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W874 [WCAG21 2.4.1 (A)] Add a skip navigation link as the first link on the page:
If your document has structure then you should add a skip navigation link to make it easier for accessible users to get to the page's content. To ensure detection, skip navigation links should point to a <main> element, or an element with role='main'. See Understanding 2.4.1, and Skip Navigation. <!DOCTYPE html PUBLIC "-//W3C//DTD XHTML 1.0 Transitional//EN"
"http://www.w3.org/TR/xhtml1/DTD/xhtml1-transitional.dtd">
2 P967 [WCAG21 3.1.1 (A)] Use the 'lang' attribute to denote the primary language of the document:
You should always identify the primary natural language of a document using a 'lang' attribute on the <html> element. See WCAG 2.1 HTML Technique H57. <html xmlns="http://www.w3.org/1999/xhtml">
3 <head>
4 <meta name="viewport" content="width=device-width, initial-scale=1.0"/>
5 W605 Duplicate tag found: See matching tag on line: 22
A duplicate tag has been found with the same attributes. Although this should not affect the page, it indicates that a mistake may have been made. <meta http-equiv="Content-Style-Type" content="text/css" />
6 W605 Duplicate tag found: See matching tag on line: 23
A duplicate tag has been found with the same attributes. Although this should not affect the page, it indicates that a mistake may have been made. <meta http-equiv="Content-Script-Type" content="text/javascript" />
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8 Confidential Reporting | Next Stage 4Life
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A duplicate tag has been found with the same attributes. Although this should not affect the page, it indicates that a mistake may have been made. <meta http-equiv="Content-Style-Type" content="text/css" />
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A duplicate tag has been found with the same attributes. Although this should not affect the page, it indicates that a mistake may have been made. <meta http-equiv="Content-Script-Type" content="text/javascript" />
24 W609 The 'content-type' HTTP header specifies a character set of UTF-8, which is different to the value
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The 'content-type' HTTP header specifies a different character set to that specified in the tag. In this case the HTTP header takes precedence. <meta http-equiv="Content-Type" content="text/html; charset=iso-8859-1" />
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51 I899 [WCAG21 1.3.2 (A)] Layout tables must represent their content in a meaningful sequence:
Screen readers can struggle to read out tables sensibly, so it is often better to use alternative mark-up and CSS to layout content. Try disabling the table mark-up to see if it still makes sense. See WCAG 2.1 Failure F49. <table width="97%" border="0" cellspacing="0" cellpadding="0">
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53 E885 [WCAG21 1.1.1/1.3.1/3.3.2/4.1.2 (A)] User interface controls should have a label or an accessible
name:
Associate form controls with <label> tags, or use the 'aria-label' or 'aria-labelledby' attributes to label controls where it might be confusing or not possible to use a label. See WCAG 2.1 Failure F68. <input type="text" name="zoom_query" class="search_input" size="20" id="zoom_searchbox" value="Search this
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60 <div id="printReady">
61 <div id="container">
62 <div id="content_frame_overflow">
62 <div class="content_text">
63 <h1 class="h1">
63 Confidential Reporting
63 </h1>
64 <div class="scope_box" style="padding-bottom: 0px; padding-top: 15px;">
65 <h2 class="h3">
65 REGULATIONS AND STANDARDS
65 </h2>
66 <p>
66 <a
href="http://qualitystandards.proceduresonline.com/homes/p_quality_standards.html#qual_purpose
" target="_blank">
66 The Quality and Purpose of Care Standard
66 </a>
66 </p>
67 <p>
67 <a
href="http://qualitystandards.proceduresonline.com/homes/p_quality_standards.html#leadership
" target="_blank">
67 The Leadership and Management Standard
67 </a>
67 </p>
68 <p>
68 <a
href="http://qualitystandards.proceduresonline.com/homes/p_quality_standards.html#protection_c
h" target="_blank">
68 The Protection of Children Standard
68 </a>
68 </p>
69 <h3 class="h3">
69 OTHER RELEVANT CHAPTERS
69 </h3>
70 <p>
70 <a href="p_child_protection.html">
70 Referring Safeguarding Concerns Procedure
70 </a>
70 </p>
71 </div>
72 <h2 class="h2_underlined">
72 <br />
73 Contents
73 </h2>
74 <ol>
75 <li>
75 <a href="#purpose_whistle">
75 Purpose of the this Procedure
75 </a>
75 </li>
76 <li>
76 <a href="#PERSONA__AWARE">
76 Personal Awareness
76 </a>
76 </li>
77 <li>
77 <a href="#use_policy">
77 Using the Procedure
77 </a>
77 </li>
78 <li>
78 <a href="#manage_policy">
78 Managing the Procedure
78 </a>
78
78 </li>
79 <li>
79 <a href="#recording">
79 Recording
79 </a>
79 </li>
80 <li>
80 <a href="#Confidentiality">
80 Confidentiality
80 </a>
80 </li>
81 </ol>
82 <h2 class="h2_underlined">
82 <br />
83 1.
83 <a id="purpose_whistle" name="purpose_whistle">
83 </a>
83 Purpose of this Procedure
83 </h2>
84 <p>
84 Confidential Reporting is also referred to as 'Whistleblowing'.
84 </p>
85 <p>
85 Staff have the right and the responsibility to raise genuinely held concerns about abuses of
power and trust by colleagues towards:
85 </p>
86 <ol>
87 <li>
87 Children using our services;
87 </li>
88 <li>
88 Any other children;
88 </li>
89 <li>
89 Adult Service Users (i.e. Social Workers);
89 </li>
90 <li>
90 Other employees.
90 </li>
91 </ol>
92 <p>
92 Any concerns that a colleague might or has been mistreating or abusing a child must always be
reported, see
92 <a href="p_child_protection.html">
92 Referring Safeguarding Concerns Procedure
92 </a>
92 .
92 </p>
93 <p>
93 This procedure is designed to ensure that other (non abusive) genuinely held concerns are raised
and are effectively addressed.
93 </p>
94 <p>
94 The procedure will also apply to people involved in working with us though not employed by the
Company (e.g. consultants, students on placement etc).
94 </p>
95 <p>
95 Any concerns about the actions or behaviour of such staff should be reported in accordance with
using the procedure and the Home Manager receiving the concern should pursue the matter with the
employer or placing college of the person about whom concerns have been raised.
95 </p>
96 <p>
96 No one exercising their responsibilities under this procedure and in good faith will be
penalised for doing so. Any attempt to victimise employees for raising genuine concerns or to
prevent such concerns being raised will be regarded as a disciplinary matter.
96 </p>
97 <p>
97 Any attempt to abuse this procedure by maliciously raising unfounded allegations will also be
regarded as a disciplinary matter.
97 </p>
98 <p>
98 The Confidential Reporting Procedure does not:
98 </p>
99 <ul>
100 <li>
100 Require employees to prove that their suspicions are well founded; nevertheless they should
have reasonable grounds for their suspicions;
100 </li>
101 <li>
101 Replace the Grievance Procedure which is available to employees concerned about their own
situation;
101 </li>
102 <li>
102 Replace the Disciplinary Procedure, although the Policy may lead on to disciplinary
proceedings.
102 </li>
103 </ul>
104 <p>
104 The procedure does require management to act quickly and appropriately where there are concerns
about:
104 </p>
105 <ol>
106 <li type="a">
106 Children using our services;
106 </li>
107 <li type="a">
107 Any other children;
107 </li>
108 <li type="a">
108 Adult service users;
108 </li>
109 <li type="a">
109 Other employees.
109 </li>
110 </ol>
111 <h2 class="h2_underlined">
111 <br />
111 2.
111 <a id="PERSONA__AWARE" name="PERSONA__AWARE">
111 </a>
111 Personal Awareness
111 </h2>
112 <p>
112 In working with abused children, staff need to recognise as far as possible the impact that
their behaviour, speech and presentation will have on children.
112 </p>
113 <p>
113 Those working with children should also be aware that games involving physical contact could be
misinterpreted by children or can frequently be used by abusers as part of the 'grooming'
process of a child. Therefore, any contact should be used only where relevant to the needs of
the child, and should form part of the care plan and be reflected fully in recording and
supervision. Workers should recognise that children need to deal with the pain of their
experiences through acknowledgement and expression of their feelings. Physical contact meant as
comfort can stifle this process.
113 </p>
114 <h2 class="h2_underlined">
114 <br />
114 3.
114 <a id="use_policy" name="use_policy">
114 </a>
114 Using the Procedure
114 </h2>
115 <p>
115 <span class="bold">
115 NOTE
115 </span>
115 : Any concerns relating to possible mistreatment or abuse of a child must be reported via the
115 <a href="p_child_protection.html">
115 Referring Safeguarding Concerns Procedure
115 </a>
115 .
116 </p>
117 <h3 class="h3">
117 3.1 How do I raise concerns?
117 </h3>
118 <p>
118 You should raise them with your Home Manager or, if you prefer, with the line Manager for the
Home.
118 </p>
119 <h3 class="h3">
119 3.2 What if I feel unable to speak to either my Manager or his/her Manager?
119 </h3>
120 <p>
120 You should talk to another manager or you could contact
120 <a href="http://www.pcaw.co.uk/" target="_blank">
120 Public Concern at Work
120 </a>
120 .
120 </p>
121 <h3 class="h3">
121 3.3 What happens when I raise my concerns?
121 </h3>
122 <p>
122 This will depend largely on the nature of the concerns you raise. However, in all cases, the
Manager, or other person, with whom you raise your concerns will arrange to meet you as soon as
possible and away from the workplace, if necessary, to enable you to explain fully what your
concerns are and why you have them. We will ask you how you wish to see the concern resolved and
whether you would want to be told about how we will conduct the investigation. The Manager will
tell you either at that meeting or as soon as possible afterwards, what action will be taken in
response to the issues you have raised. You will be told the outcome of any investigation into
your concerns. Sometimes, however, it may not be possible to reveal the full extent of the
investigation where this relates to personal issues involving a third party. Where action is not
taken, you will be given an explanation.
122 </p>
123 <h3 class="h3">
123 3.4 Can I bring someone to support me when I meet the Manager to discuss my concerns?
123 </h3>
124 <p>
124 Yes, but because issues raised under this procedure will often be of a sensitive nature, you
should discuss the matter with as few people as possible.
124 </p>
125 <h3 class="h3">
125 3.5 How long will it take for my concerns to be addressed?
125 </h3>
126 <p>
126 This will depend on the nature of the issues you raise. Wherever possible, the matter will be
addressed within 28 days of you raising it.
126 </p>
127 <h3 class="h3">
127 3.6 What can I do if I am unhappy with the actions taken in response to the concerns I have
raised?
127 </h3>
128 <p>
128 If you do not agree with the way your concerns have been dealt with by Management, you may in
the first instance notify the Designated Manager (Confidential Reporting). Alternatively, you
may seek advice from
128 <a href="http://www.pcaw.co.uk" target="_blank">
128 Public Concern At Work
128 </a>
128 , a charity which provides free independent legal advice to staff and others who wish to raise
concerns about the workplace.
128 </p>
129 <h2 class="h2_underlined">
129 <br />
129 4.
129 <a id="manage_policy" name="manage_policy">
129 </a>
129 Managing the Procedure
129 </h2>
130 <h3 class="h3">
130 4.1 What do I do as a Manager if concerns are raised with me?
130 </h3>
131 <ol>
132 <li type="a">
132 You must arrange to meet the person raising the concerns as quickly as possible to establish
exactly what the concern is and understand what has given rise to it;
132 </li>
133 <li type="a">
133 You need to consider carefully where the meeting should take place and allow the person
raising the concerns to be accompanied by an appropriate friend or colleague, if that is their
wish;
133 </li>
134 <li type="a">
134 You must make a note of your conversations with the person raising the concerns and agree the
accuracy of that note with them;
134 </li>
135 <li type="a">
135 You must be sensitive to the fact that the person concerned may feel uncomfortable about
raising issues with you regarding a colleague or a manager;
135 </li>
136 <li type="a">
136 You must consider and address the support needs of the person who is the subject of the
concerns and of the person raising them;
136 </li>
137 <li type="a">
137 If a person disclosing a concern wishes their identity to be confidential, you ought to
provide reassurance that their wish will be respected. You should explain that you will not
disclose their identity without their consent unless a Court Order requires this. You should
also explain that it may not always be possible to take all the necessary action if their
identity is to remain confidential;
137 </li>
138 <li type="a">
138 You must prioritise the process of dealing with the issue remembering that, wherever possible,
it should be addressed within 28 days of the matter being raised with you.
138 </li>
139 </ol>
140 <h3 class="h3">
140 4.2 What do I do once I have established what the concerns are?
140 </h3>
141 <p>
141 If the issue appears to be of a relatively minor and straightforward nature, you may decide to
resolve it informally and directly with the individual who is the cause of the concerns.
141 </p>
142 <p>
142 If the issue appears to be complex or more serious, you must first consider whether any
immediate action is necessary to protect the needs of the child, or other service users. (This
may include referring the matter to the Police and/or initiating a referral to Children's Social
Care. If the concern relates to the welfare of a child and you do not feel able to respond, you
should seek advice on how to proceed from the Designated Manager (Confidential Reporting).)
142 </p>
143 <p>
143 You must then decide how the issue is to be investigated and must arrange for that investigation
to take place as quickly as possible.
143 </p>
144 <p>
144 You must inform the person raising the concerns of the action that you have taken and of the
outcome of any investigation.
144 </p>
145 <h3 class="h3">
145 4.3 What do I do if I have no line management responsibility for the individual who is the cause
of the concerns?
145 </h3>
146 <p>
146 You must refer the matter to an appropriate manager with responsibility for the individual who
is the cause of the concerns. However, in considering who to refer the matter to, you should
take account of the level of seriousness of the concerns and any reservations expressed by the
person raising them about who they should be referred to. If you are left with any
uncertainties, you should talk to the Designated Manager (Confidential Reporting).
146 </p>
147 <h3 class="h3">
147 4.4 Who notifies the person raising the concern of the outcome of any investigation if I refer
the matter to the Line Manager of the individual who is the subject of the concerns?
147 </h3>
148 <p>
148 You must decide which of you will do this in your discussions with the Line Manager or the
Designated Manager (Confidential Reporting) of the person who is the cause of the concerns. If
confidentiality is an issue, then it will be necessary for you to advise the person raising the
concern of the outcome of the investigation. If not, it may be most appropriate for the Manager
initiating the investigation to do so. Either way, the employee raising the concerns should be
told before the investigation begins, if possible, who will notify her/him of its outcome.
148 </p>
149 <h2 class="h2_underlined">
149 <br />
149 5.
149 <a id="recording" name="recording">
149 </a>
149 Recording
149 </h2>
150 <p>
150 A record of concerns raised under this procedure together with a record of action taken in
response will be retained on the personal files of the complainant and the person complained
about for as long as those files are retained. The record on the file of the person complained
about will exclude the identity of the complainant in cases where anonymity has been maintained.
150 </p>
151 <h2 class="h2_underlined">
151 <br />
151 6.
151 <a id="Confidentiality" name="Confidentiality">
151 </a>
151 Confidentiality
151 </h2>
152 <p>
152 This Procedure has been designed to ensure that employees can feel confident that they can raise
concerns about malpractice and that those concerns will be properly and effectively dealt with
within the Company.
152 </p>
153 <p>
153 It is preferable that a serious concern is raised responsibly rather than not at all. If you are
uncertain about who to approach with your concerns, you should seek advice from your Trade Union
or
153 <a href="http://www.pcaw.co.uk" target="_blank">
153 Public Concern At Work
153 </a>
153 .
153 </p>
154 <p>
154 <br />
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