Whistleblowing / Speak Up

Is there an up-to-date, legally compliant Whistleblowing / Freedom to Speak Up policy that clearly defines how staff can raise concerns without fear of reprisal?

What we look for: Review the current policy to ensure it aligns with current legislation (e.g., Public Interest Disclosure Act) and CQC guidance. Good practice clearly distinguishes whistleblowing from grievances. A fail would be an outdated policy or one that only lists internal management contacts without independent escalation routes.

Evidence: Whistleblowing policy, Freedom to Speak Up policy, Staff Handbook, Policy review log

Has the service appointed a Freedom to Speak Up Guardian or designated an independent contact, and are their details clearly communicated to all staff?

What we look for: Check if staff have access to an impartial person to raise concerns with, separate from their direct line manager. Good looks like clear contact details (phone, email) readily available to community-based staff. A fail is having no designated person or staff being unaware of how to contact them.

Evidence: Staff newsletters, Office noticeboards, Guardian appointment letter, Induction packs

Do care workers and office staff demonstrate a clear understanding of how to speak up, and do they feel psychologically safe to do so?

What we look for: Sample 3-5 staff members (mix of care and office) and ask how they would raise a serious concern. Good looks like staff confidently describing the process and expressing trust in management to act. A fail is staff stating they would be afraid to speak up due to potential repercussions.

Evidence: Staff interview notes, Spot check records, Staff survey results, Supervision records

Does the policy and staff training clearly provide contact details for external agencies (e.g., CQC, Local Authority Safeguarding, Whistleblowing Helpline)?

What we look for: Verify that staff are given direct ways to bypass internal management if they feel their concerns are being ignored or involve the Registered Manager/Provider. Good looks like external agency numbers are on staff ID badges or mobile apps. A fail is a lack of external escalation routes.

Evidence: Whistleblowing policy, Staff handbook, Training slides, Pocket guides/lanyards

Are whistleblowing concerns accurately recorded, tracked, and thoroughly investigated in line with the provider's policy timeframes?

What we look for: Review the whistleblowing log for the past 12 months. Ensure investigations are objective, documented, and completed within stated deadlines. A fail would be concerns logged as whistleblowing but handled as standard complaints without the necessary confidentiality or rigor.

Evidence: Whistleblowing log, Investigation reports, Confidential correspondence files

Is there documented evidence that feedback is provided to the person who spoke up, detailing the outcome and any actions taken (subject to confidentiality)?

What we look for: Trace a recent whistleblowing case to see if the whistleblower was kept informed. Good practice involves acknowledging the concern, providing updates, and sharing the final outcome. A fail is a 'black hole' where staff raise concerns and never hear back, damaging future trust.

Evidence: Feedback letters/emails to whistleblowers, Meeting minutes, Investigation conclusion summaries

Does the provider ensure that staff who raise concerns are protected from detriment, and is this monitored post-investigation?

What we look for: Check how the provider supports the whistleblower during and after the process. Good looks like proactive welfare checks and monitoring of shift allocations to ensure no subtle victimization occurs. A fail is evidence of the whistleblower's hours being cut or them leaving the service shortly after speaking up.

Evidence: Return to work interviews, Supervision notes, Exit interviews, Whistleblower welfare check records

Are themes and outcomes from whistleblowing concerns analyzed at board/senior management level to drive continuous service improvement?

What we look for: Review senior management or governance meeting minutes to see if whistleblowing data is discussed. Good looks like leaders identifying trends (e.g., specific rotas or managers) and implementing systemic changes. A fail is treating each concern in isolation with no overarching quality assurance review.

Evidence: Board meeting minutes, Quality assurance reports, Annual Freedom to Speak Up report, Action plans