3.3 Describe the action to take if suspected abuse or unsafe practices have been reported but nothing has been done in response

This guide will help you answer 3.3 Describe the action to take if suspected abuse or unsafe practices have been reported but nothing has been done in response.

When you raise a concern about suspected abuse or unsafe practice, it is your employer’s responsibility to take it seriously. You might report an incident and expect your manager or safeguarding lead to investigate, make people safe, and follow all policies. Sometimes, nothing seems to happen. You may notice:

• No investigation started
• Unsafe practice continues
• The person you reported is still working as normal
• No communication or feedback to you after reporting
• No new plans or support for the person at risk

These are warning signs that the situation is being ignored. Ignoring reports of abuse or unsafe practice puts people in harm’s way and breaks legal, professional, and moral duties.

Confirming Your Actions Were Correct

Before acting further, double-check you reported your concern using the right steps and to the correct person. Make sure your record is clear, includes dates, times, names, and details of what happened. Read your workplace policy again to be sure you followed every step.

Confirm:

• Your report was made to a manager, safeguarding lead, or nominated person
• You recorded what you reported and when
• You kept copies or know where your report is stored

This keeps you protected if your actions are questioned later.

Following Up Internally

If nothing is done after your report:

1. Raise your concern again. Speak or write to your manager or another responsible person, reminding them that you previously reported an issue and nothing has changed.
2. Request feedback. Ask for an update about your report. Find out if an investigation started, what actions have been taken, and what support is in place.
3. Escalate the report within your organisation. If your manager does not respond, contact a more senior leader or the next person listed in your policy. This may include a senior manager, director, or the person responsible for safeguarding.

Write down every attempt you make to follow up. Record times, dates, who you spoke with, and their response. Keep these records safe.

Using Whistleblowing Channels

If repeated attempts to report concerns inside your organisation are ignored, you must act further. This is called whistleblowing. Whistleblowing is raising a concern outside your usual reporting lines, sometimes to someone outside your organisation or to an external body.

Reasons to whistleblow:

• Serious risk to someone’s safety
• Concern involves those in management or senior positions
• Lack of response to previous concerns
• Possible criminal activity

Common whistleblowing actions:

• Contact a higher manager or director
• Use any company whistleblowing policies, which might include a hotline or dedicated email
• Seek advice from your trade union or professional association
• Speak to the local authority safeguarding team
• Inform external regulators like the Care Quality Commission (CQC), Social Services, or the Local Authority Designated Officer (LADO)

The Public Interest Disclosure Act 1998 protects whistleblowers. You cannot lawfully be penalised or lose your job for reporting genuine concerns in good faith.

Involving External Agencies

If your organisation still does nothing, you have a duty to act. Protecting people from harm takes priority over loyalty to colleagues or employers.

External agencies you might contact:

• Local safeguarding board or team – for urgent action on suspected abuse of adults or children
• Care Quality Commission (CQC) – regulator for health and adult social care in England
• Police – where a crime has possibly taken place
• Social Services – to report neglect or risk of significant harm to a vulnerable person
• Professional regulators (e.g., Nursing and Midwifery Council) – if a registered professional is involved

These bodies are legally required to investigate serious concerns and protect people from harm.

Keeping Accurate Records

Good record keeping protects you and those at risk. Write clear, factual notes about every report and response, including:

• Dates and times of your original and follow-up reports
• Names and job titles of anyone you reported to
• What you said and how they responded
• Any evidence you have, such as emails, notes, or photos (if allowed)

These records might be needed in investigations, reviews, legal action, or for your own defence if your actions are questioned.

Protecting Yourself When Speaking Up

Speaking up about ignored concerns can be difficult. You might worry about relationships with colleagues or managers. You could fear negative treatment or being dismissed. Know your rights:

• The law protects employees who whistleblow in the public interest
• Your workplace should support anyone raising a genuine concern
• Seek advice from a trade union, HR advisor, or independent support line if you feel pressured

Do not ignore suspected abuse or unsafe action, even if others do.

Supporting the Person at Risk

While you continue to escalate your concern, make every effort to support any person who may be at risk. This includes:

• Providing emotional support
• Monitoring for further signs of distress or harm
• Documenting all new concerns
• Continuing to follow care plans and risk assessments
• Notifying other trusted, appropriate staff as needed

Never confront the person you suspect of abuse or unsafe practice by yourself. Leave investigations to those with responsibility and authority.

Reviewing Policies and Responsibilities

Every organisation is required to have clear policies about reporting abuse and unsafe actions. These policies must include what to do if staff feel their concern is ignored.

Policies often state:

• Steps for reporting and who to contact
• How to escalate concerns
• Whistleblowing policies and external contacts
• Confidentiality requirements
• Support for staff reporting genuine concerns

If policies are unclear or missing, raise this with a senior manager or HR.

Legal and Professional Duty

As a worker in health and social care, your duty is to the person receiving support. Laws like the Safeguarding Vulnerable Groups Act 2006, Care Act 2014, and the Health and Social Care Act 2008 require you to act on all concerns to protect people from harm.

You may also be required to follow professional codes set out by your regulatory body or the Care Certificate standards. Ignoring concerns or failing to act could put your own registration, job, or legal standing at risk.

Taking Care of Your Own Wellbeing

Raising concerns and being ignored can cause stress or anxiety. It is important to:

• Seek support through employee assistance programmes, counsellors or peer groups
• Talk with trusted colleagues
• Contact a union or advocacy service if you feel at risk
• Prioritise your own mental health (speak to your GP if needed)

Feeling supported helps you continue acting in the best interests of the people in your care.

Learning and Improving Practice

When a concern goes unaddressed, this may show deeper issues in an organisation’s culture or approach to safety and care. This is why it is so important to take action:

• Encourage open dialogue about safety
• Suggest regular training and supervision about safeguarding and whistleblowing
• Reflect on your own actions and seek feedback

By promoting an open culture, you help prevent future incidents and improve outcomes for people with mental health needs.

Final Thoughts

Taking these actions is not only your job but is morally right. Inaction can lead to harm, neglect or even death. Even if reporting feels difficult, your commitment helps protect those most in need. Never accept inaction in the face of risk. Your voice makes mental health care safer for all.