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6.8 Managing Allegations / Concerns in Relation to Adults who work with Children

SCOPE OF THIS CHAPTER

This chapter details the process where a concern or allegation has been made about staff / foster carers or volunteers who work with children. It deals with the actions to be taken and recording needed following on from receipt of the information.

RELEVANT LEGISLATION AND GUIDANCE

Working Together To Safeguard Children 2015

National Minimum Standards, Fostering Services 2011 - Standard 22

National Minimum Standards, Adoption 2011 - Standard 22

Nottinghamshire and Nottingham City Safeguarding Children Boards’ Safeguarding Children Procedures, Allegations Against Staff or Volunteers Procedure 

AMENDMENT

In January 2018, paragraph 6.2 clarified for all referrals the point of contact will be the LADO Allegations Officer.


Contents

  1. Introduction
  2. Policy
  3. Scope
  4. Geographical Jurisdiction
  5. Terminology
  6. The Local Authority Designated Officer (LADO)/Team of Designated Officers Roles and Responsibility
  7. Process and Practice
  8. Accountability to the NSCB and Reporting
  9. Historical Information and Allegations
  10. Referral to Disclosure and Barring Service (DBS)


1. Introduction

1.1 This practice guidance should be read in conjunction with the Nottinghamshire and Nottingham City Safeguarding Children Boards’ Safeguarding Children Procedures, Allegations Against Staff or Volunteers Procedure. It is intended to add Nottinghamshire County Council specific detail to the NSCB procedure.


2. Policy

2.1

The guidance is intended to strengthen practice in relation to work with adults who pose a risk to children, providing more detail on the process. These cases will either have a direct child protection element or a broader safeguarding perspective where the action of a person working with children may have a detrimental impact on the outcomes for children and their suitability to work with children is questioned. Communication is probably the most significant aspect of practice to which consistent good standards will make the most noticeable difference to outcomes and this guidance addresses standards in relation to this.


3. Scope

3.1 The managing allegations and concerns procedure applies to a wider range of allegations than those in which there is reasonable cause to believe a child is suffering, or likely to suffer, significant harm. It also caters for cases where the allegation or concern might indicate the person is unsuitable to continue to work with children in their present position or in any capacity.
3.2

In summary, the criteria to be applied in terms of allegations or concerns about the individual are those that indicate that an individual may have:

  • Behaved in a way that has harmed a child, or may have harmed a child;
  • Possibly committed a criminal offence against or related to a child;
  • Behaved towards a child or children in a way that indicates they may pose a risk of harm to children.
3.3 These concerns may relate to either a person’s work/volunteering or to their behaviour outside of the work setting.
3.4

The response to these allegations or concerns may involve one of a number of processes and procedures:

  • Child Protection;
  • Criminal Investigation;
  • Disciplinary procedures / HR processes;
  • Complaints procedures.
3.5 This procedure may be applied to NCC staff where they are deemed to be work with children but also applies to adults who work or volunteer in other organisational settings where allegations or concerns about them become known to their employers or supervisors, to staff who work within NCC or any partner agencies or setting.
3.6

The practice guidance should be applied to allegations against foster carers and should be read in conjunction with the specific practice guidance relating to allegations against foster carers.

It should also be read in conjunction with the practice guidance relating to historical cases of abuse.


4. Geographical Jurisdiction

4.1 In almost all circumstances the LADO / Team of Designated Officers responsibility rests with the authority in which the adult works. Where an agency has employed the worker then they will have overall responsibility for any actions although it must be recognised that the office may be at some distance to where the work placement is. This will need some application of common sense as to which Local Authority LADO/Team of Designated Officers responds; generally it would seem sensible to use the location of the work placement as the guide. In any cross boundary situation there needs to be dialogue between LADOs of respective authorities. For commissioned type services e.g. GP's the principle would be that the commissioning agency is responsible. There needs to be on-going communication with any other Local Authorities involved. 


5. Terminology

5.1 It is important to use consistent terms in relation to the managing allegations process and the strategy meeting which may be linked to this.
5.2 The term Managing Allegations and Concerns in Relation to Adults who work with Children is the adopted terminology within Nottinghamshire and Nottingham City. In relation to the strategy discussion or meeting the term is Strategy discussion/Meeting (allegations management). The person who is the subject of the allegation or concern should be referred to as an ‘adult of concern’ if the matter relates to an abusive or potentially abusive situation. If the issues to address are under the suitability aspect of the procedures the individual will be referred to as 'the subject’.


6. The Local Authority Designated Officer (LADO)/Team of Designated Officers Roles and Responsibility

6.1 The LADO/Team of Designated Officers is involved in the management and oversight of individual cases - providing advice and guidance to employers and voluntary organisations, liaising with the police and other agencies and monitoring the progress of cases to ensure that they are dealt with in a timely manner consistent with a thorough and fair process. Strategically the Service Manager, Safeguarding Children (Strategic) acts as the nominated Local Authority Designated Officer (LADO) and is also responsible for ensuring that the procedures are dealt with in accordance with Working Together 2015, Chapter 2: Organisational responsibilities and for resolving any inter-agency issues and liaising with the NSCB.
6.2 For all referrals the point of contact will be the LADO Allegations Officer.
6.3 The Service Manager, Safeguarding Children (Strategic) has overall operational and strategic responsibility for the efficient running of the response to the managing allegations functions. These posts sit within the Safeguarding, Independent Review Service Area Group.


7. Process and Practice

7.1

LADO/Team of Designated Officers Referral or LADO/Team of Designated Officers or Advice

  7.1.1 Following the initial contact with the LADO/Team of Designated Officers; the LADO will compete their ‘initial consideration’ if the criteria referred to in paragraph 8 is not met then the outcome of the referral or discussion will be recorded as LADO Advice rather than as a referral. If the criteria are met then the information will be recorded as a referral. Discussion with relevant people including with operational managers, for example within the employer’s agency or within children’s social care, the police or regulatory body may assist with this decision making.


7.2

LADO/Team of Designated Officers Recording

  7.2.1 Agencies may be asked to complete a referral form to enable this initial consideration of the information. The information will be uploaded onto Mosaic within a dedicated episode as well as onto case notes or documents. The referrer will need to provide all relevant details as requested by the LADO/Team of Designated Officers and other available information to provide substance and clarity to the information provided.
  7.2.2 Where a Mosaic record already exists, recording will be completed on Mosaic, where it does not this record will be created as appropriate. In exceptional cases where it isn’t appropriate to create a client record a word document will be created and saved within the LADO folder.
  7.2.3 For matters that meet the criteria and deemed a referral but are to be dealt with solely by an employer, for example a disciplinary/capability process for suitability/conduct/harm issues of a more minor nature the recording will still be completed on Mosaic. A letter will be sent to the subject of the referral by the LADO/Team of Designated Officer. A template exists for this purpose.
  7.2.4 Generally those cases that are recorded as ‘advice’ do NOT require monitoring and tracking but do require a record (LADO/Team of Designated Officers advice) to be kept in the event of future concerns and as an audit trail.
  7.2.5 Within the recording on Mosaic the heading on the initial LADO/Team of Designated Officers case note (in the title section) should state LADO referral or LADO query if not clear at the initial conversation.


7.3

Timelines

  7.3.1 Working Together 2015 requires that cases be resolved as quickly as possible, consistent with a fair and thorough process. This is in the interests of any child involved, the adult of concern as well as the agency in terms of best use of resources. Not adhering to this may result in complaints to the department.


7.4

Allocation of Case to Social Care

  7.4.1 Following the strategy discussion (allegations management) held between the LADO/Team of Designated Officers, relevant agencies and the Team Manager (Social Care) where required and a Strategy Meeting is required the adult of concern should have a social worker allocated (through Mosaic) and an electronic case record opened; this allows for clarity about who is working with the case. Any children related to this allegation may need to be allocated to a social worker as agreed through the referral process to Children’s Social Care and this will be evident on Mosaic. Files should be linked via personal relationships.
  7.4.2 If a child who already has a social worker makes an allegation then the responsibility for organising the strategy meeting rests with that their social worker. If the adult of concern has children then there should be liaison with the MASH or any subsequently involved social work team and they should be invited to any strategy meeting in the event that follow up on the adult of concern and their children is needed. As a principle if there are no other children to consider then the pre-existing social worker would follow up the adult of concern issues but this may be negotiated between Children’s Social Care Managers before or during the strategy meeting.
  7.4.3 Consideration may need to be given to any potential issues of conflict of interest for example with the same social worker to the child making the allegation and then being responsible for action relating to a potential perpetrator. Confidentiality or sensitivity is therefore required when allocating the case. It may be more appropriate for a social worker/team out of the geographical area or team to deal with the case. In rare circumstances it may be appropriate to request external (to Nottinghamshire) support with tasks.


7.5

Escalation

  7.5.1

If there is any disagreement about the direction of the case then the matter should be escalated. The matter will be addressed at Service Manager level and then if necessary at Group Manager level.



7.6

Adult of Concern Episode on Mosaic

  7.6.1

As indicated an Allegations and Concerns against Professionals – Initial Consideration episode will be completed for virtually all contacts with the LADO/Team of Designated Officers. Where the matter is progressed to a strategy meeting a separate episode is completed Allegations and Concerns against Professionals – Strategy meeting.

Where a referral has been initiated an Allegations and Concerns – Outcome episode will be completed by the LADO/Team of Designated Officers when the case is ready to be closed.


7.7

Case Responsibility in Relation to the Adult of Concern and any Related Child(ren)

  7.7.1 As indicated the social worker for the case will have responsibility for the whole case which includes progressing matters relating to the child and the adult of concern (unless there are different children’s social care social workers for the adult/child in which case there needs to be clear roles and responsibilities agreed). This whole exercise should not, however, be seen purely in terms of the child, as it needs to address potential or actual on-going risk factors relating to the adult. It may be that a child has suffered harm (to whatever degree) by a professional and the parent is protecting and supporting appropriately and so there may not be a need for on-going support in that child’s life but the process in relation to the adult of concern should be followed through to an outcome. The point at which the social worker’s role is discontinued needs to be agreed at the strategy meeting or between the LADO/Team of Designated Officers and the Team Manager. It is likely that this involvement will require little active involvement as the case progresses.
  7.7.2 It is important that identified actions are followed through within identified timescales; to not do so will delay the conclusion of the process and may result in more strategy meetings than required. This is particularly pertinent if there are Section 47 investigations on-going or the need for a CSC assessment which are not completed in a timely way.
  7.7.3 The social worker(s) will provide a brief report to the strategy meeting(s) including details of the adult of concern as well as the child and highlighting the nature of the allegation of concern and any actions taken.


7.8 

Recording and Communication on Mosaic

  7.8.1 All recording on Mosaic needs to be copied onto the case notes of the adult about whom there is the concern and as a principle vice versa onto any child about whom the matter relates unless it clearly has no connection to the child, for example relating to the adult’s own family.
  7.8.2 It is important to ensure that there is a link between the child and adult related Mosaic records (via personal relationships). This will ensure that all information is captured and that there is an audit trail between the two records (or more if multiple children or adults) to enable cross referencing where required. The adult of concern Mosaic record should be a repository for the whole ‘picture’, particularly where relating to multiple victims, where individual children’s case notes wouldn’t necessarily be cross referenced to another child’s record unless deemed appropriate. If in the professional judgement of the worker a particular piece of information should not be copied over to the other record then a case note should be put on the other case note to indicate that there is some relevant information which is not on the file.
  7.8.3 This practice is consistent with data protection policy and in the event of any access to record request; third party information will be removed.
  7.8.4 The alert system on Mosaic should be used to notify the LADO/Team of Designated Officers, Child Protection Coordinator (CPC), social workers and managers to any update to the file (specify on the case note who the alert is being sent to). This alert may be in addition to any e-mails or phone calls etc and these contacts will be recorded on Mosaic case notes. Operational social workers and managers will therefore need to regularly check Mosaic for alerts to ensure there is no breakdown in communication and respond accordingly.
  7.8.5 For urgent matters, this system should not be relied on and direct telephone contact should be made to ensure prompt awareness of relevant developments.


7.9

Mosaic Recording - Organisations

  7.9.1 Every effort should be made to upload the LADO/Team of Designated Officers referral form or record of information onto the documents section of the organisation that the employee works for.
  7.9.2 This is particularly important (but not exclusively) for early years or private provider residential units. In the case of the latter, it is often wise to assign them to the head office address as private provider units will often open and close, change name of move premises. Case notes aren’t an available option but the information saved will indicate the name of the employee and child which will allow an audit trail for more information. This function will enable a degree of oversight into repeat referrals from particular settings which may need exploring. The LADO/Team of Designated Officers would generally take responsibility for this action unless delegated.
  7.9.3 It is important not to add too many individual documents, unless necessary, as this will compromise overall tracking of repeat referrals.


7.10

Strategy Meeting (Allegations Management)

  7.10.1 Once the LADO/Team of Designated Officers has agreed that an allegations management strategy meeting is required the social worker convening the meeting will e-mail the request to the CPC central administrator using the appropriate request form. This request should be sent as a matter of urgency to reduce any inbuilt delays.
  7.10.2 This meeting should take place within 3 working days of receipt of the allegation where there is evidence or risk of significant harm, or 5 working days for other cases. There may be other circumstances where the complexity of the case also warrants a meeting being held and this should be agreed by those involved in the strategy discussion. Where safeguarding action is needed this should not be delayed to accommodate a Strategy Meeting (allegations management).
  7.10.3 The CPC administrator will allocate a CPC on Mosaic and alert the Chair, SW, LADO/Team of Designated Officers and SCIMT via Mosaic and add a case note to this effect with the name of the chair, venue and time. This will also allow speedy access to the correct Mosaic record.
  7.10.4 The CPC administrator will not allocate a CPC Chair if it is not clear that the request for a strategy meeting has been agreed by the LADO/Team of Designated Officers. The responsibility for discussing this matter with the LADO/Team of Designated Officers rests with the Social Care Team Manager. The CPC administrator will add a case note to ensure that there is a record that the social worker has been advised to discuss the matter with the LADO/Team of Designated Officers.
  7.10.5 The social worker will be responsible for ensuring that the appropriate people are invited to the meeting taking into account any persons already identified via the LADO/Team of Designated Officers. These will include employers or voluntary agency managers, the police and, for example, with some sports or activity clubs, a national or local governing/regulatory body representative such as the safeguarding lead for the Football Association (FA) or the Scouting Association. A human resources (HR) or personnel representative will also be invited, as well as any other multi-agency representatives known to the child or adult of concern or relevant to the investigation. The invitation of key people is crucial to the effectiveness of the meeting in sharing key information and enabling informed decisions and recommendations. Professional judgement and good communication with the LADO/Team of Designated Officers is required to ensure this happens.
  7.10.6 In the intervening time, between the referral and the strategy meeting, any information gathering or ongoing investigations should continue as agreed via the strategy discussion with the LADO/Team of Designated Officers and Team Manager or between other colleagues and be recorded on Mosaic.
  7.10.7 If for any reason a strategy meeting may need to be postponed or cancelled this should be discussed and agreed with the LADO/Team of Designated Officer and the reason for this should be recorded on Mosaic and relevant people notified that the meeting has been changed by the Social Work Team.


7.11

Strategy Meeting - Attendees and Agenda

  7.11.1

The following people should be invited to the strategy meeting. They will attend prepared and with relevant records; the social worker will provide a brief overview report:

  • Child Protection Coordinator (CPC);
  • LADO/Team of Designated Officers;
  • Employer;
  • Safeguarding Organisation Lead (e.g. for Scouts or Football);
  • Human Resources Representative;
  • Any nominated SW's to investigate the complaint (where appropriate);
  • The child’s SW and TM or the R&A SW where none allocated;
  • Fostering SW and TM (where relating to a foster carer);
  • SW Team Manager (where adult of concern is a social worker);
  • Police;
  • Legal (where appropriate).

Any practitioner with knowledge of the child such as:

  • Education;
  • Health;
  • IRO;
  • Youth Services;
  • Guardian.
  7.11.2 There should be full minutes of the meeting taken by an administrative person.
  7.11.3

The initial strategy meeting as well as any further meeting will need to consider whether any action is required with respect to:

  • Child Protection / Social Care involvement;
  • Criminal Investigation;
  • Disciplinary procedures / HR processes;
  • Complaints procedures.
  7.11.4  The status of each of these processes will need to be reviewed and continued or discontinued at each stage of the process as information becomes available.
  7.11.5 

The strategy meeting will need to consider the following information and issues:

  • Details of the allegation;
  • Whether or not there is a social care child in need or child protection investigation;
  • Whether or not there is a police investigation;
  • Whether or not there are any disciplinary processes (or equivalent) in place (or consideration of);
  • The views of the child if known in relation to the allegation or the placement;
  • Whether or not the child’s parents or those with parental responsibility are aware of the allegation and their views;
  • Significant information about the child(ren) including legal status, length of time in placement where relevant;
  • Information and views from the child’s SW and manager;
  • Information and views from professionals involved i.e. school, health, IRO, child’s guardian etc.;
  • The significance of any other previous concerns, complaints or allegations made against the carers or their family/members of the household. Any other relevant information about the adult. A chronology should be available;
  • Other children living in placement and any information and actions in relation to them;
  • Any information relating to any other children the adult of concern may have contact with in any other role/employment;
  • Information from the employer or supervisor (i.e. fostering social worker);
  • Consider where the employee will get support from and if they have been encouraged to seek support;
  • Whether or not the adult of concern is aware of the concerns and if not how this should be managed;
  • Information and views from the person of concern, and when known a response to the allegation;
  • Consider how to feed back to the complainant and their family; how this should be facilitated appropriately and with consideration to the investigation and the rights of both the adult of concern, carers and the family;
  • Whether or not the children remain in placement and any support or safeguarding measures required;
  • Allocation of tasks and timescales;
  • Does this matter continue to meet the threshold for consideration by a strategy meeting? If so set further strategy date (preferably within 28 days but this may be longer for example if bail conditions are set but there may be other tasks which need a more imminent review);
  • At a suitable point in the process whether or not a notification to Ofsted or DBS referral is appropriate or to any professional body i.e. Health and Care Professions Council, GMC etc. A positive or negative statement in respective of this should be made.


7.12

Views of the Adult of Concern

  7.12.1 The adult of concern will be advised of the Strategy Meeting process but the timing of this will depend on the need for confidentiality particularly if there is an active police investigation but this will be dependent on the circumstances.
  7.12.2 The views of the adult of concern must be fed into the strategy meetings on an ongoing basis and, as agreed, via the strategy meeting or discussions, there should be feedback to the adult of concern about the process, the content of this feedback should be agreed at the strategy meeting, particularly taking into account police views. This is an important part of the process. The adult of concern should be offered support from their employer where possible. The person with responsibility for these tasks should be agreed at the strategy meeting but it is anticipated that the social worker will liaise with other professionals as necessary to ensure that there is a flow of communication. The social worker should keep at least a minimum level of contact with the adult of concern, at least prior to and following a meeting.
  7.12.3 At the outset of the referral and strategy meeting process a letter should be sent to the adult of concern where possibly outlining the allegations and issues of concern. This will be done by the LADO/Team of Designated Officers.


7.13

Strategy Meeting (Allegations Management) Minutes and Outcome

  7.13.1 These meetings will be chaired through the Independent Chairs Service and will be minuted by an administrator.
  7.13.2 Following the strategy meeting; given there will be a delay in the minutes being available, within 24 hours the minute taker will put a summary of the recommendations and decisions, as agreed by the chair, and any difficulties arising (i.e. key people not in attendance), onto a case note and send as an alert to the SW, CPC, LADO/Team of Designated Officers to enable monitoring and tracking. The social worker or Team Manager should also discuss any difficulties with the LADO/Team of Designated Officers, as appropriate.
  7.13.3

The standard for minutes being completed is within twenty working days and they should be uploaded onto Mosaic within the relevant Mosaic episode or if this is problematic within the documents section to avoid delay. The date of the meeting will be clearly recorded in the document title indicating whether or not it is the first, second or outcome meeting etc. For example 27 October 2011 1st Strategy meeting (allegations management) Joe Bloggs.

During the whole process timescales should be set so cases are completed in a timely way taking into consideration the child and adult of concern. Any delays that may arise and the reasons needs to be recorded within the Strategy Meeting minute.
  7.13.4 The SW, LADO/Team of Designated Officers and SCIMT and any other relevant parties, will be sent an e-mail to advise that the minutes are available to view. Any other parties not using Mosaic will be sent a hard or electronic copy of the minutes securely. Some caution may need to be exercised with regard to who receives copies of the minutes especially where there is a criminal investigation for example a small setting or organisation where there are no established safeguarding arrangements.
  7.13.5 Following the strategy meeting if a subsequent strategy meeting date has been set the minute taker should alert the LADO/Team of Designated Officers and the SCIMT team via Mosaic. This should be done within 24 hours of the strategy meeting.


7.14

Redacted Minutes

  7.14.1 Redacted minutes will be completed by the Chair as required and uploaded onto Mosaic and identified as such.
  7.14.2 Redacted minutes provide anonymised information which protect the privacy and welfare of vulnerable children and their families whilst balancing transparency and openness.
  7.14.3 Following a request the adult of concern would not generally be sent a (redacted) copy of the minutes until the conclusion of the whole process and where there is a criminal investigation and actual or potential criminal proceedings then it is highly unlikely that this will be agreed. Professional judgement needs to be exercised within this decision making though, generally by the CPC taking into account relevant views and information. The LADO/Team of Designated Officers can also provide advice on this.


7.15

Final Outcome of Allegations and Concerns Management

  7.15.1 The summary of the allegation management process should clearly record what the outcome was and why. The LADO/Team of Designated Officers will be responsible for this overview but will need clear information prior to this from other involved parties, for example social care who may have investigated, or the police, or human resources.
  7.15.2

The outcomes used by all parties (as identified by the DfE) should be:

  • Substantiated - there is sufficient identifiable evidence to prove the allegation;
  • False - there is sufficient evidence to disprove the allegation;
  • Malicious - there is sufficient evidence to disprove the allegation and there has been a deliberate act to deceive
  • Unfounded - there is no evidence or proper basis which supports the allegations being made. It might also indicate that the person making the allegation misinterpreted the incident or was mistaken about what they saw. Alternatively they may not have been aware of all the circumstances;
  • Unsubstantiated - this is not the same as a false allegation. It means that there is insufficient evidence to either prove or disprove the allegation; the term therefore does not imply guilt or innocence.
  7.15.3

The outcome should also make clear if the person of concern was:

  • Dismissed;
  • Convicted of any offence;
  • Struck off any professional register or body or similar i.e. teaching, medical or fostering approval;
  • Provided with additional training, supervision or guidance.
  7.15.4 It should also be clear that the person of concern is aware of the outcome and how this was achieved and that a referral to DBS has been considered even if it is not appropriate to make a referral.
  7.15.5 If there is enough information to conclude and provide an outcome to the allegation made, the LADO will continue to track and monitor until the conclusion of police action and employer process. A further meeting will only be convened if more information comes to light that has not been considered before in respect of the allegation.
  7.15.6 A concluding letter should be sent to the adult of concern confirming the outcome. The LADO/Team of Designated Officers will be responsible for this task.


7.16

Monitoring and Tracking by the LADO

  7.16.1 The LADO/Team of Designated Officers with administrative support will be responsible for monitoring and tracking the open cases to the LADO until the absolute conclusion of the case. This monitoring role, will be undertaken at least monthly and will be recorded on the case file. Where there are no other actions required except for example the outcome of a disciplinary or criminal process which is some months away then monitoring can be less frequent but this needs to be stated in the case note and a reason given.
  7.16.2 In the absence of Business Objects reports which are planned the The LADO/Team of Designated Officer and administrators will maintain a LADO/Team of Designated Officers data base.
  7.16.3 The initial title heading on the case note should state LADO/Team of Designated Officers referral.
  7.16.4 On-going LADO/Team of Designated Officers activity should state LADO/Team of Designated Officers update in the title with a sub-heading such as ‘T/C to police’ to provide a hint as to the type of activity which will benefit others working on the case.
  7.16.5 For cases on Mosaic the evidence of tracking should be via a case note with the title LADO/Team of Designated Officers tracking and monitoring.
  7.16.6 Any activity which is e-mail based should be fully pasted onto the cases notes i.e. with date and time with the relevant heading to the case note.
  7.16.7 Where an outcome has been achieved, the title on the case note should be LADO/Team of Designated Officers outcome.
  7.16.8 The name and role of the person completing the tracking and monitoring should be added at the end of the case note in the event of copying of cases notes.


8. Accountability to the NSCB and Reporting

8.1

The Service Manager Safeguarding Children (Strategic) will report to the NSCB on an annual basis. The information required will be in relation to:

  • The number of referrals;
  • The sector that the allegation relates to;
  • Type of allegation i.e. physical, sexual, emotional, neglect, suitability;
  • The number of initial strategy meetings;
  • The timeliness of investigations;
  • Progress and issues from the last report;
  • New issue and learning e.g. recommended procedural / practice changes;
  • Actions arising.
Any significant issues which may arise in between reporting should be raised with the Group Manager Safeguarding and Independent Review to decide if the matter should be raised with the NSCB.


9. Historical Information and Allegations

9.1 Historical information relating to work related concerns, complaints or allegations against ex-foster carers, residential social workers or teachers (or the like) should be treated with all due respect and seriousness in the same way that contemporary information would be dealt with using professional judgement clearly and following due process. Information received should therefore be shared with the LADO/Team of Designated Officers and be processed in exactly the same way as for the current issues in terms of information exchange and decision making. Recording should be clear. These people may still be practicing and may also still have access to children within their families or communities if not necessarily through paid employment so this should be borne in mind in terms of timescales. The process should equally be followed in line with the Historical Cases of Abuse Procedure.


10. Referral to Disclosure and Barring Service (DBS)

10.1 Agencies have a statutory duty to refer any worker to the Disclosure and Barring Service for consideration of inclusion on a list of people about whom there is concern that they are unsuitable to work with children.
10.2 A referral to the DBS could arise out of recommendations from the strategy meetings or at any other relevant time.

End