Whistleblowing

Course 14 – Whistleblowing

Introduction

A strong safeguarding culture depends upon staff feeling confident to raise concerns.

Most concerns are resolved through normal management processes.

However, there may be occasions when a member of staff believes that:

• poor practice is placing children at risk;
• safeguarding concerns are not being acted upon;
• misconduct is being ignored;
• unlawful behaviour is occurring.

Whistleblowing provides a safe way to raise these concerns.

Learning Outcomes

After completing this course you will be able to:

• explain what whistleblowing means;
• recognise when whistleblowing may be appropriate;
• understand legal protections;
• distinguish whistleblowing from personal grievances;
• know how to report concerns;
• contribute to an open safeguarding culture.

What is Whistleblowing?

Whistleblowing is the act of raising concerns about wrongdoing that affects:

• children's safety;
• the public interest;
• legal compliance;
• professional standards.

The purpose is to prevent harm and improve organisational practice.

Why Whistleblowing Matters

Children rely on adults to protect them.

If poor practice is ignored:

• safeguarding risks increase;
• children may come to harm;
• trust is damaged;
• problems become more difficult to resolve.

Speaking up early helps protect everyone.

When Should You Speak Up?

Most workplace issues can be resolved through normal discussion with a manager.

However, some concerns are so serious that they should be raised immediately through safeguarding or whistleblowing procedures.

Children's welfare must always take priority.

Examples of Whistleblowing Concerns

Whistleblowing may be appropriate where there are genuine concerns about:

• child abuse or neglect;
• safeguarding failures;
• serious breaches of policy;
• criminal activity;
• fraud;
• unsafe working practices;
• deliberate concealment of wrongdoing;
• serious professional misconduct.

The concern does not have to be proven.

It only needs to be raised honestly and in good faith.

Whistleblowing or Personal Grievance?

Not every workplace concern is whistleblowing.

A personal grievance usually relates to issues affecting you personally, such as:

• pay;
• annual leave;
• workload;
• relationships with colleagues;
• working conditions.

Whistleblowing relates to concerns affecting children, safeguarding, legal compliance or the wider public interest.

Good Faith

Whistleblowing should always be:

• honest;
• genuine;
• responsible;
• based on reasonable belief.

Staff are not expected to prove wrongdoing.

They are expected to report genuine concerns professionally.

Early Reporting

Small concerns can become larger safeguarding issues if ignored.

Early reporting allows:

• concerns to be assessed;
• risks to be reduced;
• children to be protected;
• support to be provided where needed.

Prompt action often prevents greater harm.

Professional Responsibility

Every member of staff has a duty to:

• protect children;
• uphold professional standards;
• challenge unsafe practice;
• report concerns appropriately.

Silence may allow unsafe practice to continue.

Respectful Challenge

Sometimes concerns can be addressed through respectful professional challenge.

For example:

• asking whether procedures have been followed;
• seeking clarification;
• reminding colleagues of organisational expectations.

Professional challenge helps maintain high standards.

Practice Scenario – Unsafe Practice

Practice Scenario – Unsure Whether It Matters

Practice Scenario – Personal Grievance

Manager Coaching Notes

Managers should ensure staff:

• understand when whistleblowing is appropriate;
• distinguish whistleblowing from grievances;
• feel safe raising concerns;
• understand reporting procedures;
• receive support after raising concerns;
• see concerns handled fairly and professionally.

Healthy organisations encourage openness rather than silence.

How to Raise a Concern

Whistleblowing procedures should be clear, accessible and easy to follow.

Every member of staff should know:

• who to speak to;
• what information to provide;
• how concerns will be managed;
• what support is available.

Reporting concerns promptly allows appropriate action to be taken.

Who Should You Tell?

Normally, concerns should be raised with:

• your line manager;
• the Designated Safeguarding Lead (DSL);
• the Registered Person or Director where appropriate.

If the concern involves one of these individuals, DASC's Whistleblowing Policy should explain alternative reporting routes.

Staff should always follow the reporting pathway that best protects children.

What Information Should You Provide?

When reporting a concern, include:

• what happened;
• when it happened;
• where it happened;
• who was involved;
• who witnessed the incident;
• any immediate risks;
• any action already taken.

Provide factual information.

Avoid assumptions or speculation.

Recording Concerns

Good records should be:

• accurate;
• objective;
• dated;
• signed where appropriate;
• stored confidentially.

Records may become important safeguarding evidence.

Professional documentation supports fair decision-making.

Confidentiality

Concerns should only be shared with people who need the information to investigate or safeguard children.

Avoid discussing concerns with:

• colleagues who are not involved;
• parents;
• friends;
• family members;
• social media.

Confidentiality protects everyone involved.

What Happens Next?

Once a concern has been reported:

• it will be assessed;
• appropriate enquiries may be made;
• safeguarding procedures will be followed where necessary;
• action will be taken if required.

You may not always be told the outcome because confidentiality must be maintained.

Not receiving detailed feedback does not mean that nothing has happened.

If You Still Feel Concerned

If you believe that a serious safeguarding concern has not been managed appropriately, DASC's Whistleblowing Policy explains alternative reporting routes.

Managers should never discourage staff from raising genuine safeguarding concerns.

Children's welfare always comes first.

Supporting Staff

Raising concerns can feel difficult.

Managers should ensure that staff who report genuine concerns:

• are treated respectfully;
• receive appropriate support;
• are listened to;
• understand available wellbeing support where needed.

Speaking up should never become a reason for unfair treatment.

Practice Scenario – Manager Involved

Practice Scenario – Confidentiality

Manager Coaching Notes

Managers should ensure:

• reporting routes are clear;
• confidentiality is maintained;
• staff receive appropriate support;
• safeguarding records remain secure;
• concerns are assessed promptly;
• whistleblowing procedures are reviewed regularly.

Clear reporting procedures help create a culture where safeguarding concerns are raised confidently and managed professionally.

Legal Protection for Whistleblowers

The law recognises that people should be able to raise genuine concerns without fear of unfair treatment.

Employees who make qualifying protected disclosures in accordance with the law may receive legal protection.

At DASC, staff should feel safe, supported and respected when raising genuine safeguarding concerns.

Protected Disclosures

A protected disclosure is a whistleblowing report that meets the legal requirements under whistleblowing legislation.

The concern must normally relate to issues such as:

• safeguarding;
• criminal offences;
• legal breaches;
• risks to health and safety;
• environmental damage;
• deliberate concealment of wrongdoing.

The disclosure must be made because the individual reasonably believes it is in the public interest.

Protection from Unfair Treatment

Staff who raise genuine concerns appropriately should not experience:

• victimisation;
• harassment;
• discrimination;
• unfair disciplinary action;
• dismissal because they raised a protected concern.

DASC is committed to maintaining a culture where safeguarding concerns can be raised without fear.

Good Faith

Whistleblowing should always be based upon:

• honest belief;
• genuine concern;
• factual observations where possible;
• professional judgement.

Raising concerns maliciously or knowingly providing false information is not protected and may lead to disciplinary action.

Most safeguarding concerns are raised because staff genuinely want to protect children.

Respecting Everyone Involved

While concerns must always be taken seriously, it is equally important that:

• confidentiality is maintained;
• individuals are treated fairly;
• investigations remain objective;
• conclusions are based on evidence.

Fairness protects both children and adults.

External Reporting

Normally, concerns should be raised internally first.

However, there may be circumstances where external reporting is appropriate in accordance with DASC's Whistleblowing Policy and relevant legislation.

Staff should follow organisational procedures and seek advice where appropriate.

Building an Open Culture

Leaders should encourage a culture where staff:

• ask questions;
• challenge respectfully;
• admit mistakes;
• learn from concerns;
• support one another;
• place children's welfare first.

Healthy organisations learn through openness rather than silence.

Practice Scenario – Fear of Speaking Up

Practice Scenario – Honest Mistake

Manager Coaching Notes

Managers should ensure:

• staff understand legal protections;
• concerns are handled fairly;
• confidentiality is maintained;
• retaliation is never tolerated;
• safeguarding culture encourages openness;
• staff know where to seek advice.

Professional courage should always be supported by professional leadership.

Creating a Speak-Up Culture

The strongest safeguarding organisations are those where people feel confident speaking up.

Whistleblowing should never be viewed as creating problems.

Instead, it should be recognised as helping the organisation identify risks early and continuously improve.

A positive speak-up culture benefits children, families, staff and the wider organisation.

What Does a Speak-Up Culture Look Like?

In a healthy safeguarding culture:

• staff ask questions;
• mistakes are reported honestly;
• concerns are listened to respectfully;
• professional challenge is welcomed;
• safeguarding is everyone's responsibility;
• leaders model openness and integrity.

People feel safe to speak because they know they will be treated fairly.

Psychological Safety

Psychological safety means staff feel able to:

• ask for help;
• admit mistakes;
• challenge unsafe practice;
• share concerns;
• suggest improvements.

Children are safest when adults are not afraid to speak.

Learning Rather Than Blaming

When concerns are raised, leaders should ask:

• What happened?
• Why did it happen?
• What can we learn?
• How can we reduce future risk?

A learning culture improves safeguarding more effectively than a blame culture.

Individuals remain accountable for serious misconduct, but honest mistakes should become opportunities for improvement.

Supporting Professional Challenge

Professional challenge means respectfully questioning practice where children's welfare may be affected.

Examples include:

• asking whether safeguarding procedures have been followed;
• reminding colleagues of agreed policies;
• seeking clarification;
• raising concerns early.

Professional challenge should always remain respectful and child-centred.

The Role of Leaders

Managers and leaders should:

• encourage openness;
• thank staff who raise concerns;
• respond promptly;
• investigate fairly;
• communicate professionally;
• review learning after incidents.

Leadership behaviour shapes organisational culture.

Continuous Improvement

Every concern provides an opportunity to improve:

• policies;
• procedures;
• supervision;
• training;
• communication;
• safeguarding practice.

Continuous improvement helps DASC become safer over time.

Practice Scenario – Admitting a Mistake

Practice Scenario – Respectful Challenge

Manager Coaching Notes

Managers should ensure:

• staff feel psychologically safe;
• concerns are welcomed;
• professional challenge is encouraged;
• mistakes are used for learning where appropriate;
• safeguarding culture is reviewed regularly;
• leadership models openness and integrity.

Healthy cultures encourage people to speak up before problems become serious.

End of Course Assessment

Instructions

Complete the assessment below.

A pass mark of 80% is required before the course can be marked as complete.

Competency Declaration

Related DASC Policies

References

Course Completion

Congratulations.

You have completed Course 14 – Whistleblowing.

An effective safeguarding culture depends upon people who are prepared to speak up when something does not feel right. Whistleblowing is not about blaming others—it is about protecting children, maintaining professional standards and ensuring concerns are addressed before harm occurs.

Remember the four principles of effective whistleblowing:

• Recognise Concerns
• Speak Up Early
• Report Through the Correct Channels
• Protect Children Above All Else

Every member of staff has both the right and the responsibility to raise genuine concerns in good faith.

By encouraging openness, professional challenge and continuous learning, DASC creates a culture where children are safer, staff are supported and safeguarding remains everyone's responsibility.