Section 3.5: Identifying a Chair

Guidance 

3.5 - Identifying a Chair

The key skills that a Safeguarding Officer should consider when identifying a Chair for an SCMG include the ability to:

• engage with the complexities of managing a safeguarding allegation;
• maintain an unbiased view whilst the allegation is being assessed / managed;
• chair meetings on sensitive topics, being able to keep the group focused on the agenda and ensuring that all members engage constructively;
• provide an assurance / checks-and-balances function that leads the group to making evidence-based decisions;
• understand group dynamics and anxieties that can lead to group think and other biased decision-making.

When identifying a Chair, the Safeguarding Officer may seek to engage individuals who have experience in managing safeguarding processes or those who are experienced in managing complaints, discipline and / or capability matters. The role of an SCMG Chair may be fulfilled by an Archdeacon, or a Chapter member with responsibility for safeguarding, but should not be a someone who has direct responsibility for disciplinary processes or line management of the respondent.

Having the same individuals chair all SCMGs in an area can have positive implications, in terms of those individuals developing their skills and knowledge in how to manage SCMG meetings and ensuring consistency. However, this should not be the default assumption, and Safeguarding Officer should make a conscious decision in each case about the person who would best meet the criteria above. The Safeguarding Officer’s decision should also include a consideration of any conflicts of interest.

As a general rule, the Safeguarding Officer should not chair the SCMG, as this could potentially compromise the SCMG Group’s ability to effectively scrutinise the information provided. Where there are a team of Safeguarding Officers headed by a manager who does not undertake case work, this is more workable. Generally, however, Safeguarding Officers may chair SCMG meetings only in exceptional circumstances, for brief periods of time, when no other resource is available locally.  This should be accompanied by efforts from Church Bodies to identify a suitable alternative resource.

Where the allegation is about the DSO, or a member of their team, there is a clear need for the Regional Safeguarding Lead and/or another DSO to be involved from the outset.

Diocesan Bishops and Archbishops must not chair or be members of SCMGs in order to not compromise potential decisions about disciplinary matters which rest with them. Similarly, independent members of Diocesan Safeguarding Advisory Panels (DSAPs) should not chair or be part of an SCMG, as this would conflict with their role in the quality assurance of safeguarding practice.

In exceptional circumstances – for instance, in complex cases involving allegations from multiple victims regarding the same respondent or the same group of respondents, where the NST is not leading on that case - Safeguarding Officers may consider appointing a Chair that is independent from the Church.  In such cases, appropriate information and training to ensure an understanding of Church structures should be put in place.  A series of induction videos to support Church Bodies with this task is available on the Safeguarding Training Portal, and can be accessed by any SCMG Chair or any other SCMG member. An alternative option here may be to request the support of a Safeguarding Officer from a different diocese or the support of a Safeguarding Regional Lead, who would provide a degree of independence, and also be familiar with Church structures.