Designated Adult Safeguarding Officers: Their Role in Health & Social Care Charities

The New Adult Safeguarding Policy Framework

The Department of Health has launched the Adult Safeguarding Policy Framework, which introduces rigorous new requirements for all organisations in the health and social care sector. A central pillar of this framework is the mandatory appointment of a Designated Adult Safeguarding Officer, often referred to as a DASO. This standard is designed to ensure alignment with the Health Information and Quality Authority, known as HIQA, and the HSE National Safeguarding Policy. For small charities that are volunteer led or have limited personnel, these requirements can place significant pressure on existing structures. This guide provides a clear path to compliance while prioritising the safety of service users and the integrity of your organisation.

2. The Importance of Independence in the DASO Role

The DASO serves as the primary point for reporting all safeguarding concerns within a charity. They act as the essential bridge between the organisation and external statutory bodies, including the HSE Safeguarding and Protection Teams and An Garda Síochána.

To maintain transparency, the DASO must remain independent of line management and daily operational supervision. This independence ensures that safeguarding decisions are made without the pressure of maintaining staffing levels or protecting the reputation of a specific department. The primary functions of the DASO include:

• Acting as the definitive central contact for all internal adult safeguarding reports.
• Ensuring every response aligns with the HSE National Safeguarding Policy and internal procedures.
• Liaising directly with external statutory agencies and regulatory bodies.
• Providing regular, objective reports to the Board of Trustees.
• Maintaining a direct reporting channel to the Chair of the Board for the escalation of sensitive concerns.

3. Why the 'Manager as DASO' Model Carries Risks

In small organisations, it is common to consider assigning the DASO role to a manager who already oversees staff. However, combining these roles creates a systemic weakness that can jeopardise the safety of vulnerable adults.

Conflict of Interest A manager is responsible for staff performance and operational output. These duties clash with the impartial requirements of a safeguarding investigation. It is difficult for a manager to remain objective if a concern involves a staff member they also supervise and rely on for service delivery.

Breach of Natural Justice Placing HR disciplinary authority and safeguarding oversight in the hands of one person is a breach of natural justice. This arrangement creates a perceived lack of impartiality that makes the organisation legally vulnerable. Crucially, any evidence gathered in such a conflicted environment may be deemed invalid during a legal or regulatory review by authorities such as HIQA.

Discouraging Reports and the Staff Mandate Staff and volunteers are the eyes and ears of an organisation. Their mandate is strictly observational. They are required to recognise signs of harm and report them immediately, but they must not attempt to investigate concerns themselves. If the manager is the only person available to receive these reports, it creates a chilling effect. Staff may feel unable to speak up if they believe their manager has a professional stake in the accused individual.

4. The Preferred Governance Model: Separating Management from Oversight

The most effective structure for a small charity involves a clear split between operational management and safeguarding oversight. This model includes a Safeguarding Panel, which is a committee appointed by the board. This panel remains independent of management and provides preliminary screening and oversight for all concerns.

5. How Small Charities Manage Constraints: The Temporary Dual Role

It is recognised that some very small charities may have no choice but to have a manager act as DASO on a temporary basis. This is an exception and must be managed as a time bound risk. This arrangement is never the standard and must be replaced by an independent appointment as soon as possible. When this dual role is unavoidable, the following safeguards are mandatory:

• The Deputy DASO: The board must appoint a second individual to act as a Deputy DASO. This role is a mandatory fail safe to ensure continuity if the primary DASO is absent or facing a conflict of interest.
• Mandatory Recusal: If a concern involves a staff member supervised by the Manager, that individual must step aside immediately. They cannot lead the safeguarding process.
• Independent Reporting Channel: Concerns involving staff or management must bypass the manager and go straight to the Chair of the Board.
• Board Resolution: This temporary arrangement must be formally recorded in the minutes of a board meeting. The document must include a specific Resolution Number and a date for the next review.

6. The Role of the Voluntary Board: Ultimate Accountability

While the DASO manages the daily procedural work, the Board of Trustees holds the ultimate responsibility for the safety of the service. Governance is a moral contract between the board and the service users. To fulfil this contract, the board must take three specific actions:

1. Formal Appointment: The board must formally appoint the DASO and Deputy DASO via a recorded resolution. This mandate must clearly define their independent reporting lines to ensure they are not hindered by management.
2. Authorised Escalation: The board must ensure the DASO has the granted authority to speak directly to the Chair of the Board. This ensures that allegations involving senior staff are met with an objective response.
3. Resource Provision: The board is responsible for providing the necessary resources. This includes the authority for the DASO to seek external legal or specialist advice whenever a complex or high risk case arises.

7. Conclusion: Focusing on Safety and Integrity

Robust governance is about more than following administrative rules. It is about creating a transparent environment where the safety of vulnerable adults is the highest priority. By separating the roles of management and safeguarding, a charity demonstrates its commitment to the principles of natural justice and statutory compliance. Ensuring that safeguarding oversight remains independent of operational pressure is the only way to maintain the integrity of your organisation and the trust of the community you serve.