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Registration Number: {{org_field_registration_no}}

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Safeguarding Children from Abuse, Neglect and Improper Treatment Policy

Policy Purpose and Scope

Purpose: This policy sets out how {{org_field_name}} safeguards children and young people accommodated or supported by our children’s care home service in Wales from abuse, neglect, harm and improper treatment. It supports compliance with the Regulation and Inspection of Social Care (Wales) Act 2016, the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017, as amended, the Social Services and Well-being (Wales) Act 2014, the Wales Safeguarding Procedures, CIW regulatory expectations and relevant statutory guidance. The policy explains how we prevent abuse, neglect and improper treatment, how staff must identify and report concerns, how we respond to allegations or evidence of harm, and how we work with local authorities, police, CIW, placing authorities, advocates and other safeguarding partners to protect children.

Scope: This policy applies to all employees, volunteers, and contractors at {{org_field_name}}, including managers, care workers, support staff, and anyone working in or for the home. It covers all children and young people (under 18) who receive care and support from our organisation, particularly those with additional vulnerabilities such as disabilities, communication needs, or behavioural/emotional challenges. The policy applies in all settings where we care for children – within the home, during any outings, and in online/digital environments. Everyone working with or on behalf of {{org_field_name}} must be familiar with this policy and adhere to it at all times to ensure the safety, dignity, and well-being of the children we support.

Legal and Regulatory Framework

Our safeguarding policy is grounded in the key laws, regulations, and guidance governing children’s social care in Wales. All staff must understand this framework, as it underpins our duties:

• Regulation and Inspection of Social Care (Wales) Act 2016 (RISCA) – This Act establishes the regulatory system for care services in Wales and underpins the requirements we must meet. Under RISCA, service providers must protect individuals from harm and ensure high standards of care.
• Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017 – These regulations (made under RISCA 2016) set specific requirements for safeguarding children:
  • Regulation 27: Requires the service provider to have up-to-date safeguarding policies and procedures for the prevention of abuse, neglect and improper treatment, and for responding to any allegation or evidence of such. Safeguarding policies must be operated effectively and aligned with current legislation, national guidance, and local safeguarding procedures. Where children are accommodated, this includes having an anti-bullying policy and procedures to address bullying.
  • Regulation 28: Requires the provider to support individuals (including children in our care) to manage their money properly. This is to protect against financial exploitation or abuse. In practice, we must have measures in place to safeguard any personal monies or allowances of children, ensuring transparency and preventing misuse.
  • Regulation 32: Provides important definitions for terms used in the regulations. It defines “abuse” as physical, sexual, psychological, emotional or financial abuse – and in relation to a child, “abuse” also includes any other form of harm. “Neglect” is defined as in Section 197(1) of the Social Services and Well-being (Wales) Act 2014, and “improper treatment” includes discrimination or unlawful restraint (including inappropriate deprivation of liberty). These definitions guide what our policy must cover.
• Social Services and Well-being (Wales) Act 2014 – Part 7 of this Act sets out the legal framework for safeguarding children and adults in Wales. Notably, it introduces the concept of a “child at risk” and a duty to report. Under Section 130 of the Act, all professionals (including our staff) have a legal duty to report to the local authority if they have reasonable cause to suspect that a child is at risk of abuse, neglect or other harm. A “child at risk” is defined as a child who is experiencing or at risk of abuse, neglect or other harm, and has needs for care and support (whether or not those needs are being met). Local authorities have a duty to make inquiries and take action to protect children at risk. This Act also emphasizes multi-agency cooperation and the well-being of the child. We adhere to the Act’s requirements by reporting concerns promptly and working closely with social services to safeguard children.
• Wales Safeguarding Procedures (2019) – These national procedures provide practical guidance on protecting both children and adults at risk across Wales. They outline how agencies (health, social services, police, providers, etc.) should work together in responding to safeguarding concerns. {{org_field_name}}’s internal procedures mirror and align with the Wales Safeguarding Procedures. For example, our staff will follow these procedures when making a referral or participating in strategy meetings. By aligning with this 2019 guidance, we ensure consistency with the All Wales approach to safeguarding (which replaced the previous child protection procedures). Staff are expected to cooperate fully with multi-agency safeguarding arrangements as set out in these Procedures.
• Care Inspectorate Wales (CIW) and Welsh Government Statutory Guidance 2024 – CIW regulates and inspects the service against the Regulation and Inspection of Social Care (Wales) Act 2016, the Social Services and Well-being (Wales) Act 2014 and associated regulations. The Welsh Government statutory guidance for providers and responsible individuals, updated in March 2024, confirms that safeguarding policies and procedures must be up to date, aligned with legislation, national guidance, local safeguarding procedures and the Wales Safeguarding Procedures, and must be operated effectively. Where required by Regulation 60 and Schedule 3, {{org_field_name}} will notify CIW and other relevant authorities without delay and usually within 24 hours of the event occurring. Notifications will be made through CIW Online or any other route required by CIW at the time.
• Social Care Wales and Other Guidance: We also take into account the Social Care Wales Code of Professional Practice for Social Care, which requires staff to safeguard individuals and uphold their rights. In addition, we are mindful of the Children Act 1989 (which establishes the welfare of the child as paramount and underpins child protection inquiries under Section 47 when significant harm is suspected). While these are not repeated in detail here, they form part of the overall safeguarding framework that informs our policy.

All staff must comply with the above legal and regulatory framework and with this policy. Failing to follow safeguarding laws or procedures could result in serious harm to a child, as well as legal and regulatory consequences for the staff member and for {{org_field_name}}. We provide regular training and updates to ensure everyone remains informed of changes in legislation or best practice, so that our service is always “inspection-ready” and meeting current safeguarding expectations. By understanding the law and standards, staff can confidently carry out their duties to protect children.

Regulation 26 – Overarching Safeguarding Duty

{{org_field_name}} will provide the service in a way that ensures children are safe and protected from abuse, neglect, harm and improper treatment. Safeguarding is not limited to responding to incidents after they happen; it is embedded into assessment, care planning, staffing, supervision, risk management, behaviour support, online safety, complaints, whistleblowing, quality assurance and day-to-day practice.

On admission, and as part of ongoing keywork and review, each child will be given age-appropriate and accessible information about safeguarding, including how to speak to staff, the Designated Safeguarding Lead, their social worker, advocate, CIW, Childline or the police if they feel unsafe. Where appropriate, this information will also be shared with the child’s representative and placing authority.

Staff and volunteers must understand that safeguarding is everyone’s responsibility. They must act immediately where they see, hear, suspect or are told anything that may indicate abuse, neglect, harm, exploitation, bullying, improper treatment, unlawful restraint, discrimination or unsafe practice.

Definitions of Abuse, Neglect, and Improper Treatment

It is essential that everyone knows what constitutes abuse, neglect, and improper treatment, especially in the context of caring for children with diverse needs. Our definitions align with Welsh law (Regulation 32 of the 2017 Regulations and Section 197 of the 2014 Act) and the Wales Safeguarding Procedures:

• Child at Risk: As noted above, a child at risk is any child under 18 who is experiencing, or is at risk of, abuse, neglect or other harm, and has needs for care and support. Children with disabilities or special needs may be at higher risk of abuse or neglect, due to dependence on others for care or difficulties in communication. All staff must be vigilant to signs that any child in our care may be at risk, and understand our duty to report such concerns immediately (see Reporting Procedures below).
• Abuse: Abuse is any form of maltreatment of a child – any action (or lack of action) that harms a child. It can be a single incident or a pattern of behavior. Abuse may be physical, emotional, sexual, or financial. It can happen in our setting or outside, and abusers could be adults (care staff, family members, strangers) or sometimes other children. Welsh regulations define abuse to include physical, sexual, psychological, emotional or financial abuse, and for children it also encompasses any other form of harm. Key categories of abuse include:
  • Physical Abuse: Inflicting physical pain or injury on a child, or failing to prevent injury. This includes hitting, slapping, pushing, kicking, shaking, biting, burning, or any form of violence. It also covers misuse of medication (for example, giving medications inappropriately to sedate a child), inappropriate or unlawful restraint, and other actions that cause physical harm. Possible signs: Unexplained bruises, burns, cuts or fractures; injuries in various stages of healing (suggesting repeated harm); the child giving inconsistent explanations for injuries or unable to remember; fearfulness around certain adults or peers; flinching or avoiding touch; wearing clothing that may hide injuries.
  • Emotional (Psychological) Abuse: Acts (or failures to act) that cause mental anguish, fear, or damage to a child’s self-esteem and emotional development. This includes constant criticism, belittling, name-calling, yelling or swearing at a child; threats, intimidation or terrorizing; humiliation or shaming; isolating a child or not allowing them to have normal social interaction; bullying and cyberbullying; and coercive control (controlling a child’s behaviours through fear). Witnessing domestic abuse can also cause emotional harm to a child. Possible signs: The child appears excessively withdrawn, anxious or depressed; showing extremes in behavior (passivity or aggression); lack of attachment to caregiver; developmental delays (e.g. in emotional or social development); the child is overly compliant, fearful, or desperate to please; or conversely, the child might act out in aggressive or attention-seeking ways.
  • Sexual Abuse: Forcing or enticing a child to take part in sexual activities, whether or not the child understands what is happening. This includes direct sexual contact (such as rape, assault by penetration, or inappropriate touching) and non-contact activities (such as showing children sexual images or pornography, encouraging them to watch sexual acts or engage in sexual conversations, or grooming a child in preparation for abuse). It also includes situations where a child is sexually exploited for money, power or status (see Child Sexual Exploitation below). Children cannot consent to any form of sexual activity. Possible signs: Pain, itching, bruising or bleeding in genital area; sexually transmitted infections or pregnancy; sudden changes in behavior or knowledge (e.g. sexualized behavior or language that is not age-appropriate); nightmares or bed-wetting; withdrawal, fear of being alone with certain people; self-harm or eating disorders; unexplained gifts or money (which could be a sign of grooming).
  • Neglect: Neglect is the failure to meet a child’s basic physical, emotional, educational, or medical needs, likely to result in serious impairment of the child’s health or development. It can be deliberate (active neglect) or due to lack of understanding/resources (passive neglect). In a residential care setting, neglect could include failing to provide adequate food, clothing or personal care; not ensuring the child is safe and properly supervised; ignoring a child’s medical or therapy needs; or not responding to a child’s emotional needs and distress. Possible signs: The child is often dirty, unkempt or has poor personal hygiene (e.g. unchanged nappies, consistently dirty clothing); frequent hunger or stealing food; untreated medical issues (sores, tooth decay, lack of needed glasses); inappropriate clothing for weather; tiredness or lack of energy; developmental delays from lack of stimulation; describing being left alone or unsupervised frequently.
  • Financial Abuse: This form of abuse is less common for children (as they typically have limited access to money or property), but it can occur. Financial abuse of a child could include stealing a child’s personal belongings or money (e.g. pocket money), misusing a child’s benefits, or exploitation of a child for financial gain (forcing the child into begging, theft or other criminal financial activities). Possible signs: A child’s personal items or money consistently go missing; the child complains that someone is taking their things; or, in cases of older teenagers, unexplained bank account activity or debts. (Note: For children receiving direct payments or benefits for their care, not using those funds to meet the child’s needs would also be a form of financial abuse/neglect by the carer.)
  • Improper Treatment: Aside from clear abuse and neglect, Welsh regulations prohibit any “improper treatment” of individuals in care. Improper treatment refers to poor or unethical care practices that may not fit a strict abuse definition but are harmful or infringe on a child’s rights. According to Reg 32, improper treatment includes discrimination (treating a child less favorably or unfairly due to race, disability, etc.) or unlawful restraint, including any inappropriate restriction of a child’s liberty. In practice, this means any instance of a child being treated without dignity or respect, being unfairly restricted/punished, or subjected to harsh or degrading interactions is forbidden. Examples: Using unnecessary physical force or punitive measures (e.g. locking a child in a room as punishment, or using unauthorised restraint techniques); deliberately isolating or ignoring a child as a form of control; verbal abuse or harassment of a child by staff. Even if such actions don’t neatly fall under “abuse,” they are strictly prohibited at {{org_field_name}}. All staff must ensure care is delivered safely, lawfully, and respectfully. Any form of discrimination, harassment, humiliation, inappropriate restriction of freedom, or degrading treatment is unacceptable and will be treated with the same seriousness as abuse.
• Bullying: Bullying is a particular risk in group settings with children. It refers to repeated, intentional harming of one child by another (or by others), where there is a power imbalance. Bullying can be physical (hitting, pushing, theft of belongings), verbal (name-calling, threats, derogatory remarks), or social (spreading rumors, deliberate exclusion). Cyberbullying is bullying that takes place through digital technologies (e.g. sending hurtful messages online or via text, sharing embarrassing images). {{org_field_name}} has zero tolerance for bullying. Possible signs: A child who is being bullied may have unexplained injuries, report lost or damaged possessions, become withdrawn or anxious, start avoiding certain situations or people, have trouble sleeping or sudden changes in behavior (e.g. anger or sadness after using their phone). A child who is bullying others may also need support. Our staff are trained to spot and respond to signs of bullying swiftly (see procedures below on dealing with bullying incidents).
• Child Sexual Exploitation (CSE): CSE is a form of sexual abuse where an individual or group takes advantage of an imbalance of power to coerce or manipulate a child into sexual activity in exchange for something (gifts, money, affection, or even basic needs). The child may believe the exploiter is a friend or boyfriend/girlfriend, but they are being groomed for abuse. Possible signs: The child has unexplained expensive items, money, or new clothes; goes missing or sneaks out frequently (especially at night); has older friends or relationships with significantly older individuals; sudden changes in behavior or dress; signs of trauma or STIs. Staff should be alert to these red flags and understand that CSE can affect boys and girls.
• Child Criminal Exploitation (CCE) & County Lines: CCE occurs when children are groomed and exploited to commit crimes, often by criminal gangs (for example, being used to carry drugs or weapons, known as “county lines” exploitation when it involves traveling to distribute drugs). Possible signs: The child may have unexplained money or burner phones, travel to areas far from home, go missing for days, have gang affiliations, or carry things like large amounts of cash, drugs, or weapons. They might be very secretive about their activities or new acquaintances. Our staff will treat such situations as safeguarding issues, not just “delinquency,” and involve the appropriate authorities.
• Radicalisation: This refers to the process by which children or young people come to support extremist ideologies or groups, which may lead them into harm or into harming others. While less common, it is a safeguarding concern. Possible signs: The child’s language or behavior changes, expressing extremist views or hate towards certain groups; isolating themselves from friends; accessing extremist propaganda online. Staff should report these concerns under safeguarding procedures. (Preventing radicalisation is part of the UK Prevent duty, which applies in Wales as well – we liaise with authorities if we suspect a child is at risk of extremist exploitation.)
• Female Genital Mutilation (FGM): FGM is an illegal and harmful practice involving the partial or total removal of external female genitalia for non-medical reasons, typically inflicted on girls. While it may be outside our home that this risk arises, we remain vigilant. Possible signs: A girl talking about a “special procedure” or ceremony, or looking forward to a trip abroad (to a country where FGM is practiced) with concern; after FGM, signs of pain, difficulty walking or sitting, or long bathroom trips, and distress or health complications. Staff must report any FGM concerns immediately as it is both a child protection issue and a criminal offense.
• Modern Slavery and Trafficking: Encompasses situations where children are trafficked (moved from one place to another) for exploitation, which can include forced labor, domestic servitude, sexual exploitation, or forced criminality. While rare within a care home context, children who have been trafficked may end up in care and have ongoing risk factors. Possible signs: The child might have inconsistencies in their story about where they’re from or who their family is, seem fearful of authorities, or mention having had to work in bad conditions. Any suspicion of modern slavery is treated as a safeguarding matter and we will involve law enforcement.

(Note: Many forms of harm overlap. For instance, a child experiencing sexual exploitation is also likely to suffer emotional abuse and physical harm. Similarly, bullying can involve physical and emotional abuse. Staff should be alert to all dimensions of a child’s well-being and not dismiss concerns because they don’t fit neatly into one category. Any concerning pattern or combination of signs should prompt action.)

By understanding these definitions and examples, staff are better equipped to recognize potential abuse or improper treatment. If any staff member is unsure whether something constitutes abuse, neglect, or improper treatment, they should err on the side of caution and report it according to this policy – the appropriate experts can then determine the nature of the concern.

Operation of the Safeguarding Policy

This policy must be followed in practice at all times. The Registered Manager, Designated Safeguarding Lead and Responsible Individual will ensure that safeguarding procedures are operated effectively by checking staff understanding through induction, supervision, team meetings, training records, incident audits, safeguarding logs, care plan reviews and quality assurance processes. Any failure to follow this policy, including delay in reporting, failure to record accurately, failure to preserve evidence, failure to escalate externally where required, or any attempt to discourage reporting, will be treated as a serious matter and may lead to disciplinary action, referral to Social Care Wales, referral to DBS, notification to CIW and/or police involvement.

Roles and Responsibilities

Safeguarding children is everyone’s responsibility at {{org_field_name}}. Every member of staff, regardless of role, has a duty to uphold the safety, rights, and dignity of the children in our care. To ensure clarity, specific roles have particular responsibilities as detailed below:

• Registered Provider / Responsible Individual (RI): The RI (and the organisation’s senior leadership) holds ultimate accountability for ensuring that effective safeguarding systems are in place. The RI must promote a positive safeguarding culture and oversee compliance with all legal duties. Key responsibilities include:
  • Governance and Policy: Ensuring that an adequate safeguarding policy (this document) is in place, regularly reviewed, and updated in line with changes in law or guidance. The RI should ensure the policy’s implementation is monitored and that it reflects Regulation 27 requirements (prevention and response to abuse).
  • Resourcing: Making sure the service has enough trained and vetted staff and the necessary resources to care for children safely. This includes safe staffing ratios, suitable training programs, and support for staff to carry out safeguarding properly.
  • Oversight and Quality Assurance: Conducting regular oversight visits and audits of the service. (In line with regulatory requirements, the RI or another appropriate person will visit the home at least quarterly to review quality and speak to children and staff about their experiences. Additionally, the RI ensures a comprehensive annual quality of care review is completed, which includes evaluating safeguarding practices – see Audit and Review section.) The RI reviews any safeguarding incidents, ensures proper action was taken, and signs off on notifications to CIW. They also must notify CIW of any significant incidents (e.g. allegations of abuse) in a timely manner as required by regulation.
  • Support and Escalation: Being a point of contact for staff or managers if there are high-level concerns, and ensuring that if any allegation is made against the Manager or if there is a potential cover-up, the matter is escalated to external authorities. The RI should promote an open culture where safeguarding issues can be discussed openly and addressed.
• Registered Manager: The Registered Manager (hereafter “Manager”) has day-to-day responsibility for safeguarding in the home. Often, the Manager also serves as the Designated Safeguarding Lead (DSL) for the service (see below). The Manager’s responsibilities include:
  • Implementation of Policy and Procedures: Ensuring that this safeguarding policy is accessible to and understood by all staff. The Manager leads by example in enforcing the procedures – for instance, making sure every concern is taken seriously, reported, and followed up. They update internal procedures as needed (with RI approval) and integrate safeguarding into daily routines.
  • Designated Safeguarding Lead duties: If acting as DSL, the Manager will receive staff reports of concerns, assess immediate risks, and coordinate the next steps (including referrals to external agencies). They maintain contact with the local authority Social Services and other agencies.
  • Responding to Incidents: Taking immediate action when a safeguarding concern arises to ensure children are safe. This could mean separating an alleged abuser (staff or child) from others, seeking medical attention for injuries, or increasing supervision. The Manager ensures proper reporting to the local authority, police, and CIW as appropriate (often making the referrals personally or delegating to the DSL). They also ensure that detailed records of the concern and actions taken are kept.
  • Supporting Children and Families: Ensuring that any child involved in or affected by a safeguarding incident is given appropriate support, reassurance, and, where applicable, advocacy. This may involve arranging medical care, trauma support, or simply offering comfort and explaining what will happen next in an age-appropriate way. If a child has a social worker or family involved, the Manager coordinates communication with them (for example, informing a placing local authority social worker of any serious incident immediately).
  • Staff Guidance and Supervision: Providing guidance to staff on safeguarding matters. The Manager should make sure staff know they can come to them (or the DSL) with concerns. In supervision meetings, the Manager regularly discusses safeguarding with staff, checking their understanding and addressing any issues. They also observe staff practice for any signs of poor care or potential improper treatment.
  • Allegations and Professional Concerns About Staff, Volunteers or Others in Positions of Trust: If an allegation or safeguarding concern is made about a member of staff, volunteer, agency worker, contractor, manager, Responsible Individual or any other person in a position of trust, the Manager/DSL must follow Section 5 of the Wales Safeguarding Procedures: Safeguarding allegations/concerns about practitioners and those in positions of trust. The concern must be reported to the local authority Designated Officer for Safeguarding and, where appropriate, to the placing authority, CIW, police, Social Care Wales and DBS. The Manager/DSL must not investigate the allegation before advice is received from the local authority/police, except to take immediate action to protect children. The staff member or other person concerned may be suspended, redeployed away from children, restricted from duties or subject to other protective action while enquiries are undertaken. Confidentiality must be maintained on a strict need-to-know basis.
  • Multi-Agency Cooperation: The Manager (or delegate) represents {{org_field_name}} in any multi-agency safeguarding meetings (strategy meetings, child protection conferences, core groups). They share information as appropriate and work with social workers, police, health professionals, and CIW inspectors. The Manager actively seeks advice from external safeguarding partners if unsure how to handle a situation – better to ask than guess.
  • Preventative Measures: Overseeing risk assessments and care planning to ensure potential risks of abuse or harm are identified and mitigated. For example, if a child has a history of being bullied or of self-harm, the Manager ensures the care plan addresses how to keep them safe. If a new hazard emerges (like unsafe internet use or conflict between peers), the Manager updates policies or creates guidelines to address it proactively.
• Designated Safeguarding Lead (DSL): We have appointed a DSL for child protection – often this is the Manager, but if not, a senior staff member is designated this role. The DSL is the focal point for safeguarding concerns. Key responsibilities:
  • Receiving and Assessing Concerns: Staff report any child protection or welfare concerns directly to the DSL (or Deputy DSL). The DSL will ensure they gather all essential information immediately and decide what actions are needed (consulting with the Manager or RI if necessary).
  • Referrals: The DSL is responsible for promptly contacting external agencies: making or overseeing referrals to the Local Authority Children’s Safeguarding/Child Protection Team (usually via the Multi-Agency Safeguarding Hub or duty desk) and to the police if a crime may have been committed. The DSL will provide factual information and follow up any telephone referral with required written reports. (Local Authority Contact: {{org_field_local_authority_phone_number}}). Once a referral is made, the local authority will lead the investigation and guide next steps.
  • Advice and Support: Providing guidance to colleagues on how to handle safeguarding issues (e.g., how to respond if a child discloses abuse). The DSL stays up-to-date on best practices and can advise on whether a situation meets the threshold for external referral if staff are uncertain.
  • Liaison: Acting as the link between {{org_field_name}} and external safeguarding partners. For instance, the DSL will participate in strategy discussions convened by social services, share relevant information from the home’s records, and keep our organisation informed of outcomes. They also liaise with CIW as needed for notifications.
  • Record-Keeping: Ensuring that all safeguarding concerns and referrals are properly documented, securely stored, and kept confidential. The DSL maintains the safeguarding log and case files, tracking the progress of each concern and outcome. They also document any preventative actions or lessons learned.
  • Promoting Awareness: The DSL ensures that all staff have received training and understand this policy. They might lead periodic refresher briefings, update the team on changes in procedures, or post safeguarding information (like posters with key contacts) around the workplace.
  • Deputy DSL: If a Deputy DSL is appointed, that person will cover the DSL’s duties when the DSL is unavailable (e.g., off-shift or on leave). All staff should know who the DSL and any deputy are, and how to contact them (including out-of-hours on-call arrangements).
• Care and Support Staff (Residential Support Workers, Key Workers, etc.): All care staff are on the front line of safeguarding. They have direct, daily contact with children and are often the first to notice concerns. Responsibilities of every staff member include:
  • Vigilance – “Think Safeguarding”: Stay alert to the possibility of abuse or neglect at all times. Staff should know the forms of abuse (see Definitions above) and watch for signs or “red flags” in each child’s appearance, behavior, and communication. If something about a child’s injury, mood, or comments feels off or raises suspicion, do not ignore it. Children with complex needs might communicate distress through changes in behavior or health; for example, a normally sociable child becoming withdrawn could indicate something is wrong. All staff must treat the child’s welfare as paramount – it is better to be cautious and investigate a potential concern than to overlook something that could harm a child.
  • Building Trusting Relationships: By providing consistent care, compassion, and respect, staff create an environment where children feel safe and heard. This includes listening to children’s wishes and worries. A child is more likely to disclose abuse to a trusted adult. Staff should make time to talk with children, know their individual communication styles (especially for non-verbal children or those who use alternative communication), and observe their interactions. A strong, positive relationship can be the first line of prevention and also encourages children to speak up if something is wrong.
  • Immediate Reporting: If a staff member suspects, witnesses, or is told about any form of abuse, neglect, or improper treatment, they must report it immediately to the Manager/DSL (or to the on-call manager if out of hours). This includes even minor concerns or “nagging doubts” – don’t wait for proof or confirmation. Time is critical in safeguarding. Staff must follow the reporting flowchart (see Reporting Procedures) and not delay. Remember, it is not the staff member’s role to investigate or verify the allegation – that will be handled by trained investigators. The role of staff is to observe, record, and report promptly so that protective action can be taken. Failure to report a genuine concern is a serious breach of this policy and could result in disciplinary action.
  • Appropriate Response to Disclosures: If a child directly discloses abuse or any concerning information to a staff member, the staff must stay calm, listen carefully, and take the child seriously. Do not promise the child to keep secrets – explain in a gentle way that you will need to tell someone whose job is to keep them safe (like the DSL or social worker) so that they can help. Reassure the child that they did the right thing by telling you and that it’s not their fault. Avoid asking leading or probing questions; let the child speak freely and only ask open questions if you need clarification (e.g., “Can you tell me more about what happened?”). As soon as the child has finished and the immediate support is given, follow the reporting procedure (inform DSL and document what was said in the child’s own words as much as possible).
  • Protection and Care: Continue to provide high-quality care that upholds each child’s dignity, rights, and comfort. By treating children with respect, honoring their choices when safe to do so, and following their care plans, staff create an environment that reduces the risk of abuse. Never engage in or tolerate any behavior that could harm a child or violate their rights (for example, rough handling, shouting, ridicule, or any form of inappropriate punishment). Maintain professional boundaries at all times – do not develop inappropriate personal relationships with the children (in person or online), and do not share your private contact information or social media with them. If you feel a child is becoming overly attached or crossing boundaries, discuss this in supervision to manage it appropriately.
  • Follow Procedures Exactly: Staff are expected to know and follow {{org_field_name}}’s internal procedures for reporting and managing concerns. This means knowing who to contact (e.g., which manager or DSL is on duty, how to reach the out-of-hours on-call manager) and how to report (which incident form to use, which phone numbers to call). If unsure at any step, staff must seek guidance immediately – uncertainty is never an excuse for inaction. We provide quick-reference guides (like a flowchart and key contacts list) to all staff, and these should be kept accessible.
  • Cooperate with Investigations: If an internal or external investigation is underway (by the home, by social services, CIW, or police), all employees must cooperate fully. Provide honest and factual accounts of events if asked – whether in writing or in interview. Attend any required meetings (such as strategy meetings or disciplinary interviews) and maintain professionalism. It is a serious matter to withhold information or attempt to influence others’ testimonies. Understand that investigations are about protecting children and ensuring the truth comes out, which is in everyone’s interest.
  • Confidentiality: Respect confidentiality while following the need-to-know principle. Information about safeguarding incidents should be shared only with those directly involved in managing the concern – typically your line manager/DSL and relevant external authorities. Do not discuss allegations or suspicions with anyone who does not need to know (this includes other staff not involved, parents of other children, friends, etc.). Gossip or breach of confidentiality can compromise investigations and the privacy and reputation of those involved. However, remember that confidentiality does not mean secrecy from the proper channels – you must share information with the DSL/management and possibly external agencies to protect the child. We handle records in line with data protection law and keep them secure.
  • Whistleblowing: If a staff member ever feels that a concern is not being properly addressed or feels unable to report through normal channels (e.g., if the issue involves the management), they have a responsibility to escalate it through whistleblowing or directly to external authorities. There will be no reprisals for doing so in good faith (see Whistleblowing section below for more detail). Ultimately, keeping a child safe is the top priority – even if it means going around the usual chain of command.
  • Continuous Learning: Safeguarding best practice evolves, and each staff member must keep their knowledge and skills up to date. Attend all required training sessions (initial and refreshers) and actively participate. Seek out additional learning opportunities – for example, reading updates that management circulates, or asking questions in team meetings. If ever in doubt about how to handle a situation, ask a more senior staff member or the DSL. Being proactive in learning (through supervision, e-learning modules, etc.) ensures you remain confident and competent. Regular reflection on your practice, and learning from any incidents or near-misses, is encouraged. Safeguarding is a field where we should always strive to improve.

By fulfilling these responsibilities, staff and managers at {{org_field_name}} work together as a team to create a safe environment. Safeguarding is woven into every aspect of our service – from admissions, daily routines, to how we handle complaints. Everyone has a part to play, and we support each other to ensure no child falls through the cracks. When each person understands and carries out their role, the whole organisation can effectively protect children from harm.

Prevention of Bullying and Procedure for Allegations of Bullying

{{org_field_name}} has zero tolerance of bullying, including physical, verbal, emotional, social, discriminatory, sexual, homophobic, racist, disability-related, faith-related, gender-based and cyberbullying. Staff must actively promote a safe, inclusive and respectful culture where children are supported to speak up, differences are respected, and harmful peer behaviour is challenged early.

The Manager will ensure that bullying risks are considered during admission, matching, compatibility assessments, placement planning, risk assessments, keywork sessions and daily observations. Where a child is known to be vulnerable to bullying, or where a child has previously bullied others, this must be reflected in their personal plan, risk assessment and behaviour support plan.

Any allegation or suspicion of bullying must be treated as a safeguarding concern. Staff must:

1. take immediate action to protect the child or children affected;
2. reassure the child that they have done the right thing by speaking up;
3. report the concern to the Manager/DSL without delay;
4. record the concern factually, including the child’s own words where possible;
5. preserve relevant evidence, including messages, screenshots, images, CCTV, witness information or damaged property;
6. consider whether the matter requires referral to the placing authority, local authority safeguarding team, police and/or CIW;
7. ensure both the child who has experienced bullying and the child alleged to have bullied receive appropriate support.

Bullying will not be dismissed as “banter”, “friendship issues” or “normal behaviour”. Repeated low-level incidents, exclusion, intimidation, coercion, online harassment or power imbalance must be assessed as potential abuse or exploitation. Outcomes and actions must be reviewed through supervision, keywork, care planning and safeguarding audit.

Procedure When a Child Is Absent Without Permission or Missing from Care

Where any child is absent without permission, missing from the home, missing from education, fails to return at the expected time, leaves the home unexpectedly, or cannot be located, staff must treat this as a safeguarding matter and act immediately in line with the child’s personal plan, risk assessment, placement plan and local missing children protocol.

Staff must:

1. check the home, grounds and immediate area without delay;
2. attempt to contact the child by phone, text or agreed safe method, where appropriate;
3. notify the Manager/on-call manager immediately;
4. review the child’s individual risk assessment, including risks of exploitation, self-harm, offending, substance misuse, trafficking, county lines, CSE, CCE, radicalisation, abduction or family contact risks;
5. contact the police using 999 if there is immediate risk, or 101/local police procedures where the child is missing and risk assessment requires police involvement;
6. inform the placing authority/social worker and, where appropriate, parents or those with parental responsibility, unless doing so would increase risk or conflict with the care plan;
7. notify CIW where the absence meets notification requirements or is a significant event affecting the child’s safety or welfare;
8. keep a clear written chronology of actions taken, calls made, advice received, times and outcomes.

When the child returns or is found, staff must welcome them back safely and calmly. Staff must not punish, shame or interrogate the child. The child must be offered food, drink, medical attention, emotional support and the opportunity to speak privately to a trusted adult. The Manager/DSL must arrange or request a return interview in line with local procedures and ensure that any new risks, push/pull factors or safeguarding concerns are referred to the placing authority and reflected in the child’s personal plan and risk assessment.

Identifying Signs of Abuse or Neglect

Recognising the signs of possible abuse or neglect early is crucial. Children may not always be able to verbalise that something is wrong – especially if they have communication difficulties, or if they’ve been threatened or coerced by an abuser. Therefore, staff must remain vigilant and use their professional judgement and knowledge of each child. As you care for children day-to-day, pay attention to both physical indicators and changes in behavior or mood.

Here are some common signs and indicators that may signal a child is experiencing abuse or neglect (or other harm). Note: None of these by themselves prove abuse, but they should raise concern, especially if multiple signs are present or if they represent a change from the child’s normal behavior:

• Unexplained Injuries: Bruises, burns, bites, cuts, fractures or other injuries that the child or staff cannot adequately explain. Particularly concerning are injuries in unusual places or patterns (e.g. hand marks, belt marks), or differing explanations over time. If a child has frequent “accidents” or is often injured, consider if there’s more to it – do not just accept repeated excuses.
• Drastic Changes in Behavior or Emotions: A previously outgoing child becomes withdrawn, fearful, or depressed. Or a generally calm child becomes aggressive, angry, or extremely anxious. Signs like increased tearfulness, sudden outbursts of anger, or regression to younger behaviours (bedwetting, thumb-sucking) can indicate distress. A child might express excessive fear of making mistakes or of certain people, which could point to emotional abuse or intimidation.
• Avoidance or Fear of Specific People or Places: A child might show fear or reluctance to be around a particular staff member, peer, or family visitor. They might beg not to visit home or not to attend certain activities without clear reason. If a child cringes or flinches when a certain individual approaches or raises their voice, this is a red flag. Similarly, a child might avoid a specific room or area of the home (for example, refusing to enter a bathroom where something traumatic happened).
• Sexualized Behavior or Knowledge: The child exhibits sexual behavior, language, or knowledge that is inappropriate for their age or stage of development. For instance, a young child might attempt explicit sexual acts with toys or peers, or an adolescent might act out sexually in an unusual or aggressive way. They might also suddenly become sexually provocative in dress or behavior, or conversely, extremely shy about changing clothes or being touched even in safe contexts. These can be indicators of sexual abuse or exposure to sexual content.
• Physical Signs of Neglect: Consistently poor hygiene (e.g., a child is always dirty or has severe body odor), clothing that is dirty, ill-fitting or unsuitable for the weather, or needs like glasses, hearing aids, or dental care being unmet. The child may often be hungry (stealing or hoarding food) or unusually thin/malnourished. They might have untreated medical conditions – for example, infected sores, severe diaper rash, or unaddressed tooth decay. Repeated infestations (lice, etc.) or lack of appropriate supervision (wandering off frequently) are also concerning.
• Changes in Health or Self-Care: The child may exhibit signs of stress-related health issues: frequent headaches or stomach aches with no medical cause, sudden bedwetting or soiling (if previously toilet-trained), or signs of self-harm (cuts, bruises in patterns that suggest self-infliction). In older children, you might notice substance use (smell of alcohol, misuse of inhalants) or talk of self-harm or suicide – all of which require immediate attention and could be coping mechanisms for underlying abuse.
• Social Withdrawal or Clinginess: Some children may pull away from all relationships – not wanting to play, avoiding eye contact, or seeming “in their own world.” Others may become overly clingy, not wanting you to leave, exhibiting severe separation anxiety beyond what’s developmentally expected. These could reflect general trauma or specific fears of being left alone with someone.
• Outcries or Direct Disclosure: Obviously, if a child says something like “Someone is hurting me” or “I don’t like how X touches me,” this is a clear indicator. But children might also drop hints: “I have a secret,” or “I’m bad, that’s why this happens,” or even writing/drawing about upsetting things. Always take these statements seriously and follow up through the proper channels – never assume a child is just making it up or imagine it will resolve on its own.
• Signs of Bullying: In a group living situation, watch for children who have injuries or damaged belongings with weak explanations, who appear socially isolated, or are frequently targeted by others with negative comments. A bullied child may feign illness or create reasons to avoid certain group activities or school. They might have changes in eating or sleeping (nightmares). Conversely, a child who bullies may show aggressive behavior, lack of empathy, and a strong desire to dominate – staff should notice power dynamics in the peer group and intervene early.
• Online Safety Red Flags: With increasing internet use, signs of online abuse or exploitation might include: a child who is very secretive about their online activities, rapidly switching screens when an adult comes by; excessive use of devices especially late at night; receiving gifts or packages from unknown sources; talking about new “friends” or adults met online; or finding sexual or inappropriate content on the child’s device. If a child seems distressed after using the computer or phone (for example, suddenly upset or withdrawn), consider that they may have encountered cyberbullying or grooming.
• Child Sexual/Criminal Exploitation Indicators: As noted earlier, unexplained money, expensive items, or hotel key cards in a child’s possession can hint at exploitation. A child repeatedly going missing or coming back late with vague stories, or returning with physical signs like bruises or fatigue, should raise concern. Multiple mobile phones or suddenly having two phones can be a sign of county lines involvement. Pay attention if outside adults (who are not known family) suddenly start contacting or picking up the child.
• Environmental Signs: Sometimes, the environment or others’ behavior gives clues. For example, hearing a colleague speak harshly or inappropriately to a child, or noticing that a particular staff member often seeks to be alone with a certain child, can be warning signs. If you notice locks or barriers that shouldn’t be in place (like a bedroom door that can lock from the outside), or journals/drawings by a child depicting abuse, these should be acted upon immediately.

Staff should use their knowledge of each individual child – what is “normal” for one child might be a concerning change for another. For instance, a child with autism might have repetitive behaviours normally, but if those behaviours escalate suddenly or new self-injurious behaviours appear, consider if something in their world has changed (possibly abuse or stress). Likewise, a non-verbal child might communicate distress through agitation, changes in appetite, or clinginess; these cues must be taken seriously.

If any of these signs are observed, or if anything causes you to suspect a child may be experiencing harm, do not hesitate to act on it. Trust your instincts as a caregiving professional. Our procedures (next section) outline exactly what to do when you identify a concern. Remember: early recognition and reporting can save a child from ongoing harm. It is far better to raise a concern that turns out to be unfounded than to miss a real case of abuse.

Reporting and Recording Procedures

All staff must follow our established reporting procedures whenever they suspect or become aware of abuse, neglect, or improper treatment of a child. The process is designed to ensure that concerns are dealt with swiftly, correctly, and in line with Welsh safeguarding protocols. Below is a step-by-step guide:

1. Immediate Action – Ensure Safety: The first priority is to make sure the child (and anyone else affected) is safe right now. This might involve providing first aid if the child is injured, or seeking urgent medical attention (call 999 for an ambulance if needed). If the alleged perpetrator is present and is a staff member or another child in the home, steps should be taken to separate them from the victim and from other children (without putting anyone at further risk). For example, a staff member who is accused should be discreetly removed from duty pending further instruction, and a child who may be harming others should be supervised one-to-one in a safe space. Do not attempt to confront an alleged abuser beyond what is necessary to ensure safety. If at any point you believe a child is in immediate danger of significant harm, or a crime is in progress, call the police (999) straight away.

2. Report Internally – Notify Management/DSL: As soon as the immediate needs are addressed, inform the on-duty Manager or Designated Safeguarding Lead (DSL) without delay. This initial report should be made verbally and immediately (in person or via phone, whichever gets the information across fastest). Provide all essential details you have: who is involved (child and alleged perpetrator, and any witnesses), what happened or what was observed/said, when and where it occurred, and any actions taken so far. The Manager/DSL will take leadership from that point, but your duty to report does not end until you are sure the appropriate person has been directly informed. If you cannot reach the manager or DSL (for instance, during a night shift), contact the on-call manager or Responsible Individual according to our on-call protocol. We ensure that a safeguarding lead is always reachable 24/7. Do not delay reporting – it should happen on the same day within minutes of the incident or disclosure. Early reporting allows for prompt protection measures and evidence preservation.

• Special Circumstance – If the allegation involves staff: If the concern or allegation involves a member of staff or a volunteer as the alleged abuser, it is vital to report this clearly. Our management will then follow the procedure for “Allegations Against Persons in a Position of Trust,” which includes notifying the appropriate external agencies (such as the local authority’s designated officer for safeguarding in childcare settings). The accused staff member will usually be removed from active duty (suspended or reassigned to non-contact duties) pending investigation to ensure children’s safety. Do not discuss the allegation with the person in question or anyone else except those who need to know (like the DSL/Manager) – maintain confidentiality to protect the integrity of the process.
• If You Feel Unable to Report Internally: In the rare event that you honestly feel you cannot go through the normal internal channels – for example, if the concern implicates the Manager/DSL or you have reason to believe it will be covered up or not acted upon – you must still not remain silent. You have the right and responsibility to bypass the internal system to protect the child. In such a case, you should directly contact an appropriate external authority yourself: this could be the local authority Children’s Services (duty social worker) or CIW or the police. The law in Wales explicitly allows anyone to make a referral if necessary – you do not need management’s permission. {{org_field_name}} will support staff who raise genuine concerns externally in good faith due to exceptional circumstances. (Also see the Whistleblowing section of this policy for further guidance on raising concerns outside the line management structure.) The bottom line is: a report must be made one way or another – if internal reporting is compromised for any reason, go to the next level. Child safety overrides all other considerations.

3. Record the Details: As soon as possible on the same day of the incident or disclosure – after any immediate reporting – you must write down a factual account of the concern. We have a Safeguarding Incident Report Form for this purpose (available in the staff office); use it if available, or if not, write a report on paper or in the secure system following these guidelines:

• Stick to the facts: Describe exactly what you observed or what the child (or others) said, using the child’s own words where possible. Do not include personal opinions or assumptions about intent – avoid language like “I think this happened because…” or “It seemed like…” Just state what happened or what was said/done.
• Key information: Include the date, time, and location of the incident or observation. Identify all people involved by full name and role (e.g., “Jamie [surname], age 10 (child)”; “Sam [surname] (staff on duty)”). If the child gave a direct disclosure, write the phrases they used in quotes. If you saw injuries, describe their appearance (size, colour, location) without guessing their cause. For example: “I observed a bruise roughly the size of a plum on the child’s upper left arm.”
• Actions Taken: Document what you did after discovering the concern. For instance, “Child complained of pain, I noticed bruise, I immediately informed the shift leader at 3:15pm. Placed cold compress on bruise. Child said X caused it. Manager arrived at 3:30pm and called social services at 3:45pm.” Also note any advice given by authorities if you spoke to them, and any reference numbers (like a police incident number if obtained).
• Signature and Date: Sign and date/time the report when you finish it. This is important for the timeline. If multiple staff were involved or witnessed, each should make their own report (or at least co-sign a joint report) to ensure accuracy from all perspectives.
• Confidentiality of Records: Once written, these reports are confidential. Hand written reports directly to the Manager/DSL (in a sealed envelope if possible) or save them securely on the designated system. Do not leave them lying around or share copies with unauthorized persons. Our organisation stores safeguarding records in a locked cabinet (or a secure electronic folder) accessible only to the Manager, DSL, or RI and authorized inspectors. Remember that these records might later be used in investigations by social services, CIW, or police, so they should be professional, clear, and factual. If you realize you made a mistake in your written record, do not try to erase or backdate anything – if written, cross out errors with a single line and initial them, then add the correction; if electronic, add an addendum with the current date.

Safeguarding records relating to children must be kept securely, confidentially and in line with Regulation 59, data protection law and organisational records management procedures. Records relating to children will be retained for 15 years from the date of the last entry, unless they are returned or delivered to the placing authority in accordance with regulatory requirements. Where a child leaves the service, the Manager must ensure that required records are transferred securely to the placing authority and that an audit trail is kept.

4. Management/DSL Follow-up – External Notifications: After you report internally, the Manager or DSL will evaluate the situation and take the lead on further escalation to external authorities. It’s important for staff to know what generally happens next (and in some cases, especially if a manager is not available immediately, you might need to initiate these contacts yourself):

• Local Authority Children’s Services: As a regulated care provider, we must report any allegation or reasonable suspicion of abuse or neglect of a child to the local authority’s safeguarding team immediately (on the same day). Typically, the DSL/Manager will call the local Children’s Services Duty Social Worker or Multi-Agency Safeguarding Hub (MASH) for our area. We will convey all necessary information so the authorities can respond appropriately. This initial referral is usually done by phone and followed up with a written report (using the local authority’s form or email) within 24 hours. (Local Authority Child Protection Contact: {{org_field_local_authority_phone_number}}). Once the referral is made, Children’s Services will lead the process under the Wales Safeguarding Procedures – this often means they will decide whether to initiate a Strategy Meeting (with police and other agencies) to plan an inquiry (under Section 47 of the Children Act 1989, if significant harm is suspected). The social workers will guide us on immediate steps to take (for example, obtaining medical examination for the child, or ensuring the staff member in question has no contact with children). We cooperate fully and await their instruction before taking further investigative actions ourselves.
• Police: If there is reason to believe a crime may have been committed (for instance, sexual abuse, physical assault, criminal neglect, or a child is in immediate danger), the police must be informed without delay. In many cases, when we call the local authority, they will involve the police as part of their multi-agency response. However, if there is any urgent risk or if for some reason we cannot reach social services quickly, we will contact the police directly. Use 999 for emergencies (immediate danger) and 101 for non-emergency reporting of a crime. For example, if a child has disclosed sexual abuse that happened previously, we would call social services and likely 101 to ensure a police report is logged. If a child is missing or at risk of being taken out of the home unlawfully, call 999. Whenever police are involved, document the officer’s name and badge number, and any reference number they give. Police may advise us on preserving evidence (see step 5 below) – follow their guidance exactly. Remember: we are not to conduct criminal investigations – that is the police’s job; we just provide information and ensure the child’s immediate safety.
• Care Inspectorate Wales (CIW) and Regulation 60 Notifications: The Manager or Responsible Individual must ensure that all notifiable events are reported to CIW in accordance with Regulation 60 and Schedule 3 of the Regulated Services Regulations. Notifications must be made without delay and usually within 24 hours of the event occurring or of the service becoming aware of it. For a children’s care home, the Manager/RI must also ensure that required notifications are made to the placing authority, the local authority for the area in which the home is situated, and the police where Schedule 3 or the circumstances require this. A copy or record of each notification, reference number, date, time, person notified and action taken must be kept in the safeguarding/notification log.
• Parents/Placing Authority: If appropriate and not already handled via the above, we will also inform the child’s parent or legal guardian unless they are themselves implicated in the abuse or unless the child’s care plan dictates otherwise. In many residential cases, the local authority is the corporate parent (for looked-after children), so their social services are already involved through the referral. If the child has family involved in their life and it’s safe to inform them, the Manager will coordinate that communication, usually in consultation with the social worker. (For example, if a child makes an allegation about someone at school, we would tell their parents and school once we have contacted authorities, so long as doing so will not compromise any investigation or put the child at further risk.)

Once external agencies are notified, we take guidance from them. Typically, a strategy discussion between social services, police, CIW (and possibly other relevant professionals like health) will occur very quickly (often the same day for serious cases). They will formulate an investigation plan. For instance, they may advise us to preserve evidence, refrain from interviewing certain people, or provide certain immediate support to the child. They might arrange for a child protection medical exam or a formal interview of the child by specialist police (in which case our role is to comfort and support the child, not to ask investigative questions). They might also direct us on how and when to inform other children or staff of any necessary information.

The child will be kept informed, in a way that is appropriate to their age, understanding, communication needs and emotional wellbeing, about what is happening and what decisions have been made to keep them safe. Where appropriate, this will include explaining who has been told, what support is available, what will happen next and who the child can speak to. Outcomes from safeguarding referrals will also be communicated to the child’s representative and placing authority where appropriate and where doing so is consistent with the child’s wellbeing and confidentiality.

Throughout this process, we document all communications and actions. If you as the initial reporter are asked by external authorities to do something (like provide a written statement or attend a meeting), inform the Manager/DSL and proceed as instructed.

Importantly, if at any point you feel that appropriate action has not been taken by management and external agencies have not been informed, you must escalate (for example, call the local authority yourself or use whistleblowing). However, in our organisation we strive to ensure that doesn’t happen – all reports should be taken seriously and acted on. You will never be penalised for making a good-faith report to outside authorities about a genuine concern. The safety of children is our foremost priority, and we encourage a mindset of “when in doubt, speak out.”

5. Preservation of Evidence (if applicable): In cases of alleged abuse that could be criminal (especially physical or sexual abuse), it is important to preserve any evidence for investigators:

• Physical evidence: Do not tidy up or clean the area where an incident may have occurred (unless absolutely necessary for safety). For example, if there’s visible evidence like blood, weapons, or torn clothing, secure the area and wait for police guidance. If a child’s clothing is ripped or stained from an incident, handle it as little as possible – save it in a clean paper bag if police need it. Similarly, any text messages, social media interactions, or letters that are evidence of abuse should be saved (do not delete them). Print out or screenshot digital evidence if you can do so without altering it.
• Forensic considerations: In cases of recent sexual assault, try to ensure the child does not change clothes, bathe, eat/drink, or use the toilet until a medical exam, if possible (this can be extremely sensitive – reassure the child and only explain these precautions if appropriate; leave detailed instructions to the medical professionals). This can help preserve DNA evidence. Staff should not conduct any medical examinations themselves beyond checking immediate injuries – leave that to healthcare or forensic professionals.
• Records: Keep all notes, reports, and logs intact and secure. If there were CCTV cameras in operation, ensure the footage is preserved and not overwritten – inform the Manager to save relevant footage and restrict access to it.
• Witness information: Write down the names of anyone who witnessed the incident or has relevant information (staff, children, others) so that police/social services can interview them later. We will not interview witnesses ourselves about the details (beyond initial reporting) to avoid tainting evidence, but we will provide the list to authorities.

The goal of evidence preservation is to aid the external investigation and any potential legal action, while ensuring we don’t inadvertently destroy or contaminate important information. Always follow any specific instructions given by police or social services regarding evidence.

6. Support for those Involved: Ensuring the well-being of all parties is part of our procedure:

• Support for the Child: The child who is alleged to have been abused will receive care and support throughout. We will make sure they are safe and feel safe. This could include medical attention, therapeutic support (like access to a counselor or play therapist), or simply comfort from a trusted staff member. We will consult with the child (in an age-appropriate way) and their social worker/parents about their wishes and needs. If the child has communication difficulties, we may bring in specialists or advocates to help them express themselves. We’ll also protect their privacy as much as possible – only those who need to know will be told of the details. If the child has any immediate needs (clothing, a change of room, etc.), we address those quickly to restore a sense of normalcy and security.
• Support for Other Children: If other children in the home might have witnessed or been affected by the incident, or if there is a risk to them, we will provide support and information as appropriate. This might mean having a group meeting (without divulging confidential details) to reassure everyone that the situation is being handled and they are safe. Or it might involve checking in one-on-one with children who are friends of the victim or the alleged perpetrator, to address their feelings (they might be upset, confused, or scared). We aim to keep the home environment stable and supportive during any investigation.
• Support for Staff: A safeguarding incident can be stressful for staff as well. {{org_field_name}} has a duty of care to employees involved. Staff who report concerns will be thanked and reassured – they did the right thing. If a staff member is accused of wrongdoing, they will be treated fairly and with discretion (being informed of the allegations, given a chance to respond in accordance with employment procedures, and not judged prematurely). We can offer access to counseling or an employee assistance program for staff who feel distressed. Additionally, the team may need debriefing after a serious incident – management will facilitate this when appropriate, again within the bounds of confidentiality.

7. Follow-Up and Resolution: Management (with input from the RI) will follow through until the case is resolved. This includes:

• Staying in contact with the social worker or police to know the outcome (while respecting that those agencies may not share full details, they will indicate if the case is substantiated, if any actions like foster placement changes or arrests occur, etc.).
• Taking any necessary internal actions in response: e.g., disciplinary proceedings if a staff member was involved, reviewing our supervision plans if bullying occurred, making environmental or procedural changes if needed to prevent recurrence.
• Providing feedback to the reporting staff and, as appropriate, the children (the victim and possibly others) about the resolution. We do this in a way that is appropriate and maintains privacy – for example, telling a child that “the person who hurt you won’t be coming back” if that is the outcome, or informing staff that “your concern was investigated and addressed” and any general lessons learned.
• Notifying CIW of the outcome via an update if required (they often will want to know the conclusion of any safeguarding referral during inspection or via a follow-up notification if significant).
• Reflecting on the incident in staff meetings or a debrief (again, without breaching confidentiality) to discuss what went well and what could be improved in our responses.

Our guiding principle through the reporting process is “Do the right thing, and do it fast.” By following these procedures, we ensure that no concern falls through the cracks and that we meet our obligations under Reg 27 (operating safeguarding procedures effectively). Remember, the safety of the child is paramount – no other interests (such as organisational reputation, or personal relationships with colleagues) should ever delay or impede a safeguarding report.

All staff are trained in these reporting steps during induction and through refreshers, so everyone should be familiar with what to do. For quick reference, a one-page flowchart of the reporting process (including key phone numbers) is provided in the office and staff handbook. In any situation of doubt, the golden rule is: Report it to the DSL/Manager. They will guide further action, but you have fulfilled your essential duty by speaking up.

Safeguarding Children’s Money, Allowances, Savings and Property

In line with Regulation 28, {{org_field_name}} will protect children from financial abuse and will support children, according to age, understanding and care plan, to understand and manage their money, allowances, savings and personal property.

Where {{org_field_name}} holds or supports access to a child’s money, savings, allowance, valuables or property, records must be accurate, up to date and available for audit. Records must show money received, money held, expenditure, receipts, balances, the reason for any transaction, the child’s involvement and staff signatures. Children’s money must not be mixed with service funds. Where money is held by the service, it must be held in the child’s name or in a clearly demarcated account or secure system that identifies the child’s individual funds.

The Manager will ensure oversight and monitoring of any savings made by or on behalf of a child. When a child’s placement ends, the Manager must ensure that the child’s money, savings records, receipts and property records are reconciled and passed to the placing authority, child, representative or agreed receiving service as appropriate. Any unexplained loss, concern about misuse, coercion, theft or financial exploitation must be treated as a safeguarding concern and reported in line with this policy.

Control, Restraint and Restrictive Practice

Care and support must not include acts intended to control or restrain a child unless the act is necessary to prevent a risk of harm to the child or another person and is a proportionate response to that risk. Restraint must never be used as punishment, for staff convenience, to enforce compliance, to humiliate a child, or as a substitute for adequate staffing, planning, de-escalation or therapeutic support.

Only staff who have been trained and assessed as competent in the approved method may use physical intervention or restraint. Staff must always use the least restrictive option for the shortest possible time and must continue to communicate calmly with the child throughout. Pain-inducing, degrading, unsafe or unauthorised techniques are prohibited.

Every incident involving control, restraint, restriction or physical intervention must be recorded, reviewed and monitored. The record must include the reason for intervention, risks identified, de-escalation attempted, staff involved, duration, technique used, injuries or distress, medical attention, child’s views, staff debrief, management review and actions to prevent recurrence. The child’s personal plan, risk assessment and behaviour support plan must be reviewed after any incident. Where the incident may amount to abuse, improper treatment, unlawful restraint, deprivation of liberty, injury or significant harm, the Manager/DSL must consider referral to the local authority safeguarding team, placing authority, police and CIW.

Deprivation of Liberty and Restrictions on Children’s Liberty

Any restriction on a child’s liberty must be lawful, necessary, proportionate, clearly recorded and consistent with the child’s care plan, legal status and best interests. Staff must seek management advice before introducing or continuing any restriction that may significantly limit a child’s freedom, including locked doors, continuous supervision, preventing a child from leaving, restrictions on contact, restrictions on devices, room searches, monitoring, or physical/environmental controls.

Where a child is aged 16 or 17 and lacks capacity to consent to arrangements that may amount to deprivation of liberty, the Manager/DSL must seek advice from the placing authority and relevant legal/professional advisers. Where a child is under 16, or where there is uncertainty about the legality of restrictions, the Manager must escalate to the placing authority for legal advice and ensure the arrangements are reviewed. Any unauthorised or inappropriate deprivation of liberty may amount to improper treatment and must be treated as a safeguarding concern.

Key Contact Information for Safeguarding

(The following contact details are provided as placeholders – they must be updated with the actual relevant numbers/emails for our area and organisation. Staff should keep these handy and use them as needed.)

• Local Authority Child Safeguarding Team (Child Protection Services): {{org_field_local_authority_phone_number}}
  (Use this number to report a child at risk to social services. For out-of-hours emergencies, call the emergency duty team at {{org_field_local_authority_out_of_hours_phone_number}} if applicable.)
• Local Police: Emergency – 999; Non-Emergency – 101.
  (To report a crime or immediate danger involving a child. In an urgent situation where a child’s life or safety is at risk, dial 999. For non-urgent concerns or to follow up on a report, you can call 101 or the local police station.)
• Care Inspectorate Wales (CIW): {{org_field_CIW_contact_details}}
  (CIW can be contacted to report concerns about a care service. Staff and whistleblowers may contact CIW directly if needed. CIW’s contact may include a regional office phone and email – see the staff room noticeboard for the exact details relevant to our home.)
• Designated Safeguarding Lead (DSL) for {{org_field_name}}: {{org_field_DSL_name}} – {{org_field_DSL_phone_number}}
  (Internal point of contact for any safeguarding issues. If unavailable, contact the Manager or Deputy DSL at {{org_field_DSL_deputy_contact}}.)
• Whistleblowing Hotline (Internal/External): {{org_field_whistleblowing_hotline}}
  (Use this confidential line/email to raise concerns if you feel unable to use normal reporting lines. Alternatively, staff can contact independent advice lines or the Public Concern at Work helpline for whistleblowing guidance.)
• Regional Safeguarding Children Board: {{org_field_regional_board_contact}}
  (Our home is under the [Name] Safeguarding Children Board region. They provide guidance and training; any serious incidents may also be notified to the Board as required.)
• NSPCC Helpline: 0808 800 5000 (for adults concerned about a child) and Childline: 0800 1111 (for children to call directly).
  (While not required contacts for our procedures, these national helplines are good resources – the NSPCC can take reports or offer advice, and Childline is something children should be aware of if they need someone to talk to.)

Note: All staff should know where to find these numbers quickly (posted by phones and in our policy file). We update contact details at least annually or whenever changes are notified. In any emergency, if you cannot find a specific number, remember 999 will connect you to emergency services who can route your concern appropriately.

Whistleblowing Protections

Whistleblowing is the act of reporting concerns about wrongdoing within an organisation in a way that bypasses the normal management chain. In the context of safeguarding, whistleblowing typically means a staff member raising a concern that abuse or dangerous practice is occurring, and that it is not being properly addressed through the usual procedures. {{org_field_name}} is committed to an open and honest culture where staff feel safe to speak up without fear. We have a separate detailed Whistleblowing Policy (often called a “Raising Concerns” policy) – but the key points relevant to safeguarding are highlighted here:

• Encouragement to Report: All staff are encouraged and expected to voice any concerns about the care environment. If you suspect any form of abuse, neglect, or improper conduct that could harm a child – even if it involves colleagues or managers – you must speak up. Normally, you should use the standard reporting procedure (report to your line manager or DSL). However, if those channels fail (e.g., you reported internally but nothing was done), or if the concern involves those channels (e.g., your manager is the one involved in wrongdoing), then whistleblowing is your safeguard. Whistleblowing is essentially a “safety valve” to ensure concerns can still come to light.
• Internal Whistleblowing Options: We provide specific internal avenues for whistleblowing. Staff can escalate a concern directly to the Responsible Individual or a senior person in the organisation’s hierarchy beyond the immediate home. We also have a confidential whistleblowing hotline/email – {{org_field_whistleblowing_hotline}} – which is monitored by a designated senior officer. This allows you to report issues without going through your direct supervisors. Any concerns raised through these means will be taken seriously and investigated impartially.
• External Whistleblowing Options: While we encourage trying internal routes first (because often issues can be resolved quicker in-house), you have the right to go directly to certain external authorities to report serious concerns. In social care, prescribed external bodies for whistleblowing include CIW (the regulator), the local authority safeguarding board, Social Care Wales (for professional misconduct issues), or the police. If you believe children remain at risk or a crime has occurred, you can contact CIW or the police without fear of breaching protocol. CIW in particular can receive concerns about care services confidentially. The Public Interest Disclosure Act 1998 protects employees who raise concerns with such bodies, provided the concerns are genuine. That means you should not suffer any detriment (such as losing your job or being mistreated at work) for whistleblowing externally about a real issue.
• No Retaliation: We have a strict non-retaliation policy. Any staff member who in good faith reports a concern – whether internally or to an outside body – will not be punished or disadvantaged for doing so. This includes protection from harassment, bullying, or negative impacts on their career. Managers are trained to handle whistleblowing disclosures professionally – they must investigate the concern objectively and keep the whistleblower’s identity as confidential as possible. If anyone attempts to retaliate against a whistleblower (for example, a colleague ostracises or pressures them to withdraw their statement), that person will face disciplinary action. We want staff to know that they can raise the alarm without suffering for it.
• When to Use Whistleblowing: Use whistleblowing if you have tried normal reporting and feel no appropriate action was taken, or if the normal route is not available/appropriate. For instance:
  • You reported a staff member’s inappropriate behavior to the Manager, but you believe it was swept under the rug or downplayed, and the behavior continues.
  • The issue at hand involves your line manager or someone who may be able to interfere with an internal report.
  • You have a serious concern (like systemic neglect or abuse) and fear that management might cover it up to protect the organisation.
    In such cases, going directly to CIW or the local authority or police is justified. Don’t wait – early disclosure of serious issues is critical. It’s better to raise a concern that turns out to be minor than to hold back on something major out of fear.
• Good Faith and Evidence: To be protected by whistleblowing law, you should have a reasonable belief that what you’re reporting is true. You don’t need absolute proof (investigation will find that), but claims should be made honestly, not maliciously. If you have any evidence (documents, emails, etc.), provide them through the appropriate channel. Even if you don’t, your detailed account is enough to trigger an inquiry. We treat all whistleblowing reports seriously regardless of the amount of evidence provided.
• Confidentiality: You can request to keep your identity confidential when raising a concern. We will do our best to respect this. Sometimes it’s not possible (if your testimony is needed, for example), but in many cases, investigations can proceed without naming the whistleblower. You can also choose to report anonymously (without giving your name at all), though doing so may make it harder to ask you for more information. Rest assured, even if you give your name, we restrict that knowledge to the minimum necessary people.
• Support for Whistleblowers: We recognise that whistleblowing can be stressful. You may worry about fallout or feel guilty. Management will offer support – this could include reassurance, check-in meetings to make sure you’re okay, or counseling services if needed. We will keep you informed (as much as we can) about what is being done in response to your report, so you know it’s being addressed. Remember, raising a concern is an act of integrity and courage, and we consider that you are helping to keep our service safe and accountable. We value and celebrate staff who speak up for what is right.

By having robust whistleblowing arrangements, {{org_field_name}} aligns with care standards that require openness and accountability. Whistleblowing is essentially a fail-safe to catch those rare cases where normal processes might falter. It helps us address problems early – before they worsen – and demonstrates to regulators and the public that we do not tolerate cover-ups or complacency. Any potential abuse or misconduct must be confronted head-on. If something ever makes you think, “This isn’t right, but will I get in trouble for saying so?”, remember this section and know that we want you to speak up. Protecting children is non-negotiable, and we will stand by those who protect them, including whistleblowers.

(For more information on the specific steps to raise a concern and the legal protections, refer to the full Whistleblowing Policy of {{org_field_name}}. It provides detailed guidance, including external hotlines (like CIW’s concern line) and the process for escalating issues.)

Safe Recruitment and Vetting Procedures

{{org_field_name}} is committed to safe recruitment practices to ensure that all staff and volunteers who work with our children are suitable and safe. We recognise that preventing unsuitable people from working with children is one of the first lines of safeguarding. Our recruitment and vetting procedures include:

• Clear Role Descriptions and Expectations: Every job description explicitly states our commitment to safeguarding and the expectation that staff will uphold safeguarding duties. During advertising and interviewing, we communicate that we follow rigorous vetting – this can deter those with bad intentions from applying. Candidates are asked about their attitude towards children’s safety and wellbeing to gauge their values.
• Disclosure and Barring Service (DBS) Checks: All prospective employees (and volunteers who will have any contact with children) undergo an enhanced DBS check with a check of the children’s barred list before their role start. We verify the identity of applicants and process their DBS application through the appropriate channel. We never allow anyone who is barred from working with children to work or volunteer in our home. If the DBS check reveals any criminal history or concerns, management conducts a risk assessment to determine suitability. Certain offenses (especially those related to harm to children or sexual/violent crimes) will lead to an automatic disqualification from employment with us. For existing staff, we use the DBS Update Service (where staff are subscribed) or require fresh DBS checks periodically (at least every 3 years) to ensure continued suitability.
• Verification of Identity and Qualifications: We require new hires to provide original documents to prove their identity (passport, driving license, etc.), right to work in the UK, and any qualifications they claim (degrees, certificates). We check that any claimed professional registrations are current and valid. For example, if a role (such as Residential Child Care Worker) requires registration with Social Care Wales, we confirm the person’s registration status and check for any sanctions.
• References and Employment History: We request at least two professional references for each candidate, including one from the most recent employer (especially if they have worked with children or vulnerable groups before). We verify references by directly contacting the referees (not just accepting a generic letter) to confirm authenticity. We ask specifically if the referee has any safeguarding concerns about the candidate. We also obtain a full employment history and require candidates to explain any gaps (to rule out hidden issues). Any inconsistencies or vagueness in a candidate’s background are clarified before hiring.
• Interview and Assessment: Our interviews include safeguarding interview questions designed to gauge the candidate’s awareness, attitudes, and approach to child protection. For example, we might ask how they handled a past safeguarding concern or present hypothetical scenarios to see their responses. We carefully observe candidates for any concerning attitudes (like lack of empathy or inappropriate boundaries). Some positions may include practical assessments or interactions in a supervised setting to observe behaviour. We involve multiple interviewers and at least one manager with safer recruitment training on every hiring panel.
• Overseas Checks: If an applicant has lived or worked abroad for a significant period, we obtain additional checks such as a certificate of good conduct from the relevant country or another internationally recognized vetting, as far as possible. We recognise that not all countries have equivalent systems, but we make reasonable efforts to get assurance of their background overseas.
• Conditional Offers and Supervision: We make all job offers conditional on satisfactory vetting results. A new staff member does not start work until we have at least a DBS barred list check result. In rare cases where we might allow someone to begin induction pending the final DBS certificate (only if delay is administrative), they will not have unsupervised contact with children at any time and will be closely monitored. Generally, we prefer to have all checks completed before day one.
• Induction and Probation: During induction, new staff are trained on our safeguarding policy and code of conduct. They must sign to confirm understanding. The early supervision sessions in their probation period are used to evaluate their compliance with safe practices. Any red flags (such as boundary issues or failure to report minor concerns) would result in heightened supervision or termination if serious. New staff are also paired with experienced mentors to model best practice.
• Ongoing Workforce Vetting: Safeguarding doesn’t stop at hiring. We require staff to inform us immediately if they are investigated for or charged with any crime that could affect their suitability to work with children, or if there’s a change in their circumstances (for example, if they become involved in a child protection investigation outside of work). We routinely check that all staff maintain their professional registrations (if applicable) and that they complete required training. Managers keep an eye on staff behavior and any concerning patterns (e.g., repeated boundary violations, excessive friendliness on social media with kids, etc., which would be addressed). We foster a culture where staff also watch out for each other – if someone notices a colleague acting unsafely or strangely, they are empowered to speak up (either directly or via safeguarding/whistleblowing).
• Volunteer and Contractor Checks: Any volunteers, interns, or work-placement students who will be in the home are subject to similar vetting – including DBS checks – if they will have contact with children. For one-off or supervised visits (like a contractor doing maintenance), we ensure they are never alone with children and are monitored by staff. Long-term contractors (e.g., a therapist working regularly on contract) must provide evidence of DBS and qualifications just like an employee. We also ensure that any adults living on the premises (if any, e.g., if the home had live-in staff accommodations) are subject to appropriate checks or agreements, even if they are not directly caring for children, to cover all bases.
• DBS Renewal and Re-checking: To maintain a safe workforce, we periodically re-run DBS checks or use the DBS Update service. Currently, our policy is to conduct a new enhanced DBS check every 3 years for each employee (or more frequently if mandated by regulation or if we have concerns). We keep a schedule to track when each person’s re-check is due. Additionally, management will consider doing an earlier re-check if a concern arises that warrants it.
• Disqualification and Referral: We strictly adhere to any legal “Disqualification” rules. (For example, certain individuals may be disqualified from working with children by court order; we ensure none of our staff are on such lists beyond DBS barred list, like Disqualification under the Childcare Act where applicable.) If an employee is found to have harmed a child or put a child at risk and is removed from their post (or would have been removed had they not left first), we have a legal duty to refer that person to the DBS for consideration to be barred. We will also inform Social Care Wales if the person is a registered social care professional, so they can take appropriate action with the person’s registration. These referrals are typically made by the RI or Manager promptly after an investigation concludes. This helps prevent unsuitable individuals from simply moving to another care setting.
• Culture of Vigilance: Safe recruitment is not just a checklist – it’s a mindset. We train our managers in Safer Recruitment techniques (as per NSPCC or Social Care Wales guidance). Interviewers remain alert to any “red flags” during hiring. Even after hiring, all staff know that safeguarding is ongoing – if something about a colleague concerns them later (maybe something not evident in hiring), they should report it. We also welcome feedback from children about staff – if a child says they are uncomfortable with a particular caregiver, we listen and explore why.

By implementing these rigorous recruitment and vetting procedures, we aim to ensure that only individuals with the appropriate background, qualifications, and commitment to children’s welfare are allowed to work in our home. This reduces the risk of abuse from within our workforce. CIW will inspect our recruitment records to ensure we are compliant, and we keep meticulous records of all checks in staff files (with notes of dates and reference numbers). Safe recruitment is one of the fundamental ways we maintain a safe environment for children before any abuse can occur.

Online Safety and Digital Safeguarding

In today’s digital age, safeguarding children includes keeping them safe online. Many children use the internet, social media, and electronic devices for education and recreation. While technology offers benefits, it also exposes children to risks such as online predators, cyberbullying, exposure to inappropriate content, or misuse of personal data. {{org_field_name}} is committed to promoting positive and safe use of technology for the children in our care. Our approach to online safety includes the following elements:

• Internet Access and Monitoring: We provide supervised internet access for children. The home’s Wi-Fi and computers are equipped with filtering and parental control software to block known inappropriate websites (pornography, violence, extremist content, etc.) and to limit access to age-inappropriate materials. These filters are regularly updated. While no filter is foolproof, staff also actively monitor internet use, especially for younger children or those identified as particularly vulnerable online. Children are typically only allowed online during certain hours and in communal areas where staff are present, unless a specific plan (in a placement plan) allows otherwise. We strike a balance between privacy and safety – older teens may have more leeway but still with oversight for their protection.
• Rules for Device Use: The home has clear rules for mobile phones and personal devices. Upon placement, we assess each child’s ability to use devices safely. Some children may have personal smartphones or tablets; others may use shared home devices. Our rules may include things like: no devices during overnight hours or after a “curfew” to ensure sleep, no taking photos of others without consent, no sharing home addresses or our location online, and no accessing certain apps or sites that are known risks. Social media accounts (Facebook, Instagram, TikTok, etc.) are allowed only if age-appropriate and with privacy settings enabled – staff can assist children in configuring privacy settings to the highest level. If a child is under 13 (below typical minimum age for many social platforms) they are not permitted to have those accounts, and staff should enforce this. Online gaming is supervised and games are vetted for appropriate content and chat safety.
• Education and Empowerment: We don’t just restrict – we educate children on online safety. Through keywork sessions, informal talks, and possibly workshops, we teach children how to use the internet responsibly. Topics include: not sharing personal information (name, address, school, phone number) with strangers online; recognizing and reporting cyberbullying; understanding that people online may not be who they say they are; and what to do if they encounter upsetting content or approaches. We encourage an open dialogue – children are told they can always talk to staff if something online makes them uncomfortable. We emphasize that their safety comes first, and they won’t be punished for admitting they saw something or talked to someone they now feel uneasy about. For example, if a child receives a message from a stranger, we want them to show us rather than hide it.
• Supervision and Checks: Staff will periodically check devices in a respectful, agreed-upon manner. For younger children, this might mean staff handle device log-ins or have admin control to oversee friend lists and content. For teenagers, we might have agreements (as part of placement planning) that allow staff to look at their friend lists or posts together, especially if there is a concern of risky behavior. We do room checks as allowed by policy (with respect for privacy but balanced with safety) to ensure no contraband devices or unsupervised internet hardware is present if that’s a risk. If a child is known to be particularly vulnerable (e.g., history of being exploited or self-harming due to online interactions), a tailored plan might involve more frequent monitoring or even temporary restriction from certain apps. Any checking of personal devices is done transparently and recorded in their care plan to respect their rights while ensuring safety – it’s ideally done with the child’s involvement (“Let’s review your online contacts together to make sure they’re all safe people”).
• Online Content Safety: We have guidelines to ensure that any content children access or create is appropriate. For instance, children are not allowed to view films, videos, or websites that are above their age rating or that contain harmful material. Staff pre-approve movies or TV shows shown in group, and supervise streaming choices. We also caution kids against and actively prevent them from accessing websites that promote negative behaviours (like self-harm, pro-anorexia sites, etc.). Our filtering software often covers these, but staff vigilance is key. If a child is searching troubling terms online, staff will address it supportively.
• Cyberbullying and Online Conduct: We treat cyberbullying with the same seriousness as in-person bullying. If a child is being harassed or bullied online (e.g., via social media or text), staff will intervene: helping the child block/report the offending user, comforting the child, and possibly involving parents, schools, or even police if threats are involved. Likewise, if a child in our home is found to be bullying others online, we will address this behavior through our anti-bullying procedure and appropriate consequences/education. Staff model respectful online conduct as well – they are strictly prohibited from befriending or communicating with children via personal social media or messaging apps. All communication should remain professional and through official channels.
• Privacy and Data Protection: We maintain the privacy of children’s data online. Staff do not post identifiable information or images of children on personal social media. Any photographs of children taken for the home’s use (like celebrating an event) are done with consent (from child and authority if required) and are stored securely, not shared publicly unless expressly agreed as part of a positive news story with all permissions. We also guide children on protecting their own privacy – for example, not posting their location or personal details publicly and understanding how what they share could be misused. We comply with relevant data protection laws (UK GDPR) in holding any digital information about the children.
• Use of Home Computers/Devices: The home’s computers and tablets have separate child accounts with appropriate settings. Staff have admin passwords not shared with children, so we can control installations of apps and apply restrictions. We keep anti-virus and security software up-to-date to prevent hacking or malware that could expose children to harm (e.g., via webcam hacking). If we provide children with any device, we ensure it’s configured safely. If a child has their own device, we discuss with them and possibly their social worker/parents about installing parental controls or monitoring apps as needed for safety. This is done on a case-by-case basis, respecting older teens’ need for some autonomy, balanced with protection if there’s a known risk.
• Responding to Online Risks: If a specific online risk is identified (e.g., a child is being groomed by someone through social media, or participating in dangerous online challenges), we respond as a safeguarding matter. That includes:
  • Removing or limiting access to the online platform immediately (for example, confiscating a device or disabling Wi-Fi temporarily for that child).
  • Talking to the child about the situation, reassuring them it’s for their safety, and involving them in the plan to stay safe online.
  • Collecting evidence of any harmful communications (screenshots, messages) before they might disappear, and making necessary referrals to police or social services if a crime or exploitation is suspected (online grooming is treated like any attempted abuse).
  • Informing other relevant parties: for instance, the school if school devices were involved, or parents/social worker as appropriate.
  • Counseling/educating the child after-the-fact, so they understand what happened and how to avoid it in future. Perhaps involving specialists if needed (some areas have e-safety officers who can talk to young people).
• Staff Training on Online Safety: All staff receive training on basic online safety as part of safeguarding. They learn about the common apps kids use, slang or codes that might indicate risk (like acronyms used in chat), and the concept of the 4 Cs of online risk: Content (inappropriate material), Contact (with predators or dangerous individuals), Conduct (the child’s own behavior online), and Commerce (like scams or misuse of money online)learning.nspcc.org.uk. We ensure staff know how to implement parental controls and how to talk to children about internet issues. If staff are not tech-savvy, we provide guidance or designate a more IT-competent staff to assist. We also keep up with new trends (for example, if a new app becomes popular, we’ll brief the team on what it is and what risks it might carry).
• Incident Reporting: Online safety incidents (such as a child receiving a sexual message, or discovering one child cyberbullying another) are treated seriously. Staff should report these incidents to the Manager/DSL as they would any safeguarding concern, and document it. We then follow similar steps: ensure the child’s immediate safety (blocking users, etc.), refer to authorities if needed (e.g., CEOP – the Child Exploitation and Online Protection centre – or police for online grooming), involve the local safeguarding procedures, and notify CIW if it’s a significant incident.
• Balancing Autonomy and Safety: We recognise that especially for older young people, completely restricting internet use is neither practical nor respectful of their growing independence. Our approach is to empower children with knowledge and tools to stay safe, while gradually releasing more responsibility to them as they demonstrate capability. For example, a 17-year-old may manage their own smartphone with minimal supervision but knows they can approach staff if something goes wrong. Meanwhile, a 12-year-old might have heavily filtered access and shared family devices. This graduated approach is outlined in their placement plan and risk assessments, which are regularly reviewed.
• Regular Review of Digital Safeguards: Technology evolves quickly. We regularly review our online safety measures. The Manager or a delegated “E-Safety Officer” will, at least annually, review the effectiveness of filters, update rules as needed (maybe new social media to consider), and get feedback from children about their perspective on our rules. We may also invite external experts (like a local police cyber-safety officer) to audit or advise on our digital safeguarding. Any serious incidents prompt an immediate review: e.g., if a child circumvented our filter to view harmful content, we’d investigate how and improve that security.

Through these measures, we aim to create an environment where children can enjoy the benefits of technology safely, and where risks are proactively managed. We include online safety as part of our overall safeguarding strategy because harm can occur virtually as well as physically. By educating both staff and children and keeping controls in place, we reduce the likelihood of online harm such as exploitation or abuse. This is in line with national guidance and inspectorate expectations that care providers address digital safeguarding for the children in their care.

Staff Training and Competency Requirements

For our safeguarding policy to be effective, our staff must not only be well-vetted and well-intentioned, but also well-trained and competent in safeguarding knowledge and skills. {{org_field_name}} is committed to providing comprehensive training and ongoing development to ensure all team members can carry out their safeguarding responsibilities confidently and correctly.

Induction Training: Every new staff member (including agency staff or volunteers, if applicable) receives safeguarding training as part of their induction, before they start working unsupervised with children. This induction covers the fundamentals: understanding types of abuse and their signs, knowing the reporting procedures (what to do if they have a concern or a child discloses something), familiarisation with this policy and related policies (like Whistleblowing, Code of Conduct, Behavior Management, etc.), and clarity on their duty to report. We also include basics like confidentiality and professional boundaries. New hires must read and sign that they understand the Safeguarding Policy and will adhere to it. As part of onboarding, they are introduced to the Designated Safeguarding Lead and shown where key resources and contact numbers are. CIW expects staff to be trained at induction in safeguarding responsibilities, and we meet that requirement. We often supplement this with an e-learning module or a face-to-face course on “Introduction to Child Protection” within their first few weeks.

Mandatory Training Courses: All care staff are required to complete certain core training modules, usually within their probation or first 6 months, if not done already:

• Safeguarding Children Level 2 (or appropriate level) – covering in depth recognition, reporting, and child protection processes.
• Wales Safeguarding Procedures Overview – so staff understand the broader context and their role in multi-agency working.
• Child Development and Attachment – helps staff understand children’s needs and behaviours, so they can differentiate between ordinary behavior and signs of trauma.
• Positive Behavior Management – including any approved de-escalation and restraint techniques we use, to prevent improper use of control.
• Prevent (Radicalisation Awareness) – a basic awareness of preventing extremism, as part of UK safeguarding expectations.
• Online Safety – incorporated into safeguarding training but sometimes as a stand-alone to ensure staff are up to date on digital risks.
• Specialist topics relevant to our population: e.g., safeguarding children with disabilities, communication strategies for non-verbal children (to aid in detecting abuse), trauma-informed care, etc.

Safeguarding training, learning and development will be mapped to the National Safeguarding Training, Learning and Development Standards for Wales and the accompanying framework. The Manager will identify the appropriate safeguarding training group for each role, including ancillary staff, care staff, senior staff, managers, DSL/Deputy DSL and the Responsible Individual. Completion, refresher dates, competency checks and any additional learning needs will be recorded on the training matrix and reviewed through supervision, appraisal, audit and quality assurance.

We maintain a training matrix that tracks each staff member’s completion of required courses. All training content is kept updated with current laws and guidelines (for instance, if there are updates to the Wales Safeguarding Procedures or new legislation, we update our training materials accordingly).

Refreshers and Continuous Professional Development (CPD): Safeguarding training is not a one-time event. We require all staff to attend refresher training at regular intervals. Typically, core safeguarding training is renewed every 2 years (or more often if regulations change). In addition, we integrate safeguarding into other training and meetings – for example, annual refreshers on whistleblowing, or scenario-based discussions in team meetings. We might use team meeting time to review a hypothetical case or a recent serious case review from another area to learn lessons. We also issue brief quizzes or discussions during supervision to gauge ongoing knowledge. If CIW or Social Care Wales releases new guidance (say a new All-Wales Practice Guide on a particular form of harm), we circulate it and discuss among the team. We strive for 100% compliance in required training – the Manager monitors who is due for renewal and ensures they attend. CIW inspectors often ask staff about their safeguarding training and will check our training records – we keep these up-to-date as evidence.

Designated Safeguarding Lead (DSL) Training: The DSL (and any Deputy DSL) receives advanced training on safeguarding, usually multi-agency training provided by the Regional Safeguarding Board or equivalent. This typically is a Level 3 or higher safeguarding course focusing on managing concerns, referrals, and contributing to child protection processes. They refresh this training every 2 years. The DSL also stays informed on legislative changes or serious case reviews. We invest in their ongoing development (e.g., sending them to relevant conferences or advanced workshops) because they are the go-to person for complex situations.

Specialist Training: Depending on the needs of the children in our care, staff may receive extra training on specific topics. For example, if we support children who have been sexually exploited, we ensure staff get CSE awareness training. If we have children who have experienced trafficking, we might get training from a charity expert. We have had training sessions on handling disclosures to ensure staff respond appropriately when a child speaks up. First aid training is also required, which indirectly supports safeguarding by enabling staff to spot and treat injuries properly and be alert to non-accidental injuries.

Competency Assessment: Training is only effective if it translates into practice. We have mechanisms to assess and reinforce competency:

• Supervision and Appraisal: In one-to-one supervision, managers often pose questions or discuss recent safeguarding scenarios (“What would you do if…”) to test the staff’s understanding. Any gaps identified are corrected on the spot or directed to further training. During annual appraisal, we formally review the staff member’s safeguarding knowledge and whether they have fulfilled training requirements.
• Spot Checks and Drills: Management occasionally conducts file audits (checking that incidents were reported correctly) and even simulated scenarios (like a supervisor might ask, “If Child A told you X, what would you do?”) to ensure staff know the procedure by heart. We also use team meetings for informal quizzes or to review the reporting flowchart.
• Observations: Senior staff observe care interactions. For instance, are staff following safe touch policies? Do they maintain professional boundaries (not sharing personal info, etc.)? Are they logging concerns in daily notes that should have been escalated? These observations feed into performance management.
• Child Feedback: Though more qualitative, we gauge children’s sense of safety through their feedback in keywork sessions or surveys. If children consistently say they feel safe and trust the staff, that’s a positive indicator of staff competency in creating a safeguarding environment. If any child indicates a staff member doesn’t listen or makes them uncomfortable, we treat that as a sign to review that staff member’s practice and perhaps provide coaching or retraining.

Training Records: We keep detailed records of all training attended (dates, providers, content). This not only helps us track renewals but also demonstrates to CIW that our staff are appropriately trained. Inspectors may interview staff during inspections to test their knowledge; we prepare our team for this by ensuring they can answer common questions (e.g., “What would you do if a child told you they were being hurt?” or “Who is your safeguarding lead?”). We’re proud that our staff can typically answer confidently – a result of our training emphasis.

Management and Leadership Training: Our leaders (Manager, RI, seniors) receive training on leading safeguarding practice – for instance, training on how to carry out internal investigations, how to write analytical safeguarding reports, legal update seminars on changes in law, and safer recruitment training (as mentioned earlier). This ensures the management team’s competence in oversight and in creating the right culture.

Adaptation for New Guidance: When new guidance or lessons from incidents become available, we incorporate them. For example, if the Welsh Government or CIW issues a bulletin about a certain type of risk or a new expectation, we discuss it in a staff meeting or issue a memo. We might require staff to complete an extra module (e.g., an online course on child mental health if self-harm incidents are on the rise).

In summary, training and competency are continuously maintained. We want every staff member, from the newest care assistant to the most senior manager, to have the knowledge, skills, and confidence to perform their safeguarding role. This not only meets regulatory requirements but, more importantly, it means children in our home are protected by adults who know what they are doing. A well-trained staff is one of the best defenses against abuse – they can prevent incidents through good care practices, recognize problems early, and respond swiftly and properly when issues arise.

Audit and Review Mechanisms

Safeguarding is not a one-time task – it requires ongoing vigilance and improvement. {{org_field_name}} has several audit and review mechanisms to ensure our safeguarding practice remains effective, compliant, and up-to-date. These mechanisms help us learn from experience, catch any weaknesses, and demonstrate accountability to regulators like CIW.

• Regular Monitoring by Management: The Manager and senior staff conduct regular audits of safeguarding records and practices. This includes:
  • Incident Log Reviews: We maintain a log of all safeguarding concerns and the actions taken. The Manager reviews this log (at least monthly) to ensure each incident was handled correctly – e.g., was the referral made quickly, was CIW notified if required, was the outcome noted? They check that records are thorough and identify any patterns. For example, if multiple low-level concerns emerge about the same person or child, that might indicate a bigger issue.
  • Care Record Audits: Periodically, the Manager audits a sample of children’s files to ensure that risk assessments and care plans properly address safeguarding (e.g., if a child is at risk of CSE, does the plan reflect preventive strategies?). They also look at daily logs to see that staff are recording information appropriately and not missing signs.
  • Supervision Audits: We check that staff supervisions include discussion of safeguarding. The RI might audit supervision notes to ensure that, for instance, any issues a staff member raised were followed up.
  • Environment and Practice Audits: We routinely inspect the physical environment for safety (locks, alarms, visibility in the home, etc.), and observe staff-child interactions. We might use a checklist aligned with CIW’s inspection framework to self-assess how we’re doing on things like “children feel safe” or “staff understand safeguarding policy”.
• Responsible Individual (RI) Visits and Reports: The RI (or another senior representative) conducts regular visits to the home (at least quarterly, and often more frequently informally). During these visits, the RI speaks with children, staff, and managers to gauge the safeguarding culture. They review records like incident logs, restraints records, complaints, etc., to ensure issues are being properly addressed. After each formal visit, the RI completes a report (sometimes referred to as a Regulation 73 report in care home context) summarising findings on the quality of care, which includes safeguarding matters (any concerns, any good practice noted, etc.). The RI ensures that any recommendations from these visits are acted upon swiftly by management. These visits provide an extra layer of oversight and are shared with CIW or made available on request, showing that our leadership is actively checking on safeguarding performance.
• Annual Quality of Care Review: We carry out an Annual Quality of Care Review (often aligned with Regulation 80 requirements under RISCA for an annual report). In this process, we evaluate all aspects of the service over the year, with a dedicated section on safeguarding. This includes data and analysis such as: the number of safeguarding concerns raised in the year, how many were substantiated, themes identified, actions taken to improve, training completed (e.g., percentage of staff up-to-date on training), any feedback from children or families about feeling safe, etc.. We use this to identify trends – for instance, has there been a reduction or increase in incidents? Are our preventive measures (like training, early interventions) having an effect? The findings are used to formulate an action plan for the next year. The annual report is shared with CIW and the Regional Safeguarding Board if requested, as well as with staff and, in an accessible format, with children and families, so that we maintain transparency about our safeguarding track record.
• Policy Review Schedule: This Safeguarding Children Policy itself is reviewed at least annually, or immediately if there are significant changes in legislation or guidance. The Responsible Individual ensures a thorough review is conducted every 12 months (or sooner if, say, Welsh Government issues new safeguarding guidance or CIW points out a needed change). We label each version of the policy with a version number and date. Updates are made in response to:
  • Changes in legislation or statutory guidance (e.g., if a new Act or an amendment affecting safeguarding comes out in 2024, we’ll update the policy accordingly).
  • Findings from inspections or audits – if CIW or our own audits indicate a gap or area for improvement, we incorporate that.
  • Lessons from incidents: If we had a safeguarding incident where we found our policy or procedures didn’t cover something clearly, we will update to close that gap. For example, if an incident revealed staff were unsure about handling a certain situation, we add clarity in the policy.
  • Feedback from staff or service users – if staff suggest clearer wording or children indicate they don’t understand some part of our process, we consider those in revisions.

When the policy is updated, all staff are notified (and training or briefing provided on the changes). We also update related documents or contact lists at that time (for example, if local authority phone numbers changed, we update the tokens/placeholders). Staff are required to sign off that they’ve read the new version. This ensures the policy remains a “living document” that truly guides current practice, not a dusty file on a shelf.

• Internal Safeguarding Meetings: We may hold dedicated internal safeguarding meetings (perhaps quarterly), especially if there’s a lot going on. In these meetings, managers, DSL, and possibly representatives from the team discuss any concerns, review progress on action plans, and share learning. It’s a way to keep safeguarding on the agenda and ensure follow-through on tasks (like “we said we’d arrange CSE training for all staff by June – has that happened?” etc.).
• External Audits and Inspections: We welcome external oversight as a chance to improve. CIW conducts inspections (usually unannounced) and always evaluates our safeguarding arrangements. We fully cooperate and provide any information they need. If CIW inspectors make recommendations related to safeguarding (for example, “improve record-keeping of restraints” or “add more detail to your bullying log”), we treat those very seriously and act on them promptly. Additionally, some local authorities or placing authorities may conduct their own monitoring visits or require reports – we cooperate with those. We view external inspections not as a threat, but as a helpful second pair of eyes that can catch things we might miss. Any recommendations from inspectors are implemented and reviewed in subsequent audits to ensure they are working.
• Feedback from Children and Families: Part of auditing our safeguarding efficacy is hearing from the children themselves. We regularly ask children (in keywork sessions or house meetings) if they feel safe here, if they know who to talk to if they have a worry, and if they feel listened to. We also solicit feedback from families or social workers in reviews: “Does the child appear to feel secure? Have there been any concerns?” This qualitative feedback can highlight issues like if a child says, “Staff always help me if I’m scared,” which is great, or conversely, if a child hints they don’t like a particular staff’s behavior – which we would then look into. We incorporate this feedback into our quality reviews.
• Continuous Improvement: Safeguarding is an area where we strive for continuous improvement. For instance, if our audit finds that while all incidents were reported, perhaps the speed of reporting to CIW was sometimes over 24 hours, we would implement a fix (like retraining staff on urgency or adding a reminder system). Or if children report they don’t know enough about their rights, we might introduce a new child-friendly guide about safeguarding and rights. By continually checking “Are we doing what we say we do? Is there evidence? Can we do it better?”, we keep safeguarding practice dynamic and responsive. We document improvements made – not to pat ourselves on the back, but to show a clear trail of how we respond to issues. Positive trends (like fewer incidents of bullying after we started a new anti-bullying workshop) are noted, and any negative trends (like an increase in self-harm reports) are addressed with a clear plan (e.g., bringing in a specialist, improving mental health support).
• Record of Notifications and Actions: We cross-check that all required notifications (to CIW, local authority, police, etc.) have been made for each incident. It’s part of our audit to reconcile internal logs with external notifications, so nothing slips through. Any shortfall (like discovering an incident that should have been notified but wasn’t) is rectified immediately and the reason analysed so it doesn’t happen again.
• Regional Safeguarding Board Engagement: We engage with our Regional Safeguarding Children Board’s activities. If there are provider forums, training events, or multi-agency audits, we participate. This keeps us aligned with wider safeguarding initiatives and provides benchmarking – seeing how we compare with other providers and learning from them. It also signals our openness: we’re not insular; we are part of the broader safeguarding community.

To summarise, our approach to audit and review can be thought of as “trust but verify, and always improve.” We trust our staff to do their jobs, but we verify through audits that it’s being done and look for any cracks in the system. We then use what we learn to strengthen our safeguards. This ongoing cycle of monitoring, evaluation, and improvement ensures that safeguarding at {{org_field_name}} remains robust over time and can adapt to new challenges. It also ensures we remain in compliance with regulations and can demonstrate to CIW and others that we are a learning organisation – one that keeps children safe as a result of constant vigilance and willingness to improve.

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By implementing all the above components – from a strong policy framework and clear roles, to vigilant staff, thorough training, and continuous oversight – {{org_field_name}} ensures that safeguarding children from abuse and improper treatment is central to everything we do. We foster a culture where children’s safety is paramount, concerns are acted on immediately, and learning is ongoing. This policy will be available to all staff (in both electronic and printed form) and is to be considered a “living” document. All staff are required to read and understand it, and managers will reinforce its key points regularly through supervision and team meetings. By adhering to this policy and its procedures, {{org_field_name}} not only meets the high standards required by CIW and Welsh legislation, but most importantly, we create an environment where children are safe, respected, and able to thrive free from abuse or harm.

Related Policies and Procedures

This policy must be read alongside the following policies and procedures:

• Admissions and Commencement of Service Policy
• Missing Child / Absence Without Permission Procedure
• Anti-Bullying Policy
• Behaviour Support, Control and Restraint Policy
• Whistleblowing / Raising Concerns Policy
• Complaints Policy
• Staff Disciplinary Policy
• Safer Recruitment Policy
• Supporting Children to Manage Money and Savings Policy
• Medication Policy
• Online Safety and Digital Safeguarding Procedure
• Confidentiality, Data Protection and Records Management Policy
• Duty of Candour Procedure
• Staff Supervision, Training and Development Policy

Sources of Guidance: This policy has been developed with reference to the following key legislation and guidance: the Social Services and Well-being (Wales) Act 2014; the Regulation and Inspection of Social Care (Wales) Act 2016; the Regulated Services (Service Providers and Responsible Individuals) (Wales) Regulations 2017 (especially Part 8 on safeguarding – Regulations 27, 28, 32); Care Inspectorate Wales regulations and 2024 guidance for care homes; the Wales Safeguarding Procedures (2019); and related safeguarding best practice guidelines (including the Children Act 1989 and 2004, and Prevent duty guidance). These sources establish the standards and duties that {{org_field_name}} is committed to upholding in all safeguarding matters.

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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}}
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