Kings at Downside Whistleblowing Policy

All Kings’ policies will be ratified by the Board of Directors and signed by the Chairperson. Each policy will be co-signed by the Principal/Centre Director of each school. Review dates will be similar for each school.

Coordinator / Nominated Director / Chair of Board of Directors
Centre Director / Director of College Services / Nigel Pamplin

Introduction

Kings is committed to the highest standards of openness, probity and accountability. The Nolan Committee on Standards in Public Life defines whistleblowing, or making a public interest disclosure, as the “raising of concerns about misconduct within an organisation”. All staff are encouraged to report any serious concerns about any aspect of the school or the conduct of its personnel or others acting on behalf of the school.

Where the concern relates to an individual’s own employment, the school’s Staff Grievance Policy must be used. However, if the concern relates to something that is against the school’s policies, falls below standards of practice or amounts to improper conduct then the procedures in this policy should be used.

Kings staff should voice concerns in a responsible and effective manner. An employee should faithfully serve his or her employer and not disclose confidential information about the employer’s affairs. Nevertheless, where an individual discovers information which they believe shows serious malpractice or wrongdoing within the organisation, then this information should be disclosed internally without fear of reprisal, and there should be arrangements to enable this to be done independently of line management (although in relatively minor instances the line manager would be the appropriate person to be told).

This policy is intended to assist individuals who believe they have discovered malpractice or impropriety. It is not designed to question financial or business decisions taken by Kings nor should it be used to reconsider any matters that have already been addressed under harassment, complaint, disciplinary or other procedures. Once the "whistleblowing” procedures are in place, it is reasonable to expect staff to use them rather than air their complaints outside Kings.

The Public Interest Disclosure Act, which came into effect in 1998, gives legal protection to employees against being dismissed or penalised by their employers as a result of publicly disclosing certain serious concerns. Kings has endorsed the provision below.

Any complaint involving procedures at Downside School will normally be dealt with by the appropriate Kings Director. The complainant may wish to refer their complaint directly to the Director or indirectly to the Board through the Centre Director. Alternatively, the complainant may follow the procedures in the Downside School Whistleblowing Policy.

Scope of this Policy

This policy is designed to enable Kings employees to raise concerns internally and at a high level and to disclose information which the individual believes shows malpractice or impropriety. This policy is intended to cover concerns which are in the public interest and may at least initially be investigated separately but might then lead to the invocation of other procedures e.g. disciplinary. These concerns could include:

  • Financial malpractice or impropriety or fraud
  • Failure to comply with a legal obligation or Statutes
  • Dangers to Health & Safety or the environment
  • Criminal activity
  • Improper conduct or unethical behaviour
  • Attempts to conceal any of these

Safeguards

Protection
This policy is designed to offer protection to whistle-blowers, provided the disclosure is made in good faith or in the reasonable belief of that it tends to show malpractice or impropriety and the disclosure was made to an appropriate person (see below). No protection from internal disciplinary procedures is offered to those who choose not to use the procedure. In an extreme case, malicious or wild allegations could give rise to legal action on the part of the persons complained about.

Confidentiality
Kings Education will treat all such disclosures in a confidential and sensitive manner. The whistle-blower’s identity may be kept confidential so long as it does not hinder or frustrate any investigation. However, the investigation process may reveal the source of the information and the individual making the disclosure may need to provide a statement as part of the evidence required.

Kings staff have a duty not to disclose confidential information. However, in accordance with the provisions of the Public Interest Disclosure Act 1998, this does not prevent an employee with a concern from seeking independent advice nor discussing their concern with a charity such as Public Concern.

Anonymous Allegations

Individuals are encouraged to put their name to any disclosures they make. Concerns expressed anonymously are much less credible, but they may be considered at the discretion of Kings. In exercising this discretion, the factors to be taken into account will include:

  • The seriousness of the issues raised
  • The credibility of the concern
  • The likelihood of confirming the allegation from attributable sources

Untrue Allegations

If an individual makes an allegation in good faith, which is not confirmed by subsequent investigation, no action will be taken against that individual. The individual should exercise due care to ensure the accuracy of the information. If, however, an individual makes malicious or vexatious allegations, and particularly if he or she persists with making them, disciplinary action may be taken against that individual.

Procedures for Making a Disclosure

The whistleblowing process is divided into four clear stages:

Stage 1: Reporting a Concern

  • All concerns should be made in person or in writing by the ‘complainant’.
  • The person raising the concern may wish to receive help from their trade union representative.
  • At any future meeting the ‘complainant’ may be accompanied by a colleague or their trade union representative.

On receipt of a complaint of malpractice, the member of staff who receives and takes note of the complaint must pass this information, as soon as is reasonably possible, to the appropriate designated ‘Investigating Officer’ as follows:

  • Complaints of malpractice will be investigated by the appropriate Director unless the complaint is against the Director or is in any way related to the actions of the Director. In such cases, the complaint should be passed to the Chair of the Board of Directors for referral.
  • In the case of a complaint, which is any way connected with but not against the Director, the Chair of the Board of Directors will nominate a Senior Manager to act as the alternative investigating officer.
  • The complainant has the right to bypass the line management structure and take their complaint direct to the Chairman. The Chairman has the right to refer the complaint back to management if he/she feels that the management without any conflict of interest can more appropriately investigate the complaint.

Stage 2: Responding to the Concern

  • Within 10 working days the person with whom the concern has been registered acknowledges receipt in writing.
  • The letter will state the following:
  • How the concern will be dealt with;
  • How long it will take to provide a final response;
  • Information on employee support services such as ACAS.

Stage 3: Investigation or Referral

  • After initial enquiries have been conducted, a decision will be made if an investigation should take place.
  • The investigation will be one of:
  • an internal investigation;
  • a referral to the police or other competent body;
  • an external independent enquiry.

Stage 4: Reporting the Outcome

  • The employee will be informed in writing of the outcome of the investigation by the Board.
  • The law recognises employees’ rights to take their concern to an independent body if they feel it has not been addressed adequately. It will very rarely be appropriate to alert the media. Kings strongly advises whistle-blowers to seek advice before reporting a concern to anyone external, such as the charity Public Concern at Work.

Independent Bodies

Should none of the above routes be suitable or acceptable to the whistle-blower, then the whistle-blower may approach a designated individual who has been trained as an independent point of contact under this procedure. They can advise the whistle-blower on the implications of the legislation and the possible internal and external avenues of complaint open to them.

Timescales

If there is evidence of criminal activity, then the police or other relevant body may be informed. Kings will ensure that any internal investigation does not hinder a formal police investigation.

Due to the varied nature of these sorts of complaints involving externalinvestigators and/or the police, it is not possible to lay down precise timescales for such investigations.

The Investigating Procedure

The Investigating Officer

The nominated Investigating Officer should ensure that the investigations are undertaken as quickly as possible without affecting the quality and depth of those investigations.

The investigating officer, should as soon as practically possible, send a written acknowledgement of the concern to the whistle-blower and report back to them in writing the outcome of the investigation and on the proposed action. If the investigation is prolonged, the investigating officer should keep the whistle-blower informed, in writing, as to the progress of the investigation and as to when it is likely to be concluded.

All responses to the complainant should be in writing and sent to their home address.

The Procedure

The Investigating Officer should follow these steps:

  • Full details and clarifications of the complaint should be obtained.
  • The Investigating Officer should inform the member of staff against whom the complaint is made as soon as is practically possible. The member of staff will be informed of their right to be accompanied by a trade union or colleague at any future interview or hearing held under the provision of these procedures.
  • The Investigating Officer should consider the involvement of Kings Education’s auditors and the Police at this stage and should consult with the Chair of the Board of Directors.
  • The allegations should be fully investigated by the Investigating Officer with the assistance where appropriate, of other individuals / bodies.
  • A judgement concerning the complaint and validity of the complaint will be made by the investigating officer. This judgement will be detailed in a written report containing the findings of the investigations and reasons for the judgement. The report will be passed to the Chair of the Board of Directors as appropriate.
  • The Chair of the Board of Directors will decide what action to take. If the complaint is shown to be justified, then they will invoke the disciplinary or other appropriate Company procedures.
  • The complainant should be kept informed of the progress of the investigations and, if appropriate, of the final outcome. However, sometimes the need for confidentiality may prevent the provision of specific details or any disciplinary action taken as result. Any information given should be treated as confidential.
  • If appropriate, a copy of the outcomes will be passed to Kings Education’s Auditors to enable a review of the procedures.

If the whistle-blower is not satisfied with the investigation, he/she has the right to raise it in confidence with the Chair of the Board of Directors, or one of the designated persons described above.

If the investigation finds the allegations unsubstantiated and all internal procedures have been exhausted, but the whistle-blower is not satisfied with the outcome of the investigation, Kings recognises the lawful rights of employees and ex-employees to make disclosures to prescribed persons (such as the Health and Safety Executive, the Audit Commission, or the utility regulators), or, where justified, elsewhere.

Equality Impact Assessment

Under the Equality Act 2010 we have a duty not to discriminate against people on the basis of their age, disability, gender, gender identity, pregnancy or maternity, race, religion or belief and sexual orientation.

This policy has been equality impact assessed and we believe that it is in line with the Equality Act 2010 as it is fair, it does not prioritise or disadvantage any pupil and it helps to promote equality at this school.

This policy affects or is likely to affect the following members of the school community () / Pupils / School Personnel / Parents/carers / Directors / School Visitors / Wider School Community
 /  / 
Question / Protected Characteristics / Conclusion
Does or could this policy have a negative impact on any of the following? / Age / Disability / Gender / Gender identity / Pregnancy or maternity / Race / Religion or belief / Sexual orientation / Undertake a full EIA if the answer is ‘yes’ or ‘not sure’
YES / Yes / No
NO /  /  /  /  /  /  /  /  / 
UNSURE
Does or could this policy help promote equality for any of the following? / Age / Disability / Gender / Gender identity / Pregnancy or maternity / Race / Religion or belief / Sexual orientation / Undertake a full EIA if the answer is ‘no’ or ‘not sure’
YES /  /  /  /  /  /  /  /  / Yes / No
NO / 
UNSURE
Conclusion / We have come to the conclusion that after undertaking an initial equality impact assessment that a full assessment is not required.

Appendix A

Annual Policy Review Sheet

The Review should be completed annually by the Centre Director with specific details of each individual Kings college/centre

Review Date / Primary Reviewer Name (Policy Coordinator)
Date of Last Review:
Date of Next Review:
Is this policy being implemented fully, with all outlined procedures followed as prescribed? / YES/NO
If this policy is not being implemented fully, as prescribed, please outline what you have put in place instead and the reasons behind the change:
How are staff made aware of this policy?
Does this policy require any specific/specialised training for staff, if yes please specify what it is and whether it has been done?
Monitoring the Effectiveness of the Policy
The information in this policy and appendix will be reviewed annually by the Centre Director, or when the need arises, and the necessary recommendations for improvement will be made by the Centre Director to the Board of Directors.
Please comment on the overall effectiveness of this policy – giving any suggestions or recommendations for improvement:
Coordinator: / Date:
Centre Director: / Date:
Chair of Board of Directors: / / Date:
Next Review Date:

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