that one part of our well-being suffers at the expense of another – for example we move away from friends and family to take a better job. Similarly, adults can choose to risk their personal safety; for example, to provide care to a partner with dementia who becomes abusive when they are disorientated and anxious. 

None of us can make these choices for another adult. If we are supporting someone to make choices about their own safety we need to understand ‘what matters’ to them and what outcomes they want to achieve from any actions agencies take to help them to protect themselves.

The concept of ‘Person Centred Safeguarding’/’Making Safeguarding Personal’ means engaging the person in a conversation about how best to respond to their situation in a way that enhances their involvement, choice and control, as well as improving their quality of life, well-being and safety. Organisations work to support adults to achieve the outcomes they want for themselves. The adult’s views, wishes, feelings and beliefs must be taken into account when decisions are made about how to support them to be safe. There may be many ways to prevent further harm. Working with the person will mean that actions taken help them to find the solution that is right for them. Treating people with respect, enhancing their dignity, and supporting their ability to make decisions also helps promote people’s sense of self-worth and supports recovery from abuse. 

If someone has difficulty making their views and wishes known, then they can be supported or represented by an advocate. This might be a safe family member or friend of their choice or a professional advocate (usually from a third sector organisation).

Home Nation Principles of Adult Safeguarding

Mental Capacity and Decision Making

We make many decisions every day, often without realising. UK Law assumes that all people over the age of 16 can make their own decisions, unless it has been proved that they can’t. It also gives us the right to make any decision that we need to make and gives us the right to make our own decisions even if others consider them to be unwise.

We make so many decisions that it is easy to take this ability for granted. 

The Law says that to make a decision we need to:

• understand information
• remember it for long enough
• think about the information
• communicate our decision.

A person’s ability to do this may be affected by things such as learning disability, dementia, mental health needs, acquired brain injury and physical ill health. 

Most adults can make their own decisions given the right support however, some adults with care and support needs have the experience of other people making decisions about them and for them.

Some people can only make simple decisions like which colour T-shirt to wear or can only make decisions if a lot of time is spent supporting them to understand the options. If someone has a disability that means they need support to understand or make a decision this must be provided. A small number of people cannot make any decisions. Being unable to make a decision is called "lacking mental capacity". 

Mental capacity refers to the ability to make a decision at the time that decision is needed. A person’s mental capacity can change. If it is safe/possible to wait until they can be involved in decision making or to make the decision themselves.

For example:

• A person with epilepsy may not be able to make a decision following a seizure.
• Someone who is anxious may not be able to make a decision at that point.
• A person may not be able to respond as quickly if they have just taken some medication that causes fatigue.

Mental capacity is important for safeguarding for several reasons

Not being allowed to make decisions one can make is abuse. For example, a disabled adult may want to take part in an activity but their parent who is their carer won’t allow them to and will not provide the support they would need. Conversely the adult may not seem to be benefiting from an activity other people are insisting they do.

Another situation is where an adult is being abused and they are scared of the consequences of going against the views of the person abusing them. It is recognised in the law as coercion and a person can be seen not to have mental capacity because they cannot make ‘free and informed decisions.

Mental Capacity must also be considered when we believe abuse or neglect might be taking place. It is important to make sure an ‘adult at risk’ has choices in the actions taken to safeguard them, including whether or not they want other people informed about what has happened, however, in some situations the adult may not have the mental capacity to understand the choice or to tell you their views. 

Each Home Nation has legislation that describes when and how we can make decisions for people who are unable to make decisions for themselves. The principles are the same. 

• We can only make decisions for other people if they cannot do that for themselves at the time the decision is needed.
• If the decision can wait, wait –, for example to get help to help the person make their decision or until they can make it themselves. 
• If we have to make a decision for someone else then we must make the decision in their best interests (for their benefit) and take into account what we know about their preferences and wishes.
• If the action we are taking to keep people safe will restrict them then we must think of the way to do that which restricts to their freedom and rights as little as possible.

Many potential difficulties with making decisions can be overcome with preparation. A person needing support to help them make decisions whilst taking part in a sports organisation will ordinarily be accompanied by someone, for example a family member or formal carer whose role includes supporting them to make decisions. 

It is good practice to get as much information about the person as possible. Some people with care and support needs will have a ‘One page profile’ or a ‘This is me’ document that describes important things about them. Some of those things will be about how to support the person, their routines, food, and drink choices etc. but will also include things they like and don’t like doing. It’s also important to have an agreement with the person who has enrolled the adult in the sports activity about how different types of decisions will be made on a day-to-day basis. 

If a person who has a lot of difficulty making their own decisions is thought to be being abused or neglected you will need to refer the situation to the Local Authority, and this should result in health or social care professionals making an assessment of mental capacity and/or getting the person the support they need to make decisions.

There may be times when a sporting organisation needs to make decisions on behalf of an individual in an emergency. Decisions taken in order to safeguard an adult who cannot make the decision for themselves could include: 

• sharing information about safeguarding concerns with people that can help protect them
• stopping them being in contact with the person causing harm.

Recording and Information Sharing

All sports organisations must comply with the Data Protection Act (DPA) and the General Data Protection Regulations (GDPR).

Information about concerns of abuse includes personal data. It is therefore important to be clear as to the grounds for processing and sharing information about concerns of abuse. 

Processing information includes record keeping. Records relating to safeguarding concerns must be accurate and relevant. They must be stored confidentially with access only to those with a need to know. 

Sharing information, with the right people, is central to good practice in safeguarding adults. However, information sharing must only ever be with those with a ‘need to know’. This does NOT automatically include the person's spouse, partner, adult, child, unpaid or paid carer. Information should only be shared with family and friends and/or carers with the consent of the adult or if the adult does not have capacity to make that decision and family/ friends/ carers need to know in order to help keep the person safe.

The purpose of Data Protection legislation is not to prevent information sharing but to ensure personal information is only shared appropriately. Data protection legislation allows information sharing within an organisation. For example:

• Anyone who has a concern about harm can make a report to an appropriate person within the same organisation. 
• Case management meetings can take place to agree to co-ordinate actions by the organisation.

There are also many situations in which it is perfectly legal to share information about adult safeguarding concerns outside the organisation. Importantly personal information can be shared with the consent of the adult concerned. However, the adult may not always want information to be shared. This may be because they fear repercussions from the person causing harm or are scared that they will lose control of their situation to statutory bodies or because they feel stupid or embarrassed. Their wishes should be respected unless there are over-riding reasons for sharing information.

The circumstances when we need to share information without the adult’s consent include those where: 

• it is not safe to contact the adult to gain their consent – that is, it might put them or the person making contact at further risk
• you believe they or someone else is at risk, including children
• you believe the adult is being coerced or is under duress
• it is necessary to contact the police to prevent a crime, or to report that a serious crime has been committed
• the adult does not have mental capacity to consent to information being shared about them
• the person causing harm has care and support needs
• the concerns are about an adult at risk living in Wales or Northern Ireland (where there is a duty to report to the Local Authority).

When information is shared without the consent of the adult this must be explained to them, when it is safe to do so, and any further actions should still fully include them.

If you are in doubt as to whether to share information then seek advice, for example seek legal advice and/or contact the Local Authority and explain the situation without giving personal details about the person at risk or the person causing harm.

Any decision to share or not to share information with an external person or organisation must be recorded together with the reasons to share or not share information.

Multi-Agency Working

Safeguarding adults’ legislation gives the lead role for adult safeguarding to the Local Authority. However, it is recognised that safeguarding can involve a wide range of organisations.

Sports bodies may need to cooperate with the Local Authority and the Police including to:

• provide more information about the concern you have raised
• provide a safe venue for the adult to meet with other professionals, for example Police/Social Workers/Advocates
• attend safeguarding meetings
• coordinate internal investigations (for example complaints, disciplinary) with investigations by the police or other agencies
• share information about the outcomes of internal investigations
• provide a safe environment for the adult to continue their sporting activity/their role in the organisation.

Sources of Information and Support