Self-neglect remains a key priority for the Leeds Safeguarding Adults Board (LSAB).
Over recent years, we have made good progress in raising awareness, strengthening how we work together, and improving practice. This refreshed strategy builds on that, with a stronger focus on embedding what works, being clearer about accountability, and making sure our work leads to better outcomes for people in Leeds.
Our shared ambition is to reduce both the prevalence of self-neglect and the impact it has on individuals, families and communities.
People in Leeds – including citizens, communities and those working across services – recognise self-neglect and feel more confident to respond to it.
We will know we are making progress when:
• Awareness of self-neglect continues to grow across communities and the workforce
• People know how to raise concerns and feel able to do so
• Concerns are identified earlier, before situations escalate into crisis
• Lived experience helps shape how we raise awareness and engage with people
The Board’s role:
To keep a clear overview of awareness activity across the city, promote a consistent approach, and seek assurance that prevention is being built into everyday practice.
Partners across Leeds work together in a more joined-up, consistent and person-centred way when responding to self-neglect.
We will know this is improving when:
- Roles, responsibilities and pathways are clearer and more consistently understood
- Multi-agency responses are timely, coordinated and focused on the person
- The SCIE work supports a more consistent, city-wide approach
- We are better at identifying and addressing barriers between services
The Board’s role:
To ensure alignment across partnerships and workstreams, and to both support and challenge partners on how well the system is working together.
Staff and volunteers feel more confident and supported to respond to self-neglect, including in more complex situations.
We will know this is improving when:
- Practitioners feel more confident in their role and decision-making
- Practice reflects current guidance and recognised good practice
- Mental capacity, including executive functioning, is understood and applied more consistently
- Learning opportunities and practical resources are available and being used
The Board’s role:
To be clear about the standards expected, support shared learning, and seek evidence that practice and confidence are improving across organisations.
We make better use of what we learn and are clearer about the difference we are making.
We will know this is working when:
- Learning from SARs, audits and other review activity leads to meaningful change
- People with lived experience are influencing how services develop
- Partners are able to demonstrate impact, not just activity
- We can see evidence of better outcomes for people experiencing self-neglect
The Board’s role:
To maintain a strong focus on assurance, use a range of information to understand impact, and hold partners to account for improvement.
We will take a balanced approach to measuring success, recognising that as awareness improves, reporting may increase in the short term.
We will draw on:
- Feedback from people, families and communities
- Audits and case review activity
- Practitioner feedback and confidence
- Data and trends over time, including SARs and referrals
Our focus will be on earlier identification, more effective responses, and improved outcomes — not simply a reduction in numbers.
This strategy is intended to provide a clear framework for leadership, alignment and assurance across the partnership.
It does not duplicate work already underway. Delivery will sit within:
- Individual partner organisations
- Existing LSAB workstreams
- Wider partnerships and strategies across the city
- The SCIE programme
Our focus is on making sure that this work is joined up, understood, and making a real difference for people in Leeds