►
Description
In this part of the webinar you'll hear from:
Jo Leary from Echo Fire & Medical about Robust Recruitment
Anna Price from the East of England Ambulance Trust on 'How we are learning from Operation Elkins'
Hayden Newton from Thames Ambulance Service Limited about 'Freedom to speak up'
John Martin from LAS on 'Chaperone Policy & referrals'
Jane Stubbings and Nichola Howard from NEAS about 'Co-ordinating response to allegations'
Liz Ratcliffe leads the plenary
Helen Vine gives thanks and a final close.
A
About
a
fantastic
day
so
far,
learning
about
how
we
can
collectively
keep
people
safe
within
the
ambulance
sector,
so
my
name
is
joe
levine,
I'm
from
ecco
fire
medical.
It's
a
little
bit
obvious
today
and
I'm
here
to
talk
to
you
a
little
bit
about
safe
recruitment
and
how
we
can
together.
Look
at
the
sexual
safety
within
the
ambulance
sector
and
part
of
that
today
is
looking
at
my
culture
that
I
was
involved
in
where
there
was
something
that
was
working,
the
ambulance
sector
that
perhaps
shouldn't
be
and
we'll
expand
on
that
shortly
next
slide.
A
A
So
the
ambulance
sector
is
made
up
of
various
different
organizations
from
nhs
ambulance,
service,
trust
to
cqc
registered
organizations
such
as
ourselves
and
then
non-regulated
sectors.
So
these
are
your
event.
First
aid
sectors:
they
are
the
tv
set
medics
and
so
on
next
slide.
Please
now
we
all
have
a
wider
responsibility
for
safeguarding
in
general.
We
also
have
one
with
regards
to
our
recruitment
processing.
A
So
I've
mentioned
a
moment
ago
that
we
have
a
network
of
unregulated
providers
providing
the
same
sort
of
services
that
we
do
within
a
non-regulated
sector,
and
there
is
still
that
risk
of
those
individuals
there
carrying
out
some
form
of
sexual
harassment
or
exploitation
whom
then
may
go
on
to
work
in
a
regulated
provider
and
due
to
the
unregulated
activities
previously
conducted,
they
might
not
be.
We
might
not
be
exposed
to
that
information.
A
So
what
does
this
mean
for
the
private
sector
in
the
nss
chess
ambulance
services?
Do
we
look
at
the
authenticity
of
background
checks?
That's
the
non-regulated
providers.
What
is
the
the
authenticity
there,
what
quality
of
references
and
and
background
conducting
are
we
carrying
out
parts
of
those
recruitment
cycles?
A
A
So
we
all
have
our
own
recruitment
processes
within
the
sector
and
that
will
be
backed
up
by
all
your
clinical
governance
policies,
your
recruitment,
the
right
to
work,
policies
and
processes
within
your
organization
to
list
a
couple
of
them
into
briefly
run
through,
so
we've
got
comprehensive
application
packs.
So
what
does
your
application
pack
want
to
achieve?
What
are
you
looking
for?
What
information
you're
trying
to
obtain
to
make
sure
that
you're,
first
of
all
putting
patience
first
and,
secondly,
recruiting
the
right
person
within
the
the
genre
to
work
at
what
we
do?
A
The
background
checks
personally
work
related,
so
would
a
spouse
or
a
a
friend
be
an
authentic
reference?
Would
a
non-regulated
provider
such
as
a
first
aid
event,
medical
company?
What
what
would
be
the
authenticity
of
that
reference,
the
rights
to
work
within
the
uk
or
the
sector
specifically
today,
driving
license
checks,
assessments,
skills,
qualifications,
evidence
and
assessments
within
their
scope
of
practice,
declarations
and
agreements,
contracts,
registration
checks,
nmc,
gmc
and
hcpc,
plus
we've
got
a
little
look
today
at
the
hbac
disclosures
risk
mitigation
review,
processing
the
who
the
when
and
the.
A
Why
so,
who
will
carry
out
this
recruitment
process?
Who
will
look
at
the
reviews?
Who
will
look
at
the
dbs
disclosures
and
make
a
barbless
referral
to
the
edbs
platform?
When
will
this
be
done
and
why
why
are
you
doing
this?
What
is
the
risk
that
you've
identified
within
your
organization
or
within
an
individual
to
make
that
sort
of
referral
next
slide?
Please?
A
So
I'm
going
to
talk
today
about
a
micro
case
that
I
was
involved
in
where
there
was
an
individual
that
was
working
within
the
health
and
social
care
sector
and
in
particular,
the
private
ambulance
sector,
whom,
although
recruitment
processes
were
adhered
to
and
schedule,
three
was
maintained
and
adopted,
and
good
practice
was
seen
within
the
organization
that
this
individual
was
still
able
to
work
with
those
most
vulnerable.
So
then,
the
private
healthcare
sector,
we
do
see
an
increased
risk
of
individuals
slipping
through
the
net
so
to
speak
and
I'll
expand
on
that
shortly.
A
So
for
many
reasons,
we
need
to
be
looking
within
the
health
and
social
care
sector
just
within
the
ambulance.
Services
too.
This
for
many
really
many
reasons,
but
my
belief
is
the
ease.
So
how
easy
is
it
for
these
individuals
to
go
from
provider's
provider
within
the
private
sector,
specifically
and
beyond,
untraceable
or
or
concerns
have
been
raised
previously?
A
That
haven't
been
identified
and
passed
on
due
to
the
regulated
non-regulated
divide,
and
also
that
the
smaller
companies
are
unable
to
have
those
or
should
have,
but
don't
always
have
those
mobile,
robust
reporting
processes
in
place.
So
in
2021
this
year
I
was
part
of
an
investigation
process
which
did
look
into
the
risks
around
an
individual
who
did
obtain
a
position
within
a
healthcare
sector
and
in
particular
private
ambulance
service,
and
this
individual
had
no
convictions
on
their
dbs.
A
A
A
A
So
this
individual
was
open
about
the
content
that
was
on
their
dbs
now
within
some
organizations.
The
openness
and
the
transparency
of
what
was
on
the
dps
with
written
reflections
and
statements
about
what
happened
is
a
reassuring
thing
to
see,
but
we
don't
always
get
the
bits
that
aren't
on
the
dbs
and
it
was
hard
to
hide
the
fact
that
this
was
on
there
because
it
was
printed,
so
the
individual
naturally
did
expand
upon
what
was
included
there
a
short
time
later,
some
information
came
to
light
surrounding
the
individual.
A
With
it
there
was
a
focus
drawn
to
their
rights
to
work
within
this
sector.
An
investigation
was
launched
now
as
part
of
that
investigation
and
the
individual
asked
questions
surrounding
the
information
that
was
brought
forward.
So
remember,
this
is
information
that
wasn't
on
the
dbs,
with
no
convictions
the
recruitment
process
for
this
individual
is
inspected
by
senior
managers
of
staff
within
the
organization.
The
cqc,
the
local
authority
designated
officer
and
the
health
and
social
care
sector
in
wider
context
was
all
involved
in
looking
at
different
organizations
that
were
involved
within
this
individual.
A
It
was
found
that
the
organization
did
do
everything
correct
with
regards
to
risk
mitigation
based
upon
the
information
that
was
submitted
and
brought
forward,
including
the
information
given
by
the
applicant
upon
the
recruitment
process.
The
enhanced
dbs
system,
the
pre-employment
checks-
were
all
correct.
The
wall
there
throughout
it
was
demonstrated
that
the
compliance
with
schedule
three
particular
about
this
individual
was
there.
A
A
A
Casting
back
to
the
comments
and
free
text
section
that
was
listed
upon
this
dbs,
the
individual
did
have
a
no
place
within
the
comment
section
which
I've
just
mentioned,
and
in
the
wider
context
of
these
serious
allegations
of
sexual
assault,
this
was
quite
minor,
but
still
this
mitigated
there
was
no
notes
relating
to
the
assault
cases
in
any
part
of
the
dbs.
Now
the
concerns
were
raised
about
the
individual
suitability
to
work
with
vulnerable
people
and
vulnerable
goals
within
the
healthcare
setting,
but
also
the
staff
members
too,
not
just
the
patients
that
we
serve.
A
This
brought
a
very
difficult
and
complex
situation
forward
with
a
few
questions
to
be
asked.
So
why
were
there
no
notes
relating
to
these
serious
allegations,
despite
no
convictions,
bearing
in
mind,
we
did
get
some
notes
from
a
particular
police
force
about
a
rather
minor
situation
that
was
not
related
in
relation
to
the
above.
Why
was
why
was
a
man
investigation
listed,
but
the
wider
context,
large
ones
weren't
and
with
no
conviction?
A
A
So
this
individual
was
subsequently
dismissed
for
reasons
which
included
failures,
disclosed
personal
information
relating
to
their
background
and
the
provider
liaised
with
the
police
forces,
the
local
authority,
the
cqc
and
ambulance
service
trusts
to
ensure
that
full
full
transparency
was
adopted
throughout
what
is
a
very
difficult
and
complex
situation,
and
the
patient
safety
was
without
question
maintained,
not
just
for
this
case,
but
for
future
cases
too.
So,
together
that
we
can
learn
something
from
this
and
as
a
result,
I
wanted
to
bring
this
micro
study
forward
next
slide.
Please.
A
So
I'm
going
to
have
a
question
here
really
if
it
was
all
to
think
about
when
we
go
way
back
to
our
organizations
and
back
to
the
back
to
the
companies,
we've
run
and
work
within
the
organizations
that
have
hr
and
recruitment
and
background
checks
that
are
carried
out,
the
safeguarding
teams
and
leads.
Do
we
rely
on
the
enhanced
disclosure
too
much
within
our
selection
process,
or
particularly
in
the
private
sector?
Or
is
this
just
simply
a
piece
of
a
holistic
recruitment
cycle?
A
So
I
have
seen
on
social
media
and
I
have
seen
within
the
event
forums
and
things
where
people
advertise
lots
of
different
types
of
work
available
to
clinicians
and
non-clinicians
across
across
the
country,
and
it's
very
very
on
a
regular
basis
very
last
minute.
So,
for
example,
somebody
needs
a
medic
tomorrow
in
southampton
or
or
london
or
something
all
we
need
to
see
is
a
dbs
and
a
certificate.
A
But
what
about
those
underpinning
checks?
What
about
that?
Enhanced
checking
that
holistic
approach
to
looking
at
the
central
three
requirements
that
we
have
the
obligations
to
work
within
them,
but
also
the
authenticity
of
the
background
checks
carried
out
for
the
people
that
we
have
representing
us
and
go
into
the
same
people
that
need
the
same
help,
whether
it's
an
nhs
ambulance,
a
regulated,
provider's
ambulance
or
a
non-regulated
provider
that
is
sending
a
medic
or
paramedic
or
technician
or
eca
to
attend
to
that
patient
next
slide.
Please.
A
So
we
need
to
look
at
this
mitigation,
so
comprehensive
application
documents.
What
is
your
process?
Do
you
have
a
flow
chart
for
this,
and
is
it
easily
identifiable
and
understandable
to
people?
Should
you
not
be
working
in
the
office
on
the
days
that
this
recruitment
process
takes
place
interviews?
What
sort
of
questions
are
you
asking
what
we're
going
to
ask
about
the
sexual
background
and
the
safety
and
the
enhanced
dbs
and
the
rights
to
work
in
any
conduct
issues?
A
That's
been
painfully
risen,
regular
monitoring
for
staff,
the
authenticity
of
references
which
I've
mentioned
so
looking
at
a
private,
a
regulated
non-regulated
provider,
a
friend
or
family
member?
Is
the
person
that's
making
the
reference
part
of
an
organization
that
they
work
for
that
they
co-own?
For
example,
how
will
you
mitigate
risk
and
comply
with
your
schedule?
Three
requirements
to
keep
patients
safe
next
slide.
Please.
A
When
will
this
be
done
so
when
we
carry
out
the
reviews
of
performance,
the
reviews
are
the
risk
as
well.
So
we've
had
some
comments
within
the
questions
section
that
look
at
all
organizations
working
towards
or
all
the
the
comments
relating
to
the
anticipation
for
organizations
to
work
towards
all
staff
being
on
the
online
update
service
check.
So
we
can
carry
out
real
time
and
regular,
more
regular
edps
checks.
So
when
will
this
be
done
six
months,
late,
monthly
biannually?
A
Why
are
we
doing
this?
What
we're
wanting
to
achieve
we're
looking
at
complying
with
schedule?
Three
we're
looking
at
keeping
people
safe,
we're
looking
at
making
sure
that
we
delivering
the
services
that
we
do
as
nhs
organizations
as
private
healthcare
professionals
and
freelance
medical
staff
to
ensure
that
we're
complying
with
schedule
three,
but
we're
also
raising
the
concerns.
We're
also
risk
mitigating
we're
also
making
the
right
referrals
to
the
dbs
platform
next
slide.
Please.
A
So
I
want
to
I
want
to
finish
this
really
with
sort
of
saying
today
that
we've
talked
about
a
micro
study
or
a
little
case
that
I
was
involved
in
here.
We
looked
at
the
holistic
cycle
of
recruitment
and
although
the
organization
did
the
things
that
were
right
and
that
the
information
brought
forward
was
was
relatively
clear,
there
were
statements
and
there
was
references.
There
were
enhanced
dbs's
on
the
update
service
method.
A
There
were
references
obtained
from
previous
employers
from
from
counts
reference,
individuals,
application
processes,
but
a
particular
individual
did
make
the
way
into
the
public
domain
wearing
green.
So,
although
we
can
do
the
very
best
that
we
can
do
or
the
best
that
you've
already
been
doing
so
far,
it
is
still
evidence
that
there's
a
risk
out
there
and
the
people
still
can
slip
through
the
net
and
it's
about
how
we
can
work
together.
A
A
B
So
operation
elkins
was
the
name
given
by
cambridge
police
following
the
arrest
and
subsequent
custodial
sentence.
Andrew
wheeler,
he
was
an
ex-paramedic
here
in
east
of
england
who
was
jailed
in
february,
2021
perceptual
assaults
against
patients,
whilst
working
for
east
of
england.
So
it's
the
whole
context
of
this
one
means
fantastic
presentations.
B
I've
put
the
biggest
they've
got
in
case,
seeing
that
is
that,
actually,
if
we
look
at
it,
it's
probably
the
biggest
safeguarding
case
if
it's
kind
of
for
the
whole
of
the
uk
ambulance
services-
and
I
akin
this
to
a
really
bad
road
traffic
accident,
everybody
wants
to
have
a
little
look,
but
it's
really
difficult
to
talk
about
or
discuss,
but
it's
here
and
interview
next
slide.
Please.
B
It's
also
really
worth
noting
before
I
move
on
we're
talking
about
a
male
here
against
female
for
actually
males
and
females
for
perpetrated
abuse
as
an
organisation.
What
have
we
done
so
huge
external
overview
from
the
cqc,
the
ccg
and
european
commissions
of
human
rights?
How
we
are
working
as
an
organization.
B
And
also
to
share
the
story
so
for
other
organizations,
both
nhs
and
voluntary
and
private.
You
know
learn
from
us,
so
we
have
just
a
list
here
that
we're
doing
at
the
moment
we
have
weekly
updates.
Given
we
have
a
monthly
meeting
with
our
accept
director
who
have
safeguarded
the
net
portfolio,
we
have
an
integrated
improvement
plan
in
place,
working
together
with
the
cqc
and
within
the
organization.
B
B
So
we've
looked
at
policies
and
procedures
and,
as
it
was
noted
in
the
cqc
presentation,
you
know
that's
one
of
the
biggest
things
we've
got
the
navigations
against
staff
policy.
We
asked
our
critical
friends
from
the
cpg
and
nhs
elisa
also
help
us
with
these.
It's
about
having
external
advice
from
our
you
know,
excellent
counterparts
that
can
help
with
these.
We
ask
for
feedback
actively.
B
So
from
our
ladder
cases
we
have
a
feedback
forum,
we've
received
some
back
and
that's
really
helpful
for
learning
and
it's
also
helpful
with
being
transparent
and
one
of
the
really
best
things
that
we've
introduced
as
an
organization
is
we
have
a
daily
golden
hour
call
we
have
access
to
two
directors
between
four
and
five
every
day.
If
we
have
early
concerns
or
risks
that
are
taking
place,
we
can
have
two
directors
on
a
call
to
help
navigate
those
really
really
complex
decisions.
B
So
we
risk
assessed
all
of
our
allegation,
management
cases
for
employee
relation
cases,
as
well
as
safeguarding
and,
as
I
said
before,
we
have
two
directors,
especially
if
we're
discussing
suspension
course.
It's
really
good
to
have
a
check-in
challenge
without
different
directors,
on
the
call
ensuring
welfare
is
in
place.
That's
a
really
really
huge
thing
and
we
follow
through
all
of
our
safeguarding
cases,
no
compromise
agreements
if
you
resign
retire
or
leave
before
the
end
of
an
investigation.
B
Next
slide,
please
so
one
of
the
really
key
things
that
we've
done
and
we'd
like
to
promote
it
for
our
level,
three
intercollegiate
document
training
and
we
are
using
external
providers.
So
for
those
of
you
that
don't
know
sorry
logic
is
a
psychotherapist
she's,
fantastic
and
she's
coming
to
do
some
psychology
over
things
and
management,
training
and
some
trauma
informed
care
training,
because
we
talk
about
our
patients
and
how
they
are
at
risk.
Actually,
our
staff
are
as
well
and
hurt
people
hurt
people,
so
how
trauma-informed
is
our
training
for
safeguarding
for
our
staff?
B
B
B
So,
for
the
first
year,
we've
opted
for
some
modules
to
meet
your
level
three
safeguarding
requirements,
so
we
have
got
circulating
offender
management
by
zoe
and
trauma
super
important.
We
also
look
after
stuff
that
going
through
allegations
tonight,
not
all
of
the
time
that
they
found
it.
As
these
guys
mentioned,
the
police
deliver
abusive
position
on
trash
training,
which
is
really
welcomed.
B
Here
we
have
a
lot
of
people
with
good
questions,
because
actually
some
people
think
that
inappropriate
sexual
banter
isn't
even
criminal,
but
actually
the
police
will
explain
what
it
what
it
is
and
what
it
can
lead
to.
I
represent
the
relegation
against
staff
training.
We
have
health,
education,
england,
safeguarding
training
for
adults
and
our
local
partnership
boards
for
our
children.
So
this
is
what
our
first
year
level,
three
modular
training,
will
look
like
next
slide,
please!
B
So
what
else
so?
Good,
multidisciplinary
training?
We
need
our
managers,
our
junior
managers,
our
interim
manager,
that's
the
condition
managers
to
look
at
what
behaviors.
What's
the
signs
and
symptoms,
it's
being
late
for
work,
an
issue,
it's
been
in
subordinate
mission,
absolutely
it's
all
risk
taking
backwards
and
it's
empowering
people
to
speak
up,
use
some
freedom
to
speak
up
useful
and
all
of
this
is
monitored
and
reported,
as
we've
said
just
at
the
beginning
of
the
presentation.
B
Next
slide,
please
so
we've
got
designated
critical
friends
externally
from
the
organization
we've
had
assistance
to
help
with
some
of
our
complex
safeguarding
investigations
and
what
I
would
really
like
to
do
as
an
organisation
and
as
a
as
a
disciplinary
as
a
whole.
Should
we
have
external
critical
support
at
the
point
of
our
panels?
What
does
that
look
like?
How
would
that
support,
commissioning
managers
and
the
chairs
that
are
listening
for
complex
cases
that
involve
safe,
arriving
next
lively,
so
use
of
academia?
B
As
the
epi
brown
said,
they
use
the
university
of
bournemouth
and,
as
an
organisation,
we're
exploring
the
idea
of
having
them
come
in
and
have
a
look
at.
We've
got
quite
a
number
of
reported
in
the
media
cases
of
sexual
predatory.
So
let's
have
a
look
at
what
academia
can
offer?
Can
we
explore
offensive
profiling
and
can
we
predict
who's
seeking
to
work
for
us
and
for
those
who
are
with
allegations
next
slide?
Please
so
nadu
stands
for
local
authority
desert.
B
Should
we
look
at
either
side
of
cases?
Once
cases
are
closed,
should
they
be
scrutinized?
Was
there
learning?
Was
that
things
missed?
Was
it
timely?
Is
there
anything
that
we
can
learn
on
it?
Should
we
look
at
a
man
and
a
memorandum
of
understanding
for
oversight,
opportunities
and
learning?
We
really
are
not
able
to
cope
with
this
as
individuals.
It
needs
to
be
collective
organizations
and
learning
please
now
for
next.
B
C
C
C
What
I'm
going
to
look
at
on
this
presentation
is
the
role
of
the
freedom
to
speak
up
guardian
and
lessons.
We've
learned
about
this
role
and
take
you
through
some
very
just
six
or
seven
slides
in
terms
of
probably
some
advice,
some
areas
where
we've
we've
noticed
that
we
can
look
to
improve
the
effectiveness
role
within
the
organization
since
it's
been
in
for
around
about
15
months
next
slide,
please
just
some
background
about
the
company.
We
provide
only
non-emergency
patient
transport
services.
We
don't
provide
any
support
or
any
a
e
service
provision
whatsoever.
C
C
C
As
I
say,
it
was
established
the
freedom
to
speak
up,
the
garden
was
established
15
months
ago.
The
idea,
incidentally,
came
from
one
of
your
colleagues
ellen
catherine
allison
who's,
our
cqc
lead
for
the
company
she
suggested
at
that
time.
Of
course,
it
will
volunteer
voluntary
requirement
for
independent
providers
and
we've
had
it
in
place
for
around
15
months.
C
C
C
C
C
C
Confidentiality
is
respected
and
the
details
of
the
case
will
not
be
shared
outside
the
bounds
of
the
agreement
made
with
the
individual
being
supported.
What
do
I
mean
by
that?
Quite
simply,
some
things
to
get
to
resolve
their
concerns
may
have
to
be
discussed
with
other
people
within
the
organization.
C
The
other
thing
we
found
makes
a
real
difference
is
to
ensure
that
the
guardian
has
a
sound
understanding
of
the
business
in
all
aspects
of
the
business
in
terms
of
policies,
procedures,
processes
and
is
well
respected
in
the
organization.
Also
has
the
credibility
and
also
the
strength
and
determination
to
go
to
talk
to
often
various
senior
people
in
the
organization
when
they
can
share
an
issue
or
a
problem
which
has
been
raised
by
a
number
of
staff.
C
Incidentally,
our
freedom
to
speak
up
guardian
is
a
level
4
safeguarding
trained
lead
for
tasl,
very
competent
individual
with
a
long
length
of
service
with
working
with
the
company.
The
other
thing
we've
noticed
as
well
is
offer
different
ways
of
contacting
the
guardian
to
your
staff.
Dedicated
email
goes
straight
to
the
guardian
concerned
themselves.
Nobody
else
has
visibility
to
that
phone
number
of
the
guardian
is
shared
and
we
encourage
looking
at
all
other
different
ways
of
being
able
to
make
contact.
C
I've
already
touched
on
face-to-face
meetings.
Staff
in
our
experience,
prefer
a
face-to-face
meeting
off-site
somewhere
to
go
outside
sit
and
have
a
cup
of
coffee
with
the
guardian.
I
think
they
feel
it's
easier
to
speak
and
the
setting
is
more
conducive
to
being
able
to
sort
sort
their
issues
out
and
support
them,
and
the
other
key
issue
is
to
keep
confidential
register
of
the
contacts
received
and
the
purpose
of
doing
this
is
because,
obviously
it's
clearly
confidential.
C
We
want
to
look
to
see
if
we're
picking
up
any
themes
and
trends.
If
there's
anything
within
the
organization
from
the
feedback,
that's
come
from
our
staff
that
we
can
look
to
change
to
men
to
make
better.
Are
we
missing
something
on
policies
is
anything
at
all?
We
can
improve
upon,
of
course,
that
remains
confidential.
C
Again,
the
guardian
will
develop
strategies
and
plans
from
the
themes
and
trends
that
she's
she's
brought
in
from
our
from
our
particular
staff,
so
all
in
all
so
far
extremely
successful.
I'm
absolutely
delighted
suggestion
was
made,
and
it's
now
in
place
because
anything
which
gives
our
staff
the
chance
to
contact
us
with
any
concerns
they've
got
and
to
have
confidence
about
confidentiality,
impartiality
and
professionalism
has
got
to
be
right.
D
Thanks
hayden
good
morning,
everybody,
so
my
name
is
joel
martin,
I'm
the
chief
paramedic
and
quality
officer
for
the
london
ambulance
service.
I'm
joined
today
by
two
of
my
colleagues
damian
mcginnis,
who
is
director
of
people
and
culture
and
alan
taylor,
who's
our
head
of
safeguarding
and
prevent
so
we're
going
to
take
you
to
through
two
examples
of
good
practice
from
the
london
ambulance
service.
The
first
is
our
chaperone
policy
and
the
second
is
our
staff.
Safeguarding
allegation.
D
Referrals
to
relevant
bodies
pick
these
two
topics,
because
when
we
were
filling
in
our
questionnaire
for
the
cqc,
I
said
to
the
team
because
I'm
doing
in
london
avenue
service.
What
do
we
do?
That's
that's
good
in
relation
to
sexual
safety,
and
these
were
the
two
things
that
came
up
and
hence
why
we've
opted
to
speak
about
them
today.
So
just
to
give
you
some
context.
The
london
amber
service
serves
the
whole
of
london,
which
you'll
find
within
the
m25.
D
D
We
also
the
111
provider
for
40
of
london
and
the
staffing
that
comes
with
that.
That
is
slightly
different
to
our
999
and
we
currently
employ
over
9
000
staff.
In
terms
of
safeguarding
last
year,
we
received
just
short
of
25
000
referrals
across
our
safeguarding
team.
We
work
with
32
different
borrowers.
That
means
we
participate
in
64
different
safeguarding
boards
and
partnerships
that
you
can
see
on
the
slide.
D
Oh
next
slide,
I
should
have
said-
and
next
slide
again
should
be
on
a
government
broadcast,
so
here
you'll
find
the
breakdown
of
our
our
safeguarding
overview.
For
last
year,
the
current
team
within
safeguarding
headed
up
expertly
by
alan
taylor,
who's
on
the
line
if
you've
got
any
questions,
consists
of
11
staff.
So
we
have
safeguarding
specialist
data
coordination,
administration
and
we've
recently
employed
a
learning,
disability
and
vulnerability
specialist
that
we're
excited
to
have
as
part
of
our
safeguarding
team.
D
D
If
we
go
to
the
next
slide,
please
so
in
terms
of
the
objectives
of
the
policy
we
set
it
out
to
ensure
patient
safety,
privacy
and
dignity
are
protected
during
intimate
examinations,
procedures
during
the
delivery
of
intimate
clinical
care
interventions,
according
to
their
roles,
minimizing
the
risk
of
clinicians
actions
being
misinterpreted,
ensuring
that
staff
are
aware
that
all
patients
have
the
right
to
a
chaperone.
I
think
this
is
a
really
important
one
and
making
sure
that
our
staff
are
aware
of
that.
D
The
need
to
have
that
chaperone
in
place
and
to
ensure
that
staff
are
aware
that
the
trust
policy
on
consent
and
examination
and
treatment
must
be
adhered
to
at
all
times.
So,
alongside
our
policy
in
terms
of
chaperone,
we
also
have
a
policy
on
consent
to
examination
and
treatment
and
in
educating
our
staff.
We
make
sure
that
they're
aware
of
both
of
these
policies
together
next
slide,
please
so
in
terms
of
the
role
of
the
chaperone
we've
identified
this
within
our
policy
and
we've
rolled
this
out
across
our
staff.
D
So
it
obviously
varies
depending
on
the
circumstances,
but
it
may
include
providing
a
degree
of
emotional
support
reassurance
to
our
patients
and
it
commonly
incorporates
providing
protection
to
healthcare
professionals.
I
think,
is
really
important
in
the
context
of
today's
webinar,
assisting
in
the
examination
of
procedure,
for
example,
handling
instruments
or
assisting
with
undressing
dressing
and
positioning
the
patient.
The
nature
of
prehospital
care
is
reliant
on
clinicians
to
have
an
understanding
of
what
is
required
as
an
informal
chaperone
and
in
terms
of
what
we've
been
doing
in
the
london
avenue
service.
D
D
So
it
is
there
for,
for
both
people
involved
in
the
examination
and
as
a
witness
to
continuing
consent
to
the
procedure
and
examination
in
order
to
protect
the
patient
from
vulnerability
and
embarrassment,
a
chaperone
should
be
of
the
same
sex
as
the
patient
or
the
gender
the
patient
identifies
with
so
we've
outlined
within
our
policy.
This
ability
that
the
patient
can
choose
who
the
chaperone
is
a
really
important
principle-
an
opportunity
should
always
be
given
to
the
patient
to
decline
a
particular
person
if
that
person
is
not
accepted
with
them.
D
D
We
go
to
the
next
slide.
We've
then
outlined
a
bit
of
our
principles
of
good
practice
when
these
slides
come
around
you're.
Very
welcome
to
to
borrow
this.
The
trust
advisor
use
of
formal
chaperone
is
always
considered
particularly
relation
to
all
intimate
examinations
which
include-
and
we
list
out
here
some
of
those
areas,
so
unaccompanied
children
when
examining
the
upper
torso
of
a
patient
etc.
D
As
those
areas
where
we
might
want
to
consider
a
formal
chaperone
if
we
go
to
the
next
slide,
a
particular
issue
which
faces
ambulance
services
is
that
of
loan
working
where
a
clinician
is
working
in
a
situation
away
from
other
colleagues,
so
our
first
responders
out
on
cars,
family
liaison
officers,
etc.
The
same
principle
for
offering
and
use
of
chaperones
should
apply.
D
I
will
carry
on
talking
finish
off
the
presentation.
We
seem
to
have
lost
some
slides
so
in
terms
of
training,
we
have
trained
all
of
our
staff
in
the
chaperone
policy,
so
really
important
as
a
key
part
of
of
writing.
Any
policy
is
not
that
we
just
launch
it
to
our
staff
and
we
circulate
across
the
organization
that
we
also
train
our
staff
in
the
use
of
any
policy.
So
the
chaperone
training
has
included
what
is
meant
by
the
formerly
informal
chaperone.
What
is
meant
by
intimate
examination?
D
Tell
you
about
safeguarding
allegations
against
the
staff,
so
the
trust
has
a
duty
to
ensure
that
measures
are
in
place
to
protect
and
safeguard
children,
adults
at
risk
we've
written
a
policy
specifically
around
what
happens
when
we
get
an
allegation
against
staff,
and
we've
already
heard
in
some
of
the
presentations
this
morning,
key
parts
of
this,
so
the
legal
duty
to
refer
individuals
to
the
dbs
service.
In
certain
circumstances,
we've
aligned
the
policy
to
the
safeguarding
children's
act
as
well
as
the
care
act
2014..
D
So
what's
good
in
our
policy.
Well,
we
definitely
focus
on
reporting
doing
that
quickly
within
a
48-hour
period
that
we
would
have
formed
the
nrls,
so
the
national
reporting
learning
system,
via
our
datex
and
with
immediate
reporting,
once
an
allegation
is
received
to
convene
the
senior
managers
to
make
an
appropriate
decision
on
the
actions
that
were
taken,
the
executive
league
for
safeguarding
is
informed
and
daily
aids.
D
We
do
also
refer
to
the
health
and
care
professionals,
council
or
other
regulators
that
we've
heard
from
grant
this
morning
about
the
hpac
as
well.
For
those
who
don't
fall
inside
statutory
regulation.
Currently,
referral
to
alternative
regulatory
bodies
may
be
necessary
and
we
we
use
that
as
part
of
our
policy,
so
our
policies
are
available
and
a
lot
of
the
wording
is
on
the
slides
which
we
seem
to
have
missed
out.
So
we're
happy
to
share
them.
D
I'm
going
to
finish
there
because
I
think
we're
all
ten
minutes,
but
both
damien
mcguinness,
our
director
of
people
and
culture
and
alan
taylor
are
available
for
questions
when
we
get
to
that.
Put
that
in
in
the
chat,
so
I'm
gonna
hand
over
now
to
my
colleagues
nicola
and
jane
from
the
north
east
ambulance
service,
to
hear
about
their
good
practice.
E
Good
morning,
everybody,
my
name
is
jane
stubbings,
I'm
the
safe
guard
and
adult
sleep
for
northeast
ambulance
service.
I'm
joined
by
my
colleague
nicola
howard,
who
is
the
safe
gardens.
Children's
lead.
We've
heard
this
morning
on
more
than
one
occasion
about
the
importance
of
having
policies
and
procedures
in
place
when
it
comes
to
managing
safeguarding
allegations
against
our
staff
at
nias.
We
have
reviewed
in
the
past
year
all
of
our
safeguarding
allegations
policies
and
all
the
interlink
and
policies
with
our
hr.
E
E
So
when
an
allegation
does
come
into
the
to
the
trust,
we
do
try
to
have
what
we
call
a
case
conversation.
This
was
part
of
some
focus
work
that
came
out
of
a
10-week
task
and
finish.
Group
we'd
always
historically
had
internal
strategy
meetings
when
it
came
to
safeguarding
allegations
against
our
staff,
but
we
felt
that
there
needed
to
be
a
more
formal,
documented
process
and
we
also
felt
that
there
needed
to
be
a
core
membership
within
that
group,
so
we
devised
what
was
called
a
case
conversation
record.
E
So
when
an
allegation
comes
into
the
trust,
we
will
hold
a
case
conversation
and
that
meeting
generally
in
today's
world
takes
place
via
teams.
We've
got
really
good
buy-in
from
the
corn
membership.
It
normally
takes
place
on
the
day
that
the
allegation
is
made.
If
we
can't
have
the
meeting
on
that
particular
day,
then
we'll
do
a
quick
risk
assessment
and
we'll
hold
the
meeting
at
the
next
work.
E
Indeed,
our
core
membership
will
be
somebody
from
our
human
resources
department,
which
is
normally
an
hr
business
partner,
one
of
our
operational
managers,
normally
clinical
service
manager
and
the
direct
line
manager
of
the
person.
The
allegation
is
made
against
and
they'll
either
be
myself
and
nicola
from
a
safeguarding
perspective.
E
There
has
been
occasions
where
we've
had
to
invite
other
people
into
those
case
conversations.
So
when
allegations
have
come
in
about
students
who
are
working
with
us,
we've
invited
somebody
from
our
education
and
training
department
and
we've
also
linked
in
with
the
university
to
make
sure
that
the
appropriate
person's
in
attendance.
From
that
perspective,
we
will
look
at
the
the
source
of
that
information.
E
As
per
a
part
of
that
shared
conversation.
We'll
look
at
all
the
risks
that
we
can
possibly
identified
in
line
with
the
allegation
that's
been
made
will
identify
the
risks
to
patients,
to
colleagues,
to
the
trust
and
to
the
to
the
person
that
the
allegations
being
made
against
and
all
of
those
are
documented.
We
will
then
go
on
to
consider
what
that
person's
job
role
is,
and
we
look
at
the
risks
we've
identified
to
see
whether
or
not
we
can
feasibly
keep
that
person
at
work.
E
F
So
the
use
of
case
conversations
with
the
niasa
are
very
much
a
coordinated
approach
and
what
they've
really
shown
us
is
they
promote
professional
curiosity
when
we're
faced
with
an
allegation
made
against
a
member
of
our
workforce,
because
we
not
look
not
only
at
what
we
know.
But
what
we
don't
know-
and
we
would
also
look
at
our
recruitment
process
and
what's
been
declared
established,
has
been
any
missed
opportunities,
as
well
as
their
employment,
history
and
conduct
previously.
F
As
you
know,
often
within
child
safeguard
and
practice
reviews
and
safeguard
adult
views.
There's
often
an
emphasis
placed
upon
the
requirement
to
develop
cultures
of
accepting
a
professional
challenge
and
our
case
conversations
are
no
different
to
this.
The
discussions
that
we
have
within
these
conversations
are
open
and
honest
dialogues.
F
In
that
respect,
we
look
at
our
escalation
process,
so
we
can
look
to
step
that
up
to
a
more
senior
level
case.
Discussions
are
very
much
reliant
on
having
appropriate
representation
from
our
subject
matter.
Experts
and
from
across
the
organisation
such
as
the
safeguarding
leads
and
our
knowledge
and
understanding
of
perpetrated
behaviour
and
victim
response,
and
that's
often
the
reason
why
our
investigative
officers,
when
we
look
at
having
somebody
to
investigate
the
allegation
are
drawn
from
the
safeguarding
team
because
of
their
subject
knowledge
knowledge
expert
in
that
field.
F
F
So,
following
our
case
discussion,
we
look
at
our
internal
external
escalation
report
plans.
So
in
terms
of
our
internal
escalation,
all
of
our
cases
are
escalated
to
director
level.
If
we
need
to
have
any
disagreements
in
terms
of
our
risk
management
plans.
Information
is
also
shared
to
our
director
of
quality
and
safety.
That's
for
cqc
liaison
purposes
to
ensure
that
we
have
openness
and
transparency
throughout
the
whole
kind
of
process,
and
then
senior
managers
from
the
staff
department
are
also
invited
to
attend
those
case.
F
Conversations
to
ensure
that
any
risk
management
plans
are
consistent
and
are
sustainable
in
longer
terms
and
as
a
safeguarding
team.
We
regularly
report
trial
trust
board
in
a
quarterly
process
and
then
in
terms
of
our
external
engagement,
so
we
notify
the
cqc
at
our
monthly
engagement
meetings
of
all
of
our
allegations
against
staff,
and
we
would
do
appropriate
referrals
to
our
ladders
and
local
authority
if
these
meet
the
criteria.
G
Thank
you.
Thank
you
so
much,
and
so
it's
now
our
chance
an
opportunity
to
kind
of
pull
together
some
of
the
themes
from
this
morning
and
some
of
the
discussion
points
and
I
have
to
say
it's
been
a
really
really
good
morning
and
the
presenters
have
been
excellent.
So
thank
you
so
much
also
thank
you
for
all
the
questions
that
are
in
the
chat
box.
We've
had
28
published
and
every
one
of
them
has
had
a
response
and
reply.
G
G
How
do
we?
How
do
we
protect
staff,
protect
people
who
are
alone
working?
What
do
we
do
to
keep
them
safe,
but
also?
What
do
we
do
to
keep
the
public
day?
So
there's
been
lots
of
suggestions
there
on
how
we
do
that,
and
I
think
when
that
presentation
came
up
referring
to
loan
police
working,
I
can
absolutely
say
that
this
happens
in
health.
G
G
I
think
the
dbs
presentation
stirred
a
lot
of
queries
and
I
think,
what's
keen
to
be
pulled
out.
There
is
about
the
responsibility
for
referring
people
to
dps
and,
and
it
is
hr's
you
know,
and
we
need
to
do
that
because
I
think
suzanne
and
myself
and
helen
and
and
other
people
have
been
working
on
this
sexual
safety
agenda,
where
people
have
slipped
through
the
net
and
we
get
we're
getting
there.
But
it's
about
us
being
vigilant
and
not
only
relying
on
the
documentation
but
being
able
to
see.
G
Generally
speaking,
it's
up
to
the
referrer
to
find
out
what
is
going
on
with
that
referral,
and
I
think
that
can
be
quite
difficult,
particularly
from
another
question
that
came
up
in
terms
of
how
do
we
support
our
staff
in
making
the
referrals
and
what
is
a
good
referral.
And
what
can
we
do
to
improve
that?
G
G
Suzanne
touched
on
that,
go
back
to
your
organisations
and
just
double
check.
What's
in
your
whistleblowing
policies,
another
area
was
where
we
need
to
think
and
be
kind
to
each
other,
be
kind
to
our
staff
and
be
kind
to
people
that
are
not
displaying
the
usual
behavior.
What
could
be
going
on
behind
closed
doors
in
their
lives?
We're
very
good
at
punishing
people.
G
You
know
for
attendances
and
areas
of
like
that
in
work,
whereas
there
could
be
a
lack
of
attendance
due
to
domestic
abuse
or
or
various
other
things,
so,
let's
be
kind
to
each
other
and
think
about.
What's
going
on
out
there
think
about
that
professional
curiosity,
I
I
think
I've
possibly
captured
everything.
That's
kind
of
come
up
in
the
chat
line.
Helen
alluded
to
us,
pulling
those
questions
together
and
answers
so
that
they'll
all
come
out
as
the
pack,
which
I
would
expect
with
the
slides
helen.
H
I
think
you
did
an
excellent
summary.
Thank
you
very
much
liz
and,
I
suppose,
just
from
cqc's
perspective.
Just
to
reiterate,
there
were
a
couple
of
queries
in
there
about
what
we
were
doing
about
the
unregistered
providers
and
event.
The
events
sector
and
just
to
clarify
is
the
department
of
health
and
social
care
that
set
the
scope
of
registration
for
regulated
activities,
and
currently
it's
the
exemptions
that
they
set.
That
mean
that
that
that
particular
delivery
is
out
of
scope.
H
H
If,
if,
like
us,
you
believe
it's
appropriate
for
those
providers
to
come
into
the
scope
of
regulation
and
for
there
to
be
a
level
playing
field
in
terms
of
overview
and
scrutiny,
and
there
were
some
questions
about
our
internal
analysis
and
I
have
endeavoured
to
answer
those
in
the
chat,
but
I'm
also
happy
to
ensure
that
we
put
some
more
information
in
there.
In
the
questions
document,
I
think
I
think,
that's
probably
everything
unless
anybody
wants
to
cover
anything
that
is
in
there
that
hasn't
been
responded.
H
H
So,
in
terms
of
next
steps,
you
can
continue
the
conversation
about
this
particular
workshop
by
getting
involved
on
our
digital
platform,
and
you
can
also
sign
up
for
your
sector
bulletin
in
the
link
there.
So
we
provide
a
bulletin
for
all
of
the
different
sectors
on
a
monthly
basis,
and
some
of
you
will
have
seen
this
sexual
safety
workshop
promoted
in
that
bulletin.
H
We
are
also
on
twitter
and
you
can
join
on
cqc
connect
as
well
to
get
more
information
and
we'd
like
to
go
to
the
next
slide,
please
so.
Finally,
I
I'd
just
like
to
say
thank
you
to
all
all
of
you
for
joining
today,
mindful
of
the
current
pressures
within
the
sector,
and
really
appreciate
your
commitment
to
this
particular
subject.
H
H
Any
questions
that
we
haven't
addressed
and
we'll
try
and
summarize
those
that
we
have
as
well
will
be
in
a
document
which
will
be
available
with
the
slide
deck
on
request.
So,
if
you
go
to
the
provider,
bulletin,
you'll
have
access
to
the
presentation
recorded
and
it
will
direct
you
as
to
how
to
request
the
slide
deck
and
the
questions.
H
And
finally,
I
just
want
to
say
a
huge
thank
you
to
all
of
our
presenters.
Today.
It's
been
really
really
helpful
to
have
your
contributions,
and
I
know
that
there's
been
a
lot
of
work,
that's
gone
into
each
and
every
one
of
those
presentations
and
the
liaison
with
us
ahead
of
today.
So
thank
you
so
much
for
your
contribution
and
finally,
just
a
huge
thank
you
to
the
fabulous
team
behind
the
scenes
at
cqc
and
at
nhs.