1.12.3 Confidential Reporting (Whistleblowing) |
OUTCOME STATEMENT
The welfare of children is promoted, children are protected from abuse, and an appropriate response is made to any allegation or suspicion of abuse.
RELEVANT GUIDANCE/DOCUMENTS
This procedure should be read in conjunction with the following:
Contents
1. Procedure Summary
This procedures relates to the confidential reporting (whistle blowing) in relation to the mistreatment of children. For concerns relating to the mistreatment, bullying or harassment of Staff see Continuum Group HR Procedures.
Where any member of Staff has any concerns whatsoever that a colleague is acting inappropriately they must raise their concern e.g. where they believe another colleague has or is likely to:
- Commit a criminal act
- Failed to comply with a legal obligation
- Placed a child or colleague in danger
- Caused serious damage
- Mistreat or cause Significant Harm to a child
Normally, they should contact their Manager; unless they believe the Manager may be implicated, in which case they must report the matter to a more senior Manager who is not implicated. Alternatively, they should contact the Regulatory Authority or make a referral under the Child Protection Procedures, see Child/Adult Protection Procedure.
Staff may alternatively seek advice from Public Concern at Work, a charity which offers free, confidential, legal advice on serious concerns in the work place.
Contact for Public Concern at Work: 020 7404 6609 or email helpline@pcaw.co.uk.
Once notified, it will be for the Manager or Line Manager to decide what actions to take including whether to notify/consult senior Managers. If concerns relate to a child, the Social Worker will be consulted.
If the concern relates to the commission or likely commission of a criminal offence, the Police may be consulted or notified.
If concerns relate to the behaviour of a person in another organisation or agency (for example a Social Worker or Inspector), the Manager should be notified in the first instance. The Manager will assist in the making of the complaint if it seems appropriate. If the matters is not resolved, the whistle blower can contact Public Concern at Work as described above.
When concerns are brought to the attention of Managers, efforts will be made to resolve matters satisfactorily, without recourse to disciplinary or other formal procedures – assuming this is appropriate to do so. However the relevant Social Worker will always be notified and consulted before a decision is taken on how to proceed.
Where concerns can not be resolved informally or the Social Worker or others feel such a course of action would be inappropriate, relevant formal procedures will be implemented; e.g. The Continuum Group Complaints Procedure, Child/Adult Protection Procedure, Disciplinary or Grievance Procedures.
Every effort will be made to protect the anonymity of the informant if requested. In some circumstances this may not be possible, for example, if evidence has to be given in criminal or civil proceedings or in a disciplinary investigation.
In such circumstances we will protect anonymity for as long as possible and the Staff member will be informed prior to disclosure and appropriate support offered.
Because issues raised under this procedure will often be of a sensitive nature, those participating should agree not to discuss the matter outside of the enquiry until an outcome has been reached.
Along the way, the person who raised the concern will be kept informed if it does not compromise the safety of any person or there are legal reasons for maintaining confidentiality.
If a member of Staff makes an allegation in good faith, but it is not confirmed by the investigation, no action will be taken against them.
However, a serious view will be taken about any unsubstantiated allegations which prove to have been made maliciously or knowing them to be false and will regard this as a serious disciplinary offence.
The whistle blower should set out clearly the background and history of concern, giving names, dates and examples of worrying situations. This should be factually based. The whistle blower should be aware that their identity may through the process of investigation be identified. Whilst accepting that it is difficult to raise concerns, it is hoped that any whistle blower will be able in the first instance to raise the issue of concern with their relevant line Manager.
2. Principles of Good Practice
We rely on the dedication, professionalism and skill of our Staff.
However, our work with vulnerable children places Staff in positions of power. In order to retain the trust of those we are trying to help it is essential we take all reasonable steps to ensure this power is exercised responsibly.
Staff are usually the first to know when something is going seriously wrong. However, they may not express their concerns because they feel that to do so would be disloyal to their colleagues or to the organisation.
They may also fear harassment or victimisation. In these circumstances they may feel it would be easier to ignore the concern rather than report what may just be a suspicion of malpractice. The culture of turning a blind eye and an aversion to “informing on others”, means that all too often the alarm is not sounded on such malpractice.
In addition, Staff wondering whether to raise concerns often fear they won’t be listened to, or that they will be putting their jobs at risk. The result is that the people in charge do not get the chance to take action before real damage is done.
Whistle-blowing policies aim to ensure that serious concerns are properly raised and addressed and are increasingly recognised as a key tool to deliver good practice.
This will help to:
- deter serious malpractice
- ensure Staff play their part and feel valued
- promote accountability throughout the organisation
- uphold the reputation of the organisation and maintain public confidence
We are committed to the highest possible standards of openness, probity and accountability. In line with that commitment we expect employees, and others that we deal with who have genuine concerns about any aspect of our work to come forward and voice those concerns.
This culture recognises some concerns may prove unfounded. We believe, however, that it is better to raise a genuine unfounded concern than to take the risk of an unreported concern causing serious harm to child.
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