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Session 7 Managing reports and responding to concerns
7.1 Introduction
In this session, you learn more about how organisations respond to a concern.
Learning outcomes
By the end of this session, you will have a better understanding of:
Deciding how serious the concern is. |
Involving others in decision-making. |
Identifying the core parts of a reporting process. |
Case management good practice, including |
Let’s get started.
7.2 Applying your learning: comment
Task 2
Identify the policies and
Comment
You may have found that your organisation has very comprehensive policies and procedures that cover all aspects of safeguarding, which would be great news! Or you may have discovered that your organisation focuses more on preventing risk, or alternatively on reporting and responding to concerns about abuse.
Whatever strengths or gaps you have discovered in the policies or procedures, it is important to pass this on to the Safeguarding Lead, so they can address it.
7.3 Making an initial assessment of safeguarding concerns
All safeguarding concerns require a response, even anonymous ones. Safeguarding concerns include behaviour that is directly harmful, as well as behaviour (like grooming) that has the clear potential to lead to serious abuse. Concerns may be also based on signs that a person is distressed or has been abused.
Deciding on the seriousness of a concern
When your organisation is first made aware of a safeguarding concern, a decision needs to be made about its potential seriousness. In the Safeguarding Essentials course, a scale was used to indicate the seriousness of a concern. This showed how, sometimes, a concern that may at first appear to be less serious can quickly move up the seriousness scale when more information is known.
Placing the concern on a scale (see the diagram below) is a helpful way of making decisions, clarifying what action is required, and considering whether external child protection services or other organisations need to be involved.
When does my organisation need to respond to a concern?
Every safeguarding concern needs a response, including those which are anonymous. Even poor practice without any safeguarding issues requires a response – usually by the individual’s manager or Human Resources. More serious safeguarding concerns will need to be assessed and addressed by your organisation’s Safeguarding Lead.
Now you move on to explore how safeguarding concerns are assessed and you practise making a judgement about how serious concerns are.
7.4 Assessing the seriousness of concerns
The interactive activity below provides real-life examples of safeguarding concerns for you to consider.
Making an initial assessment of the seriousness of safeguarding concerns
Read the statement below which details a real-life example of a safeguarding concern. Based on the information provided in the statement, decide whether it is a less serious concern, a persistent or more serious concern, or whether it is possible abuse.
For each example, you will be able to read our assessment of how serious it is – but please note there are no absolute right or wrong answers – especially when you have very limited information.
To answer, click on the box you think is most appropriate for the statement. Repeat this for each new statement that appears.
As the final example shows, assessing the seriousness of a concern and deciding on the appropriate response can be made harder by having incomplete information. In a moment, you will explore the roles that different organisations can play when concerns arise.
7.5 Which organisations will be involved in responding?
The level of seriousness of a concern affects how your organisation should respond and who will manage that response.
Which organisation is most likely to be responsible for responding?
For the three different categories of safeguarding concern shown in the interactive diagram below, identify the most appropriate organisations to be involved in the response by dragging and dropping them into the correct category.
7.6 The value of involving others when making decisions
It is very important for your organisation to make sure that safeguarding decisions are not made by someone alone.
Next, we think about why working with others leads to better safeguarding decisions.
Why are collective safeguarding decisions better?
Think about all the ways that decisions can be improved by working with others.
Comment
Consulting with external experts or experienced colleagues is an important part of decision-making. By involving more than one person in the decision, it helps make sure it is not affected by one person’s biases. Who you involve will depend on your local context, but
It is good practice for your organisation to create a
What if the concern is at the severe end of the abuse scale?
If a child seems to have been abused, is at risk of abuse, or a criminal offence may have been committed – this should immediately be referred to the relevant local services or the police for investigation. They are responsible for investigating allegations of child abuse. It is always best to contact them and seek their advice if you are unsure.
What if public authorities do not exist?
In some contexts, statutory public services may not exist or be fully operational. In this case, it is important for your organisation to build partnerships with trusted local organisations and NGOs, for example, those focused on child protection, or women and girls, whose staff are trained in child protection and case management.
 |
Remember that deciding on the seriousness of a concern should be a collective and confidential process and not the decision of a single person. |
7.7 Reports not meeting police or child protection service thresholds for action
Serious allegations of child abuse will usually be taken up by the police and other local child protection services. However, there are cases where concerns are referred to external services, but they fail to meet the minimum evidence or severity required for external action – known as their threshold for action – and these cases need to be handled internally.
Taking action internally when a case does not meet external services or criminal thresholds
Read the following account, and then answer the questions below:
Your organisation receives a report from the organiser of the national boys’ junior championships.
The under-16s cup was won by your team – which had a low ranking. That evening, there are reports of a noisy party being held in your team’s dormitory – and that some of the players and coaches were drinking alcohol.
When staff went to see what was happening, they found the team celebrating wildly and some of the players were even drinking cans of beer. But the main concern was the state of the two coaches – who were so drunk that they could hardly stand.
The event organisers made sure that the boys were settled down and arranged for other staff to supervise them overnight.
What are the safeguarding concerns that this situation raises?
What additional action (if any) should be taken in relation to the coaches – and why?
What additional action (if any) could be taken in relation to the players – and why?
Comment
What are the safeguarding concerns that this situation raises?
| This is largely about poor practice and a breach of the |
| There is potential for harm arising from drunken behaviour and possible legal issues (giving children alcoholic drinks, vandalism, or property damage). |
| With no sober supervisors for the team, there are associated risks (e.g. not being able to respond appropriately to an emergency). |
What additional action (if any) should be taken in relation to the coaches – and why?
| Formal disciplinary investigation based on a serious breach of the code of conduct. |
| Consider a temporary suspension while this process is undertaken. |
| Possible start of legal proceedings if in breach of local laws. |
| If not suspended, mandatory further education or a refresh of the coaches’ safeguarding responsibilities towards the children under their care. |
What additional action (if any) could be taken in relation to the players – and why?
| Disciplinary investigation for a breach of the code of conduct. |
| Formal warning or education about the implications of the consumption of alcohol (a reminder of the players’ responsibilities and the code of conduct, healthy lifestyles). |
| Players could be suspended or banned from a future competition. |
When concerns do not reach the threshold for referring on to external services or the police, the organisation has a responsibility to investigate, assess, and take appropriate action using its own resources and systems. This type of scenario demonstrates the importance of an organisation’s codes of conduct. You will explore these types of situations further in the next course.
7.8 The key principles in responding to concerns
Some key safeguarding principles should apply to responding to concerns. These cover the entire process, from receiving and managing reports, to making final decisions and caring for the victims and survivors.
These include:
- Everyone has the right to participate in sport in a safe and enjoyable environment.
- Children’s best interests are the primary consideration in all decisions relating to them.
- Preventing abuse, and speaking up about it, is everyone’s responsibility, but responding to concerns confidentially is the responsibility of key individuals.
- Case management processes should follow a victim and survivor-centred approach.
- Everyone, including those who face safeguarding allegations, has the right to a fair and
transparent process .
7.9 What is a good reporting procedure?
As you have learned, to safeguard everyone, all safeguarding concerns must be reported and addressed. It is the responsibility of everyone in sport to report concerns.
Let’s hear again from Patience, as she explains how she approached establishing a reporting procedure.
Patience’s approach to creating a reporting procedure
Listen to Patience’s approach and identify four key aspects of good practice that you think are important in her account.
Transcript
Comment
We identified these four aspects of best practice. How do they compare to yours?
| Be clear that if it is an emergency, anyone with a concern should get immediate help, for example, medical attention, police assistance, or crisis counselling. |
| The need for a clear system to record and securely store information on every reported concern. |
| Provide different reporting options, like phone, email, and through a website or secure phone app. |
| Provide an opportunity for individuals to discuss their concerns confidentially with a Safeguarding Lead. |
|
Developing an effective reporting procedure is an important responsibility for sport organisations. |
7.10 Introducing a reporting flowchart
As Patience mentioned, it is often easier for staff, volunteers, athletes, and parents to understand the safeguarding reporting process in the form of a flowchart.
The flowchart below shows the process – from the initial concern being identified, through to an assessment of the concern being made.
What to do if you have concerns about someone
The Safeguarding Lead will then assess the information, decide what action is needed, and provide advice about support for the possible victim and the person reporting their concern.
Note: If you are unsure whether or not to report your concerns – contact the Safeguarding Lead to discuss the situation and get advice on what to do next. |
Your organisation should have a similar reporting system that everyone in the organisation, including children and their parents, is aware of.
7.11 Pro-active reporting
It is important that people in your organisation feel confident to come forward and speak up if they have a concern. This can include concerns about the way the organisation has handled a safeguarding issue.
But it can also cover other types of concern (for example, suspected financial mismanagement or dangerous working conditions). Every organisation should have a
A number of cases of abuse have highlighted the value of a
7.12 Confidentiality, information sharing, data protection, and recording principles: an introduction
Confidentiality, information sharing, and data protection may sound like incompatible issues, but they all play important roles in safeguarding.
Every effort should be made to maintain confidentiality for everyone connected with a safeguarding concern – the person who reports, alleged victims, witnesses, and the subject of any allegations. Everyone has a right to expect that the information that organisations hold about them will be kept confidential and only shared when there is a valid and legal reason to do so.
What are the core principles?
a.
True
b.
False
The correct answer is a.
a.
True
b.
False
The correct answer is a.
a.
True
b.
False
The correct answer is b.
b.
Information should only be shared on a ‘need to know’ basis in line with the local data protection laws and that beyond this, confidentiality should be maintained. Wider sharing of information regarding a case can put the victims at risk of further harm.
a.
True
b.
False
The correct answer is a.
a.
True
b.
False
The correct answer is b.
b.
Information should be stored in a secure place with access limited to specified people with formal roles in managing safeguarding or disciplinary issues.
a.
True
b.
False
The correct answer is a.
a.
True
b.
False
The correct answer is a.
Comment
Recording and sharing the right information at the right time is really important. For anyone wanting to report a concern, the use of a standard safeguarding report form is very helpful. This helps those reporting to provide as much relevant information as they can. It also provides a consistent way for information to be recorded and be safely stored by the organisation.
7.13 Summary of Session 7
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| The main learning and messages from this session are: |
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When you are ready, move on to Session 8 Prioritising your next steps – action planning, where you will explore developing a safeguarding action plan.