CH219-Safeguarding People Against the Risk of Closed Cultures

Registration Number: {{org_field_registration_no}}

Safeguarding People Against the Risk of Closed Cultures

1. Purpose

The purpose of this policy is to set out how {{org_field_name}} identifies, prevents, and responds to the risk of closed cultures developing in home care settings. It ensures that our services uphold the values of openness, transparency, inclusion, and safety, and that all individuals receiving care are protected from institutional or restrictive practices, regardless of the setting. This policy supports compliance with the Health and Social Care Act 2008 (Regulated Activities) Regulations 2014, particularly Regulation 13 (Safeguarding from Abuse and Improper Treatment), Regulation 9 (Person-Centred Care), and Regulation 17 (Good Governance).

2. Scope

This policy applies to all staff, including care workers, team leaders, managers, and contractors who deliver or oversee care in the community. It is relevant to all individuals supported by {{org_field_name}} in their own homes, particularly those who are vulnerable, isolated, or at risk of dependency on a single care worker or limited staff group.

3. Related Policies

CH07-Person-Centred Care Policy
CH13-Safeguarding Adults from Abuse and Improper Treatment Policy
CH14-Receiving and Acting on Complaints Policy
CH18-Risk Management and Assessment Policy
CH27-Staff Supervision, Training, and Development Policy
CH29-Whistleblowing (Speaking Up) Policy

4. Policy Statement

{{org_field_name}} is committed to providing high-quality care where individuals are listened to, respected, and empowered. We acknowledge that closed cultures—where poor practice becomes normalised and accountability is lost—can develop not only in residential settings but also in home care, particularly when individuals are isolated or reliant on a small team. Our safeguarding culture promotes transparency, individual voice, and continuous oversight to prevent such environments.

5. Key Principles and Implementation

a. Definition and Recognition of Closed Cultures
A closed culture is one where poor care is normalised, individuals are isolated or silenced, and staff behaviours go unchecked. Signs may include a lack of transparency, resistance to external scrutiny, failure to listen to concerns, excessive control over individuals’ routines, or discouragement of family involvement. In home care, this may manifest as one worker becoming overly dominant, lack of monitoring, or limited communication with the wider team.

b. Risk Assessment and Early Identification
We assess the risk of closed cultures during initial assessments, care plan reviews, and safeguarding audits. High-risk indicators include: individuals with no regular visitors or external advocates; reliance on a single care worker or small team; limited access to digital communication or the community; or communication difficulties. These cases are flagged for enhanced oversight, including regular supervisory visits and increased contact from managers.

c. Empowering the Person and Their Circle
We ensure that individuals receiving care are actively involved in their care planning, encouraged to speak up, and connected to advocates, friends, and family where appropriate. Each person is given accessible information on how to raise concerns or complaints. Where appropriate, we involve independent advocates and encourage access to community groups or online platforms to reduce isolation.

d. Team Rotation and Supervision
To prevent overfamiliarity or dominance by one staff member, we avoid assigning a single care worker long-term without appropriate review. Staff rotas are planned to ensure balance and visibility. All staff are subject to regular supervision, spot checks, and performance reviews. Concerns raised about staff attitudes, language, or boundaries are taken seriously and addressed promptly through supervision or formal procedures.

e. Training and Cultural Awareness
All staff receive mandatory training in safeguarding, whistleblowing, and professional boundaries, with additional learning focused on recognising and avoiding closed cultures. Staff are trained to understand how language, tone, and attitude affect the people we support, and are encouraged to reflect on their practice. Training includes examples of good and poor culture and reinforces our zero-tolerance approach to neglect or coercion.

f. Leadership and Openness
Leaders at {{org_field_name}} model transparency, inclusivity, and compassion. Managers are accessible and regularly engage with staff and the people we support. We promote a ‘speak up’ culture where concerns are welcomed, not punished. Any whistleblowing concerns are investigated fully and promptly in accordance with our CH29-Whistleblowing Policy.

g. Complaints and External Feedback
People we support and their families are encouraged to provide feedback through regular reviews, surveys, and open communication channels. Complaints are managed professionally and used as opportunities to improve. We share information on how to contact external bodies such as the CQC, the local authority safeguarding team {{org_field_local_authority_authority_name}}, and advocacy organisations.

h. Monitoring and Governance
We include closed culture risks as part of our safeguarding audits and governance reviews. Incident patterns, complaints, and staff turnover are monitored to detect underlying culture issues. The Registered Manager {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}} is responsible for reporting safeguarding concerns and implementing action plans to address any cultural risks identified.

i. Partnership with Other Agencies
We work closely with the local authority, safeguarding boards, CQC, and other care providers to stay informed about emerging risks and best practices in culture monitoring. We contribute to shared learning and escalate any suspected abuse or cultural failings promptly to safeguarding authorities.

6. Responsibilities

All staff are responsible for preventing, identifying, and reporting any signs of a closed culture. Team leaders and managers are responsible for oversight, supervision, and ensuring safe practice. The Nominated Individual {{org_field_nominated_individual_first_name}} {{org_field_nominated_individual_last_name}} oversees the organisational safeguarding strategy and ensures this policy is embedded across operations.

7. Policy Review

This policy will be reviewed annually, or earlier if changes in legislation, safeguarding guidance, or organisational needs arise. Staff will be trained on any updates and expected to adhere to the policy in full.

Responsible Person: {{org_field_registered_manager_first_name}} {{org_field_registered_manager_last_name}}
Reviewed on: {{last_update_date}}
Next Review Date: {{next_review_date}}
Copyright © {{current_year}} – {{org_field_name}}. All rights reserved.