The Pillars of Safeguarding is a model I developed to help managers, teams and organisations focus upon the key factors that contribute toward positive and proactive teams and safer, more empowering environments.

Through my work and the analysis of safeguarding investigations both in the UK and abroad I have identified a series of reoccurring factors which if left unaddressed or addressed poorly create gaps and weaknesses within teams and organisations. These gaps and weaknesses are those factors which I have found most often lead to poor practice and ultimately abuse. In addition I have found these gaps to contribute to workplace cultures where employees are reluctant to speak up or raise their concerns, further compounding the problem.

By working through each pillar you can ensure that you minimise the risk of abuse within your organisation, and should a situation occur people are more likely to notice and speak up.

A free PDF copy of the model can be obtained via this link or using the button at the bottom of the page. This PDF can be used in your own training programmes, polices and procedures with permission. To discuss how this can happen please contact me.

If you would like support with the implementation of this model or would like me to deliver training to your team using this model please contact me and i'll be happy to assist.
​

Skills, Knowledge, Innovation and Role Clarity

  • It is essential that all employees have the skills and knowledge that enable them to perform their role safely and mindfully.
  • A skilled workforce must also be encouraged to apply their abilities and innovate.
  • These factors require a strong foundation. This is provided by crystal clear role clarity.

Organisational Purpose and Infrastructure

  • Everyone within the organisation must have absolute clarity regarding why it exists (the mission), what it is driving towards (the aims) and what's important along that journey (the values).
  • There must be a solid and responsive organisational infrastructure which support the service delivery and facilitates the raising of concerns by all staff.

​Management, Supervision and Recruitment

  • Managers must be present, aware of their biases, supportive and responsive.
  • ​Supervisions and appraisals should occur with sufficient frequency and be of an appropriate duration and quality.
  • Recruitment must be robust, consistent and based upon recruiting people utilising the correct criteria.

Consistency, Continuity and Regularity

  • Individuals must have effective patterns in the way they work, they need to act predictably, consistently and, when required, independently.
  • Colleagues need to work in similar ways to one another. Working practices must, where possible, be standardised in order to achieve continuity.
  • Delivering great service matters, but delivering it once in a while doesn't equate to success. Steps need to be taken in order to ensure that good practice happens with regularity.

Attitudes, Ego and the Balance of Power

  • The attitude of those delivering services is key. A person can have all the skills and knowledge, but without a positive attitude the application of their expertise will be likely be poor.
  • Keeping our ego in check is a key aspect of any role where there is potential for a power imbalance.​​

​Communication, Collaboration and Openness

  • Healthy communication channels ensure that information is passed within the organisation both upwards and downwards in a timely and accurate fashion.

​Policies, Procedures and Protocols

  • Effective, service-relevant and up-to-date policies, procedures and protocols and agreed ways of working underpin and facilitate all of the pillars with the Pillars of Safeguarding.
If you need support with the implementation of this model or would like to incorporate the principles into your own training programmes please contact me and i'll be happy to assist.