Handcrafted Policy - User contributions [en]

Recruitment Policy

2026-07-30T12:34:35Z

Rebekah Hook: /* Safer Recruitment of Volunteers */

This policy sets out our approach to recruitment at Handcrafted, ensuring that all recruitment processes are fair, consistent, inclusive, and lawful, while also reflecting our commitment to safeguarding and safer recruitment. Our aim is to appoint the most suitable individuals (whether staff, volunteers, or contractors) based on their skills, experience and alignment with our ethos and values.

This policy will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:

{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|30/9/2025
|}

= Scope =
This policy applies to the recruitment of all:
* Paid staff
* Volunteers working in roles involving unsupervised work with children and/or vulnerable adults, or accessing sensitive information
* Contractors working in roles involving unsupervised work with children and/or vulnerable adults, or accessing sensitive information

We are committed to:
* '''Fair Recruitment''' – Ensuring equal access to opportunities and decisions based on objective merit.
* '''Safer Recruitment''' – Preventing the appointment of unsuitable individuals to positions involving children, vulnerable adults, or access to sensitive information.

= Safer Recruitment =
== Safer Recruitment of Staff ==
All external recruitment of staff follows safer recruitment practices in line with government best practice. All stages of the recruitment involve at least one person who is trained in safer recruitment.

=== Job Design and Advertisement ===
* Every role must have a clear job description and person specification, including key responsibilities and safeguarding requirements.
* Recruitment packs must include a safeguarding statement and links to Handcrafted policies covering safeguarding and recruitment of ex-offenders.
* Job adverts should be advertised on a variety of platforms to encourage a diverse set of applicants.
* The advert should state any DBS check requirements and include links to the self-declaration form and references form.

=== Application Process ===
* All applicants should complete an application form.
* Applicants should provide a full employment history, explaining any gaps. If this is not provided in full at application, this should be provided as part of pre-employment checks as a condition of employment.
* Two referees must be provided, one of whom should be the most recent employer or manager where possible.

=== Shortlisting and Pre-Interview Checks ===
* A minimum of two staff members should review and score applications against the person specification.
* Shortlisting must be based on objective criteria and documented thoroughly.

=== Interviews ===
* Interviews should be panel-based and based around the same core set of questions for each candidate, developed in advance and aligned with the person specification. Follow-up questions may be asked to clarify answers or explore relevant points further.
* Interview questions should be used to identify candidates’ attitudes and behaviours in relation to meeting the safeguarding requirements of the role and working with children and/or vulnerable adults.
* Interview panels must consist of at least two members, including at least one person trained in safer recruitment.

=== Offer and Pre-Employment Checks ===
Job offers must be conditional and subject to completion of satisfactory pre-employment checks. For all roles involving any safeguarding duties, these will include:
* ID check
* Confirmation of right to work in the UK
* Completion of a self-declaration form
* Completion of an enhanced DBS check (with barred list check where applicable), including social media check
* Receipt of overseas criminal records checks where the candidate has spent time living or working outside of the UK, in line with government guidance. Candidates will be individually risk assessed to determine which kinds of checks are required. This would normally be a police clearance certificate for periods of 6–12 months or more spent overseas, or a reference from an employing organisation covering the time spent overseas for periods of up to 6 months.
* Verification of qualifications listed as essential in the person specification
* Receipt of two references satisfactory to Handcrafted, where possible including one from the most recent employer
* Confirmation of employment history covering all gaps in employment
* References should be from previous positions of paid employment or volunteering where possible.
* At least one reference should be from the most recent position of paid employment or volunteering where possible.
* Character references should only be accepted where it is not possible to find a more appropriate work or volunteering reference, and in these cases we make efforts to ensure that the referee holds a position of good standing in the community.
* References from non-verifiable business/professional emails (i.e. traceable back to the referee organisation’s domain) must be verified via a telephone call to the referee to confirm the email address.

=== Induction and Probation ===
* Pre-employment checks for new staff should be reviewed and risk assessed by the new starter’s first day to highlight any checks which require follow-up actions.
* All new staff should receive a list of key contacts, including the designated safeguarding lead, on their first day of employment.
* All new staff must undergo a structured induction process, including:
** Review of key policies including safeguarding policies.
** Mandatory training in safeguarding.
* A formal probationary period must be completed, including regular reviews to monitor performance against expectations about the role and its safeguarding requirements.

=== Pre-Promotion Safeguarding Checks ===
Where current staff are promoted or change role, DBS check information on record should be reviewed to ensure that a DBS check has been taken at the appropriate level.

== Safer Recruitment of Volunteers ==
* Volunteers should be recruited via an expression of interest form.
* An interview is not required, however an informal meeting or interview should take place to assess suitability for the role where appropriate.
* Relevant vetting checks must be carried out in line with the pre-employment checks for paid staff. Where volunteer roles involve unsupervised work with children and/or vulnerable adults, or accessing sensitive information, safeguarding standards must be applied in line with those for paid staff.
* Clear role descriptions must be given to all volunteers outlining responsibilities and safeguarding expectations.
* Volunteers must receive safeguarding training and policy induction in line with the induction process for paid staff.
* Volunteers must be subject to ongoing supervision to make sure any concerns are addressed.
* Since volunteers are not employees or voluntary workers, they are not required to have the right to work in the UK

== Safer Recruitment of Contractors ==
This clause relates to contractors whose roles involve work with children and/or vulnerable adults, or accessing sensitive information.
* An interview is not required, however an informal meeting or interview may take place to assess suitability for the role where appropriate.
* Relevant vetting checks must be carried out in line with the pre-employment checks for paid staff. Where contractor roles involve unsupervised work with children and/or vulnerable adults, or accessing sensitive information, we apply safeguarding standards in line with those for paid staff.
* Clear role descriptions must be given to contractors outlining responsibilities and safeguarding expectations.
* Contractors must receive safeguarding training and policy induction in line with the induction process for paid staff.
* Contractors must be subject to ongoing supervision to make sure any concerns are addressed.
* Written contracts should include details about any safeguarding and confidentiality obligations.

= Fair Recruitment Practices =
== Advertising ==
* Roles should be advertised transparently and appropriately.
* Clear information on the job, criteria, and application process should be provided.

== Application Process ==
* The application form should be used to collect applications, to ensure that questions are standardised and linked to the areas of the person specification (skills and knowledge, experience, ethos and values).

== Shortlisting ==
* Shortlisting should be conducted by at least two people.
* The following process should be used to score applications:
** Applications are scored individually by each panel member against the essential and desirable criteria listed in the person specification for the role, using a consistent scale.
** Scores for the essential criteria are added together to produce an overall score for each applicant. If multiple applicants receive the same score for the essential criteria, the score for the desirable criteria is used to determine which applicants are shortlisted for interview.
** The application score guides, but does not solely determine, the shortlisting decision. Where a lower-scoring candidate is shortlisted, this must be clearly justified in the recruitment record.
* Notes and scores must be documented and stored securely in the recruitment records.
* Panel members should declare conflicts of interest and step back from the process if impartiality cannot be ensured. Conflicts of interest could include the following ties:
** Financial
** Familial

== Interviews ==
* Interview panels must consist of at least two interviewers, with consideration for diversity of perspectives, lived experience and Safer Recruitment training.
* The same panel should interview all shortlisted candidates where possible.
* Candidates must be asked the same core set of questions, developed in advance and aligned with the person specification. Follow-up questions may be asked to clarify answers or explore relevant points further.
* The following process should be used to score interviews:
** Each answer is scored individually by panel members using a consistent scale (e.g. 0 = unsatisfactory, 1 = partially satisfactory, 2 = satisfactory, 3 = excellent).
** Scores are compared and discussed to agree on a final panel score per question and overall score for each candidate.
** The interview score should guide, but not solely determine, the appointment decision. Other valid and documented considerations (e.g. alignment with values, unique strengths) should also inform the outcome. Where a lower-scoring candidate is preferred, this must be clearly justified in the recruitment record.
* Notes and scores must be documented and stored securely in the recruitment records.
* Interviews should normally include a practical task or assessment, except for where this is not relevant. These must be scored using pre-agreed criteria.
* Candidates must be asked in advance whether they require adjustments to fully participate in the interview process, with appropriate adjustments being made where possible.

== Decision-Making and Offers ==
* Written job offers must be made to successful candidates.
* Offers must be subject to satisfactory completion of all pre-employment checks.

= Promotions =

== Internal Promotions ==
Senior Managers should discuss workforce planning on a regular basis (every 3 months, as an agenda item for Senior Leadership Team Meetings). Discussions should include:

* Assessment of upcoming vacancies to determine whether they should be advertised externally or offered only internally
* Any employees who are considered to be working at a level above their current payband (a list of payband expectations will be communicated to all staff) who should be considered for promotion
* Review of any ongoing acting up arrangements

Where we choose to run an internal recruitment, this should be open to all staff members and follow the same principles of safe recruitment and fair recruitment that we use for external recruitment, as detailed in the Recruitment Policy.

Where an employee has consistently demonstrated the ability to perform at a higher level of responsibility, they may be nominated for promotion during a Senior Leadership Team workforce planning discussion. If Senior Managers agree that a promotion is appropriate, the employee may be offered promotion to the relevant pay band, with a revised job title, job description and contract where applicable, without the requirement to undertake a full internal recruitment process.

Managers should be trained and encouraged to have ongoing conversations about career progression/promotion opportunities in their 1-1s with employees.

* It is important for there to be transparency around the fact that there will be more natural opportunities for promotion in some teams than in other hubs. Internal vacancies will be open and advertised to all staff to apply for.
* The more we talk about development and progression opportunities in 1-1s, the more transparent this process can be.

Opportunities for promotion among the Senior Managers should be assessed and approved by the CEO and trustees.

== Temporary Acting Up ==
Sometimes employees may be asked to temporarily cover the duties of a higher-level position due to circumstances such as annual leave, sickness absence, secondments, recruitment delays, or other operational needs.

When an employee undertakes the full duties and responsibilities of a higher-graded role for a continuous period exceeding 4 weeks, they may receive acting-up pay in line with organisational pay policies. This is usually paid at the minimum point of the higher grade or an agreed allowance. In these circumstances, a letter will be sent to the employee to confirm this temporary change in pay and responsibilities.

= Recruitment of Ex-Offenders =
We adhere to government guidance on the recruitment of ex-offenders. For further details, please see our [[Equal Opportunities Policy]], which includes our approach to fair recruitment and the handling of criminal record information.

= Record Keeping and Confidentiality =
* Recruitment records are stored securely and confidentially in line with our [[Data Privacy Notice]], complying with GDPR.
* We will keep records of successful applications indefinitely.
* We will normally keep records of unsuccessful applications for a period of up to 1 year after the end of the recruitment, after which point the records will be destroyed.
* In some cases, we may put unsuccessful applicants on a waiting list for similar roles. If this is the case, we may keep the application indefinitely. We will seek approval from candidates before putting them on the waiting list.
* For some roles, we may ask candidates to complete self-declaration forms during the interview. We will destroy this information immediately if the interview is unsuccessful.

Volunteer Policy

2026-07-30T12:33:45Z

Rebekah Hook: approval date added to policy

This policy clarifies the responsibilities and requirements for those in a volunteering role in Handcrafted.

At Handcrafted, volunteering is at the heart of our approach. We give everyone the chance to find a role and purpose, to contribute and work together shoulder-to-shoulder in a diverse community. The residents and trainees who attend Handcrafted are regularly given the opportunity to step up and take on helping roles. This is our policy for recruiting additional people to Handcrafted as volunteers.

We draw on the time, skills, and experience of a diverse range of volunteers from all walks of life to improve our provision, develop positive social networks and promote community integration.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|'''The HR & Wellbeing Steering Group'''
|-
|'''Last review and approval'''
|14/7/2026
|}
'''Recruitment'''

* We recruit volunteers in line with our policy on [[Recruitment Policy#Safer Recruitment of Volunteers|Safer Recruitment of Volunteers]]. This will include a Safer Recruitment Process, including taking up references.
* Where barriers to volunteering are identified during the recruitment process, Handcrafted will work to help volunteers overcome these barriers where possible, in line with our Equal Opportunities policy.
* We will set out our expectations for voluntary opportunities in a Volunteer Agreement.

'''Induction'''

* All volunteers will receive a structured induction period to familiarise them with the work of the Handcrafted and their specific area of work. This will follow the same principles as a normal staff induction, according to the induction checklist.
* All volunteers will receive training on:
** Safeguarding
** Confidentiality and disclosure
** Health and safety
** Handcrafted ethos and values

'''Support and supervision'''

* All volunteers will have a named member of staff as their main point of contact. Their responsibilities will be to confirm the end of their induction period, provide regular supervision to feedback on progress and discuss future developments.
* A [[HR Policy#Grievance|Grievance Procedure]] exists to deal with any unresolved problems.
* Volunteers can give as much or as little time as they feel is appropriate. Whatever commitment volunteers can give is an asset to Handcrafted. However, we ask that volunteers consider this as a commitment and if they are unable to attend for one reason or another, to inform their main point of contact with as much notice as possible. In cases of unplanned absence, volunteers are asked to make contact at least 1 hour before their session is due to begin.
* All volunteers are covered by the Handcrafted’s insurance policy while they are on the premises or engaged in any agreed work for Handcrafted.
* Handcrafted will reimburse any travel, parking or other out-of-pocket expenses.
* Handcrafted will ensure that volunteers are made aware of health and safety procedures and requirements, and will always work to provide a safe environment for volunteers.
* Handcrafted welcomes feedback from volunteers on matters concerning the organisation.
* Handcrafted supply a reference to any volunteer seeking other voluntary work or paid employment.

'''Termination'''

* Handcrafted reserves the right to terminate the relationship with a volunteer. This will be done in writing. Handcrafted will always try to give at least two weeks’ notice of termination of the volunteering relationship but has the right to terminate the relationship without notice at any time without prejudice.
* Any volunteer wishing to withdraw from their voluntary role is asked to give their main point of contact as much notice as possible. Handcrafted would appreciate at least two weeks’ notice of a volunteer leaving their role but recognises the volunteer’s right to withdraw at any time without prejudice. The end of a volunteer agreement will be confirmed in writing.
* Volunteers will be offered an exit interview upon leaving a voluntary role.

Volunteer Policy

2026-07-30T12:33:07Z

Rebekah Hook: Volunteer Policy added

This policy clarifies the responsibilities and requirements for those in a volunteering role in Handcrafted.

At Handcrafted, volunteering is at the heart of our approach. We give everyone the chance to find a role and purpose, to contribute and work together shoulder-to-shoulder in a diverse community. The residents and trainees who attend Handcrafted are regularly given the opportunity to step up and take on helping roles. This is our policy for recruiting additional people to Handcrafted as volunteers.

We draw on the time, skills, and experience of a diverse range of volunteers from all walks of life to improve our provision, develop positive social networks and promote community integration.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|'''The HR & Wellbeing Steering Group'''
|-
|'''Last review and approval'''
|
|}
'''Recruitment'''

* We recruit volunteers in line with our policy on [[Recruitment Policy#Safer Recruitment of Volunteers|Safer Recruitment of Volunteers]]. This will include a Safer Recruitment Process, including taking up references.
* Where barriers to volunteering are identified during the recruitment process, Handcrafted will work to help volunteers overcome these barriers where possible, in line with our Equal Opportunities policy.
* We will set out our expectations for voluntary opportunities in a Volunteer Agreement.

'''Induction'''

* All volunteers will receive a structured induction period to familiarise them with the work of the Handcrafted and their specific area of work. This will follow the same principles as a normal staff induction, according to the induction checklist.
* All volunteers will receive training on:
** Safeguarding
** Confidentiality and disclosure
** Health and safety
** Handcrafted ethos and values

'''Support and supervision'''

* All volunteers will have a named member of staff as their main point of contact. Their responsibilities will be to confirm the end of their induction period, provide regular supervision to feedback on progress and discuss future developments.
* A [[HR Policy#Grievance|Grievance Procedure]] exists to deal with any unresolved problems.
* Volunteers can give as much or as little time as they feel is appropriate. Whatever commitment volunteers can give is an asset to Handcrafted. However, we ask that volunteers consider this as a commitment and if they are unable to attend for one reason or another, to inform their main point of contact with as much notice as possible. In cases of unplanned absence, volunteers are asked to make contact at least 1 hour before their session is due to begin.
* All volunteers are covered by the Handcrafted’s insurance policy while they are on the premises or engaged in any agreed work for Handcrafted.
* Handcrafted will reimburse any travel, parking or other out-of-pocket expenses.
* Handcrafted will ensure that volunteers are made aware of health and safety procedures and requirements, and will always work to provide a safe environment for volunteers.
* Handcrafted welcomes feedback from volunteers on matters concerning the organisation.
* Handcrafted supply a reference to any volunteer seeking other voluntary work or paid employment.

'''Termination'''

* Handcrafted reserves the right to terminate the relationship with a volunteer. This will be done in writing. Handcrafted will always try to give at least two weeks’ notice of termination of the volunteering relationship but has the right to terminate the relationship without notice at any time without prejudice.
* Any volunteer wishing to withdraw from their voluntary role is asked to give their main point of contact as much notice as possible. Handcrafted would appreciate at least two weeks’ notice of a volunteer leaving their role but recognises the volunteer’s right to withdraw at any time without prejudice. The end of a volunteer agreement will be confirmed in writing.
* Volunteers will be offered an exit interview upon leaving a voluntary role.

Template:Policies List

2026-07-30T12:25:52Z

Rebekah Hook: volunteer policy added

* [[Behaviour Management Plan]]
* [[CCTV Review Policy]]
* [[Complaints Policy]]
* [[Confidentiality Policy]]
* [[Conflict of Interest Policy]]
* [[Cyber Policy]]
* [[Data Privacy Notice]]
* [[Equal Opportunities Policy]]
* [[Finance Policy]]
* [[Health and Safety Policy]]
* [[Hot Desk Policy]]
* [[HR Policy]]
* [[Information Advice and Guidance (IAG) Policy]]
* [[Leave & Absence Policy]]
* [[Lone Working Policy]]
* [[Mileage Policy]]
* [[Missing Child Policy]]
* [[Missing Persons Policy]]
* [[Modern Day Slavery Statement]]
* [[On Call Working Policy]]
* [[Recruitment Policy]]
* [[Safeguarding Children Policy]]
* [[Safeguarding Vulnerable Adults Policy]]
* [[Staff Wellbeing Policy]]
* [[Statement of Purpose: Engage Hub]]
* [[Supported Housing Policy]]
* [[Training Policy]]
* [[Volunteer Policy]]

HR Policy

2026-07-30T10:11:12Z

Rebekah Hook:

== '''Overview''' ==
Our mission at Handcrafted is to connect with the excluded people in society and empower them to turn their lives around. Our staff work at the forefront of this mission. Our policy for Human Resources and Staff Wellbeing is built on the following principles and commitments:

# The trustees and senior management will build the capability of our team and give them the framework they need to work effectively.
# Our staff are key to our mission to connect with excluded people in society and empower them to turn their lives around.
# Our belief is that everyone is created with value and purpose; have something to contribute; live better together; should be treated with compassion and empathy; are unconditionally loved; and should have the opportunity to make a fresh start. This is true for our staff, as well as trainees. We are committed to treating our staff in this way and expect them to do likewise to other staff and trainees.
# The trustees and senior management want to see our values of creativity, empathy, empowerment and community to be present in our staff team. We want them to be able to work creatively and walk shoulder to shoulder with each other and our trainees. We want them to be empowered in their lives and empower others. And we want our staff to be part of an accepting, supporting community.
This policy should be read in conjunction with the following associated policies and guides:

* [[Absence Management Policy]]
* [[Cyber Policy]]
* [[Recruitment Policy]]
* [[On Call Working Policy]]
This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the HR & Wellbeing Steering Group as below:
{| class="wikitable"
!Group or individual responsible for review
!The HR & Wellbeing Steering Group
|-
|'''Last review and approval'''
|29/09/2025
|}

== '''Equal Opportunities''' ==
Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

Our diversity and inclusion policy outlines our commitment to creating a safe and inclusive environment for all.

==== '''Our Policy''' ====
This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

* Age
* Disability
* Race including colour, nationality, ethnic or national origin.
* Gender
* Religion or belief
* Sexual orientation
* Gender reassignment
* Civil partnership or marital status
* Pregnancy and maternity
* Criminal record

Our staff and trainees will also be protected from discrimination if:

* They are associated with someone who has a protected characteristic, for example a family member or friend.
* They’ve complained about discrimination or supported someone else’s claim.

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.

==== '''Our commitments''' ====
We will:

* Not tolerate any discrimination or harassment based on an individual's identity.
* Strive to create an environment where everyone feels respected and valued.
* Provide equal opportunity and access to resources and opportunities regardless of identity.
* Ensure that all individuals have the same chance to succeed and advance.
* Accommodate individuals with disabilities or needs to the best of our ability.
* Strive to create a workplace that reflects the diversity of our community.
* Provide training and resources to foster an understanding of diversity and inclusion.
* Actively seek to recruit and retain a diverse group of individuals.
* Celebrate the contributions of a diverse group of individuals.
* Hold ourselves and others accountable for creating a culture of inclusivity and respect.
* Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated.
* Prevent unlawful discrimination, direct and indirect and victimisation.
* Comply with our legal obligations.
* Oppose and avoid all forms of unlawful discrimination. This includes in:
** pay and benefits.
** terms and conditions of employment
** dealing with grievances and discipline
** dismissal
** redundancy
** leave for parents.
** requests for flexible working
** selection for employment, promotion, training or other developmental opportunities
* Take seriously and address any breaches of this policy.

==== '''How we will implement this in our workforce''' ====
Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

* Include appropriate equality objectives and responsibilities in each job description.
* Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment.
* Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
* Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate.
* Gather equality information on our workforce and those who use our service.
* Make all necessary reasonable adjustments and consider options for flexible working.
* Work to make our workforce more representative and where possible, undertake lawful, positive action.
* Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination.
* Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support.
* Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs.
* Make sure that there are sufficient resources in place to implement this policy effectively.

==== '''Inclusive access to our services''' ====
As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

==== '''Policy review''' ====
We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

==== '''Complaints of discrimination''' ====
If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see www.acas.org.uk.

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the Handcrafted Complaints Policy: Handcrafted Complaints Policy.docx

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

== '''Working Hours Expectations''' ==
At Handcrafted, we value flexibility in working hours while ensuring that all staff meet the expectations set out in their contracts. Your working hours expectations are set out in your contract and further details on leave can be found in the [[Leave & Absence Policy]].

== '''Absence management''' ==
Please refer to the [[Absence Management Policy]].

== '''Infectious diseases''' ==
Handcrafted has a legal responsibility under the general duties of the Health and Safety at Work etc, Act 1974, to as far as is reasonably practicable, safeguard members of staff against risks to their health, including those risks posed by infectious diseases.

In addition, there are specific regulations relevant to the control of infection including the Management of Health and Safety at Work Regulations 1999 and the Control of Substances Hazardous to Health Regulations 2002 (as amended). These regulations require employers to carry out risk assessments, record any significant findings and provide staff with adequate information, instruction and training on any risks to their health which they may face at work.

Due to the nature of the services that we provide staff may be exposed to infectious diseases or blood borne viruses (BBVs). Handcrafted will fulfil its duty as an employer to protect its members of staff and will ensure they are provided with information and training as appropriate on the potential risks posed by infectious diseases and BBVs. This policy is to be read in conjunction with risk assessments in place at Handcrafted places of work which identify who may be exposed to the risk of infection and describes management procedures to control this risk.

In particular, staff need to be aware of the risk of infection in the following areas:

* Use of sharp objects in the workshop
* Risk of sharps injury while cleaning properties and disposing of rubbish on Handcrafted premises (especially drug paraphernalia)
* Airborne viruses during pandemics such as COVID-19
* The preparation of food

It is therefore important that strict hygiene precautions are observed at all times by Handcrafted staff and trainees are prompted to maintain safe practices.

=== '''General''' ===

==== '''Designated leads''' ====
The designated lead for infection prevention and control at each Handcrafted hub is the Hub Manager. Their responsibility includes activities within the properties associated with their hub.

The designated lead will ensure:

* systems are in place that assess the risk of and prevent, detect and control the risk of infection.
* sufficient resources are available to secure effective prevention and control of infection.
* staff, trainees, contractors and other persons who directly or indirectly provide work are provided with appropriate information, instruction, training and supervision in the precautions to follow.
* policies and procedures are being implemented.
* a suitable and sufficient risk assessment is carried out with respect to prevention and control of infection.
* an appropriate standard of cleanliness and hygiene is maintained throughout the premises at all times and that the premises are maintained in good physical repair and condition.
* appropriate standards of cleanliness and hygiene are maintained in relation to equipment at all times and that the equipment is maintained in good physical repair and condition.
* that a suitable cleaning schedule is in place and followed
* there are suitable and sufficient hand washing facilities and antimicrobial hand rubs where appropriate.
* suitable information on infections is provided to visitors and contractors, including the importance of hand washing.
* information regarding infection is passed on to any other person, as necessary.
* individuals who develop an infection are identified promptly and that they receive the appropriate treatment and care.
* the local health protection unit is informed of any outbreaks or serious incidents relating to infection within (the relevant timeframe)
* all eligible groups are enabled and supported to take up the offer of immunisation programmes.
* all staff are fully trained in and co-operate with our control of infection procedures.

Accordingly, it may at times be necessary to

* stagger start and finish times so that fewer people are together at once.
* cancel non-essential travel.
* cancel non-essential training sessions.
* support working from home for staff where possible.
* ensure that facilities are suitable to minimise the spread of infection, e.g., allowing a distance of more than two metres between attendees, and
* keep a record of relevant immunisations.

==== '''Training''' ====
Handcrafted will

* provide suitable training, including
** induction training to all staff on the prevention and control of infection
** safe handling and disposal of sharps
** prevention of occupational exposure to blood-borne viruses (BBVs), including prevention of sharps injuries
** disinfection
** food hygiene
** safe handling and disposal of waste
* keep a record of all training and updates to staff.

=== '''Infection outbreak procedure''' ===
Handcrafted insists that its staff follow any Government guidance published on self-isolation/quarantine.

Staff and trainees must report symptoms of infectious diseases and staff who have infectious disease symptoms must not come to work and, in the case of diarrhoea and vomiting, stay away for at least 48 hours after the symptoms have stopped.

Where required, notifiable outbreaks will be reported to the relevant authority e.g., HSE by Operations Director.

Handcrafted and its staff and trainees will cooperate with any investigation by a relevant authority and comply with any investigation findings.

In case of an outbreak, procedures will be put in place to keep the number of staff or trainees in contact with affected persons to a minimum and ensure they are not involved with food handling.

Staff must pay strict attention to infection control procedures, in particular to the washing of hands and the wearing of protective clothing if required.

== '''Substance misuse''' ==
This Policy will explain the responsibilities and principle behind the Handcrafted’s approach to managing the misuse of illegal drugs, alcohol and other substances by employees. Handcrafted aims to ensure that it provides a safe and productive work environment that promotes the health, safety and wellbeing of its staff.

Handcrafted has a responsibility to provide its trainees with the best possible service and ensure that all services are delivered effectively and without compromise, at the same time maintaining and promoting our reputation and integrity.

We have a duty under the Health & Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare of our staff and others. This includes taking all reasonable steps to resolve drug (illegal, prescription or recreational), alcohol and other substance misuse-related problems within the workplace. Staff also have a duty of care to trainees and colleagues and are therefore expected to co-operate with and implement this policy.

=== '''Our stance''' ===
Our position is one of not allowing the use, possession or supply of drugs, alcohol or substances by staff whilst at work or allowing staff to continue working if they are found, or if there is reason to suspect that they are, under the influence of any substance or if they smell of alcohol.

This policy should be seen in the context of a desire to promote the general wellbeing of all members of staff and the safety for trainees, colleagues and others. Handcrafted is committed to providing confidential support and specialist help where necessary to any member of staff making a disclosure regarding their misuse of substances and their intention to manage the situation more effectively.

==== '''Scope''' ====
This policy applies to all members of staff and anyone else working in our premises. Any breach of this Policy may lead to disciplinary action, up to and including summary dismissal.

=== '''The Policy''' ===
You must not come into work if you’re under the influence of alcohol, drugs (including prescription medication) or Novel Psychoactive Substances (NPS) including those formerly known as legal highs to the extent that your judgment, behaviour or ability to carry out your job is affected. This includes when you are working from home or any other premises.

If you need to drive for work reasons, of course you must also be within the relevant legal drink drive limit.

If you’ve been prescribed medication that you think might affect your ability to do your job safely and efficiently or have a medical condition that may replicate the signs of drug or alcohol intoxication, you must talk to your line manager about this as soon as you can, and before you start work.

===== '''During work''' =====
You must not consume alcohol or illegal drugs or abuse any substances (including NPS’s and solvents) while you’re working on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes if you are working at home or remotely.

===== '''Illegal drugs''' =====
You must never be in possession of, sell, or purchase illegal drugs or other substances whilst you’re working, whether on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes when you are working from home or remotely.

If you’re found in possession of illegal drugs whilst at work, or a work-related event or activity, we may report this to the police.

=== '''The Procedure''' ===
If your manager, or any other Handcrafted manager, director or Trustee has reasonable grounds to think you’re under the influence of drugs or alcohol whilst at work, they will speak to you about the situation. If they think that you are not in an appropriate condition to work, you will usually be suspended from work and invited to an investigatory meeting at a later date. This may lead to disciplinary action, up to and including summary dismissal.

==== '''Work-related events''' ====
Handcrafted policies still apply to you at events or activities that you’re attending. If you’re at a work-related event, such as a team social activity or party, whether held or not held at a Handcrafted location, and you choose to drink alcohol, we trust you will behave respectfully and appropriately at all times. You should consume alcohol only in moderation.

You must never be in possession of, sell, or purchase illegal drugs or other substances (including NPS’s and solvents) while you are at a work-related event or activity.

Any inappropriate behaviour or activity will be investigated under our Disciplinary Procedure and may lead to disciplinary action being taken against you, up to and including summary dismissal.

==== '''Drug or alcohol misuse/dependency''' ====
If you think you’ve got a problem with drug and/or alcohol misuse or dependency, we want you to know that you can talk to us before it becomes an issue at work. Your manager might talk to you if they notice any signs that suggest you could have a problem.

If you talk to your manager, they will offer support and will keep things confidential, unless they have concerns about your safety or that of other people. They will offer appropriate support, such as encouraging you to see your GP, referring you to occupational health, or for alcohol/drug misuse-focused counselling.

If you’re having treatment for a drug/alcohol problem and you need time off for appointments, we will work with you to ensure that the time is made available.

== '''Capability''' ==
This policy applies to all employees of Handcrafted, including full-time, part-time, and temporary staff. The purpose of this Capability Policy is to:

* Identify and address instances of poor staff performance in a fair and supportive manner.
* Promote continuous improvement and professional development among our employees.
* Ensure compliance with ACAS guidelines in managing staff performance.

=== '''Principles''' ===

==== '''Early Intervention''' ====
Poor performance concerns will be addressed promptly through open and supportive communication.

Supervisors and managers will provide regular feedback and coaching to help employees improve their performance.

==== '''Supportive Approach''' ====
Handcrafted is committed to supporting employees in their efforts to improve performance.

Employees will be encouraged to participate in training and development programs to enhance their skills.

==== '''Fair and Objective Assessment''' ====
Performance issues will be assessed objectively, considering relevant factors such as workload, resources, and personal circumstances.

Employees will have the opportunity to provide input and evidence related to their performance.

==== '''Training and Development''' ====
Handcrafted will provide access to training and development opportunities to help employees enhance their skills and address performance gaps.

==== '''Performance Improvement Plan (PIP)''' ====
If an employee's performance remains unsatisfactory after initial interventions, a formal Performance Improvement Plan (PIP) may be implemented.

The PIP will outline clear expectations, goals, timelines, and support mechanisms to help the employee improve their performance.

==== '''Review and Monitoring''' ====
Progress under the PIP will be reviewed regularly.

Managers and employees will discuss progress and make necessary adjustments to the plan as needed.

==== '''Dismissal as a Last Resort''' ====
Dismissal will only be considered as a last resort when all reasonable efforts to support performance improvement have been exhausted.

=== '''Procedure''' ===

==== '''Informal Stage''' ====
The line manager or supervisor will discuss concerns regarding poor performance with the employee.

The employee will be provided with constructive feedback and offered support, including access to training and resources.

==== '''Formal Stage (Performance Improvement Plan - PIP)''' ====
If poor performance persists, the employee will be invited to a formal meeting to discuss the implementation of a PIP.

The PIP will be documented in writing and shared with the employee.

The employee will have the opportunity to review and discuss the PIP and provide input.

==== '''Review Meetings''' ====
Regular review meetings will be scheduled to monitor progress under the PIP.

Adjustments to the plan may be made if necessary.

==== '''Consideration of Further Actions''' ====
If performance does not improve despite the PIP, further actions, including dismissal, may be considered in accordance with Handcrafted HR policies.

==== '''Confidentiality''' ====
All information related to staff performance, including discussions, meetings, and PIPs, will be treated confidentially in line with data protection regulations and Handcrafted policies.

==== '''Appeals''' ====
Employees have the right to appeal against decisions made under this Capability Policy. Appeals should be made in writing to the HR department, and the appeal process will be conducted in accordance with Handcrafted HR policies.

== '''Disciplinary''' ==
This policy is designed to ensure that there are effective and equitable arrangements for handling disciplinary and related matters. The purpose of the disciplinary procedure is to set out the standards of conduct expected of all members of staff and to provide a framework within which managers can work with staff to maintain those standards and encourage improvement where necessary. The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures.

==== '''Scope''' ====
In order to ensure consistent and fair treatment, this procedure applies to all members of staff, although it may not always be followed during a probationary period. It does not apply to trainees, agency workers or self-employed contractors.

Minor conduct issues can usually be resolved informally with your manager. This procedure sets out formal steps to be taken if the matter is more serious or cannot be resolved informally.

Matters relating to poor performance are dealt with via the Handcrafted Capability Policy, and matters relating to genuine sickness absence are dealt with by via the Handcrafted Absence Management policy.

This policy and the procedure set out within it does not form part of any employee’s contract of employment and we may amend it at any time. Dependant on the particular circumstances of the case, Handcrafted reserves the right to resolve matters without recourse to this policy, or to only apply certain aspects of the disciplinary procedure.

==== '''Investigations''' ====
Before any disciplinary hearing is held, or any disciplinary action is taken, the matter will be investigated in order to establish the facts. Any meetings and discussions as part of an investigation are purely for the purpose of fact-finding and are in no way be considered to be a disciplinary hearing. No disciplinary action will be taken without a disciplinary hearing.

In some cases, we may need to suspend you from work while we carry out the investigation. Suspension is not considered to be a disciplinary action and is not indicative of any prejudgment of the matter. You will remain on full pay and benefits during any period of suspension.

==== '''Disciplinary hearing''' ====
Having investigated all the facts, the Company will decide whether:

* No action is needed, or;
* The matter should be dealt with informally, or;
* Formal disciplinary action is necessary.

==== '''Formal disciplinary action''' ====
If formal disciplinary action is the appropriate course of action, a disciplinary hearing will be arranged. You will receive written notice of the date, time and venue of the hearing, including information about the alleged misconduct and its possible consequences. You will normally be given copies of relevant documents and witness statements. You will have a reasonable period of time prior to the hearing to consider and prepare your response.

Where practicable, a different person to the one carrying out the investigation will carry out the disciplinary hearing.

A nominated member of staff will normally be present at any formal hearing or interview to take notes of the proceedings.

You should let us know as early as possible if there are any relevant witnesses you would like to attend the hearing or any documents or other evidence you wish to be considered.

At the hearing you will be presented with the allegations and evidence against you. You will be given the opportunity to respond to the allegations and put forward any mitigating circumstances which you want to be taken into account.

We may adjourn the hearing if we need to carry out any further investigations in the light of any new points you have raised.

We will inform you of the decision either at this hearing or as soon as possible after it has taken place (usually within one week). You will be provided with written reasons for the decision and advised of your right to appeal.

==== '''Your right to be accompanied''' ====
You may be accompanied at the hearing by a trade union representative or a colleague, who will be allowed reasonable paid time off to act as your companion. No-one is obliged to act as a companion if they do not wish to do so. If the Company considers your choice of companion to be unreasonable (for example if they have a conflict of interest or may prejudice the hearing), we may require you to choose someone else.

Your companion may make representations to us and ask questions but should not answer questions on your behalf. You may confer privately with your companion or ask for an adjournment at any time during the hearing.

If you or your companion cannot attend on the date proposed, you can offer an alternative time and date so long as it is reasonable and is within five working days of the date proposed by the Company.

==== '''Disciplinary penalties''' ====
The usual penalties for misconduct are set out below. No penalty should be imposed without a hearing. We aim to treat all members of staff fairly and consistently, and a penalty imposed on another member of staff for similar misconduct will usually be taken into account. However, no sanction will be treated as a precedent, and each case will be assessed on its own merits.

===== '''Stage 1: First written warning''' =====
Where there are no other active warnings on your file, you will usually receive a first written warning. This will usually remain active for six months, if the disciplinary procedure is not invoked again during that time. This written warning (and any subsequent written warnings) will state:

* The misconduct or other matters complained of.
* The action necessary to remedy the situation.
* Any review period which may be agreed.
* The consequences of failure to comply with the warning (either a final written warning, or dismissal with notice).

===== '''Stage 2: Final written warning''' =====
For more serious matters, or in case of further misconduct where there is an active first written warning on your record, you will usually receive a final written warning. This warning will usually remain active for twelve months, if the disciplinary procedure is not invoked again during that time.

===== '''Dismissal or other action''' =====
In instances of gross misconduct, or where your conduct has continued to fall below our standards after due warnings have been given, you may be dismissed. Examples of gross misconduct are given below. In cases of gross misconduct, the dismissal will usually be summary (i.e., without notice).

We may consider other sanctions short of dismissal, including demotion, redeployment to another role or a period of suspension without pay (where permitted by your contract), and/or an extension of a final written warning with a further review period.

Any decision will be confirmed in writing.

==== '''Appeals''' ====
If you are not satisfied with a disciplinary decision, you may appeal within one week of being told of the decision. Your appeal should be made in writing and should indicate the full grounds upon which your appeal is made.

The appeal hearing will, where possible, be held by someone senior to the person who held the original disciplinary hearing. You may bring a colleague or trade union representative with you.

On appeal, a decision may be to confirm the previous decision, or to impose a lesser or greater penalty, or no penalty at all. We will inform you in writing of our final decision as soon as possible, usually within one week of the appeal hearing. There will be no further right to appeal.

If you are appealing against dismissal, the date on which the dismissal takes effect will not be delayed pending the outcome of the appeal. However, if your appeal is successful, you will be reinstated with no loss of continuity or pay.

=== '''Confidentiality''' ===
We aim to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All members of staff must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

Any documentation (such as witness statements, letters, warnings and meeting summaries) will be stored securely, and only shared on a ‘need to know basis’.

=== '''Examples of misconduct''' ===
Examples of misconduct which could lead to disciplinary action include, but are not limited to:

* Unauthorised absence, or failure to comply with any aspect of the sickness absence policy.
* Poor time keeping and/or time wasting.
* Failure to comply with a specific instruction.
* Excessive use of personal email or internet usage.
* Impropriety, whether or not within working hours, which Handcrafted reasonably considers to be detrimental to its interests.
* Failure to disclose any personal interest which represents a conflict of interest with the organisation or its stakeholders.
* Breach of confidentiality.
* Failure to maintain health and safety standards.
* Impaired work due to the consumption of alcohol and/or drugs.
* Persistent or regular unavailability for work due to illness, injury or otherwise.
* Abusive or unacceptable behaviour.
* Bullying and harassment of another staff member.
* Minor breaches of your contract.
* Any review period which may be agreed.

=== '''Examples of gross misconduct''' ===
We regard certain issues as so serious as to warrant dismissal without notice (known as Summary Dismissal). Such matters include, but are not limited to:

* Physical and verbal violence / assault.
* Theft.
* Serious bullying, harassment or victimisation, particularly of a discriminatory nature.
* Making untrue allegations in bad faith against a colleague.
* Deliberate and serious damage to property.
* Fraud or deliberate falsification of records (e.g., in job applications, documents relating to sickness absence, or expense claims).
* Undertaking unauthorised paid or unpaid employment during your working hours.
* Accepting or offering a bribe or other secret payment.
* Serious negligence which causes or might cause unacceptable loss, damage or injury.
* Serious incapacity at work caused by being under the influence of alcohol or drugs.
* A serious breach of confidence.
* Deliberately accessing internet sites containing pornographic, offensive or obscene material.
* Disclosure of any confidential information relating to the organisation
* Serious insubordination or rudeness to managers, colleagues, trainees, contractors, suppliers or professional contacts.
* Bringing Handcrafted into serious disrepute.
* A serious breach of health and safety rules.
* Conviction on a criminal charge relevant to your employment or damaging to Handcrafted’s interests.

== '''Harassment & Bullying''' ==
Handcrafted is committed to providing a working environment that is free of harassment and bullying, and where everyone is treated, and treats others, with dignity and respect. We will not permit or condone any form of bullying or harassment.

==== '''Scope''' ====
This policy covers bullying or harassment of or by anyone engaged to work at Handcrafted Projects, and also by third parties such as contractors or suppliers. The policy encompasses bullying or harassment that occurs in the workplace, and also out of the workplace, such as on external trips or at work-related social events.

This policy does not form part of your contract of employment, and we may amend it at any time.

=== '''Introduction''' ===

==== '''What is harassment?''' ====
Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. A single incident of this nature can amount to harassment if sufficiently serious.

Unlawful harassment may involve sexual harassment, or it may be related to any other of the Protected Characteristics detailed in our Equal Opportunities policy, which includes age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. The Handcrafted stance is that harassment is unacceptable, whether or not it is targeted at any of these categories.

Examples of harassment may include (but are not limited to) the following:

* Displays or circulation of sexually suggestive material or material with racial overtones.
* Use of slang names for racial groups, or age groups, or for disabled persons.
* Professional or social exclusion.
* Unwanted physical conduct, such as touching, pinching, pushing and grabbing.
* Unwelcome sexual advances or suggestive behaviour.
* Offensive emails, text messages or social media content.

It is important to note that harassment occurs even if the harasser perceives his/her behaviour as being harmless and without malice, or ‘just a bit of fun’. What matters is how the behaviour makes the recipient feel, and not what the perpetrator’s intentions were. Also, a person may be harassed even if they were not the intended ‘target’ of the behaviour. For example, a man may be harassed by sexist jokes about women if the jokes create an environment that is offensive to him.

==== '''What is bullying?''' ====
Bullying is a sustained form of psychological abuse. It is defined as offensive, intimidating, malicious or insulting behaviour, involving the abuse or misuse of power, which has the purpose or effect of belittling, humiliating or threatening the recipient.

Workplace bullying usually takes one of three forms: physical, verbal or indirect. It can range from extreme forms such as violence and intimidation, to less obvious actions, such as professional or social exclusion.

Examples of bullying may include (but are not limited to) the following:

* Shouting or swearing at people in public or private.
* Spreading malicious rumours.
* Inappropriate derogatory remarks about someone’s performance.
* Physical or psychological threats.
* Constantly undervaluing effort.
* Rages, often over trivial matters.
* Ignoring or deliberately excluding people.
* Overbearing and intimidating levels of supervision.
* Deliberately sabotaging or impeding work performance.

Please note that managers are duty-bound to give their team members feedback and to generally manage their performance. Legitimate, reasonable and constructive criticism of a team member’s performance or behaviour, or reasonable instructions given to an employee in the course of their employment, will not amount to bullying on their own.

=== '''Procedure''' ===

==== '''What to do if you are being harassed or bullied''' ====

===== '''Informal approach''' =====
You may be able to sort out matters informally. The person may not know that their behaviour is unwelcome or upsetting, so an informal discussion may help them to understand the effects of their behaviour and agree to change it.

If you feel able to, tell the person what behaviour you find offensive and unwelcome, and say that you would like it to stop immediately. You should keep a note of the date and what was said and done. This will be useful if the unacceptable behaviour continues and you wish to make a formal complaint.

If this is too difficult for you, then please talk to your line manager, or a trusted colleague, for advice and assistance. They may for example speak to the person concerned on your behalf or accompany you when you speak to them.

If the informal approach is not appropriate, or has not been successful, you should raise a formal grievance through the Grievance Policy.

===== '''Formal procedure''' =====
If you feel that you need to deal with an issue of harassment or bullying formally, you should do so by following to the Handcrafted Grievance Policy.

We will investigate the issue in a timely, confidential and sensitive manner. The investigation will be conducted where possible by someone with appropriate seniority and experience, and no prior involvement in the issue. Details of the investigation, and the names of the people involved, will only be disclosed on a ‘need to know’ basis. We will consider whether any steps are necessary to manage the ongoing working relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform both parties (separately) of our decision. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

==== '''Consequence of a breach of this policy''' ====
If after due investigation, we consider that a member of staff has been harassed or bullied by another remember of staff or trainee, the matter will be dealt with under the Handcrafted Disciplinary Policy as a case of possible misconduct or gross misconduct. The person concerned may be suspended on full pay during the disciplinary investigation until any eventual disciplinary proceedings have been concluded. If the complaint of bullying or harassment is upheld, a disciplinary penalty may be imposed up to and including dismissal, depending on the seriousness of the offence and all relevant circumstances.

Some bullying or harassment will constitute unlawful discrimination if it relates to any of the Protected Characteristics as detailed above and in the Equal Opportunities policy. Such behaviour could constitute a criminal offence, punishable by a fine and/or imprisonment.

Where it is found that a member of staff has been harassed by a third party, such as a customer, supplier or independent contractor, Handcrafted will take such steps as are reasonably practicable to prevent any recurrence.

If you make a complaint which is not upheld, and Handcrafted has good grounds for believing that the complaint was not made in good faith, we will take disciplinary action against you.

==== '''Protection and support for those involved''' ====
If you raise an issue in good faith, or if you participate in any investigation, you must not suffer any form of retaliation or victimisation as a result. Any member of staff found engaging in retaliation will be subject to disciplinary action.

==== '''Record-keeping''' ====
Information about an issue made by or about a member of staff may be placed on either party’s personnel file, along with a record of the outcome and any other notes or documents compiled during the process. These will be processed in accordance with our Data Protection policy.

==== '''How we can all help to stop bullying and harassment''' ====
We all have a shared responsibility to help create and maintain a working environment free of bullying and harassment. For your part, you can do this by:

* Considering how your own behaviour may affect others and changing it.
* Being receptive, rather than defensive, if asked to change your behaviour.
* Treating your colleagues with dignity and respect.
* Taking a stand if you think inappropriate jokes or comments are being made.
* Making it clear to others when you find their behaviour unacceptable.
* Intervening, if possible, to stop harassment or bullying, and giving support to victims.
* Reporting harassment or bullying to your line manager or another appropriate person.
* Being open, honest and objective in any investigation of complaints.

Managers have a particular responsibility to:

* Set a good example by their own behaviour.
* Ensure that there is a supportive working environment in their team.
* Communicate to team members what standards of behaviour are expected from them.
* Intervene to stop bullying or harassment.
* Report promptly to senior management any complaint of bullying or harassment.

== '''Grievance''' ==
From time to time, you may have a query or grievance relating to your employment with Handcrafted Projects. This policy is intended to encourage communication between you and your line manager to ensure that questions can be answered, and problems arising can, where possible, be fairly and quickly resolved.

==== '''Scope''' ====
The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures. It applies to all Handcrafted members of staff, regardless of length of service. It does not form part of your contract of employment. We may amend it at any time, and we may depart from it depending on the circumstances of any case.

==== '''What is a grievance?''' ====

===== '''Examples of issues that may give rise to a grievance''' =====
The following is a list of the types of issues that may give rise to a grievance, although this list is not exhaustive, and other issues may amount to a grievance:

* Terms and conditions of employment.
* Health and safety.
* Relationships at work.
* Working practices.
* Organisational change.
* Discrimination.
* Bullying and harassment.
* Working environment.

This grievance procedure should not be used to complain about dismissal or disciplinary action, or if your performance is being managed through the formal capability procedure. In this event you should submit an appeal under the appropriate policy.

If you feel you have either witnessed or been the victim of bullying or harassment, please refer to our Bullying and Harassment policy for further guidance and information.

==== '''The Grievance procedure''' ====

===== '''Informal resolution''' =====
If you have a grievance arising from your employment it is often best to try to resolve the matter informally by discussing it with your line manager. If this is not appropriate, you should speak to Dan Northover (CEO) or Charlotte Clarke (Chair of Trustees).

If this does not resolve the issue, you should follow the formal procedure detailed below.

===== '''Formal resolution''' =====
If your grievance can not be resolved informally, you should set out it out in writing. You should address this letter to your line manager, unless your grievance is about your manager, in which case it should be submitted to Dan Northover (CEO) or Charlotte Clarke (Chair of Trustees). Your written grievance should include:

* An indication that it is a formal grievance.
* A brief description of the nature of your complaint.
* Any relevant facts, dates and names of individuals involved.

On receiving this notice, we will acknowledge receipt and give you a realistic timeframe within which a response will be forthcoming.

In some situations, we may ask you to provide us with formal information before we can progress the matter.

Written grievances will be placed on your personnel file, along with a record of any decisions taken and any notes or other documentation compiled during the grievance process. These will be processed in accordance with our Data Protection policy.

==== '''Grievance investigation''' ====
It may be necessary for us to carry out an investigation into your grievance. This may involve interviewing and taking statements from you and any witnesses, and/or reviewing any relevant documentation.

You must cooperate fully and promptly in any investigation. We may ask you for names of witnesses for example, or to disclose any documentation to us.

When investigating a matter, we will bear in mind any concerns to raise relating to confidentiality, but you should be aware that a full investigation may not be possible without certain disclosures being made, and that, without a full investigation, it may not be possible or appropriate for Handcrafted to reach the decision on your grievance that you wish for.

If any evidence is gathered in the course of the investigation, you will be given a copy in advance of the hearing. However, in exceptional circumstances such evidence given by individuals may have to remain anonymous and/or confidential - in this eventuality you will be given an appropriate summary of the evidence.

We may initiate an investigation before holding a grievance meeting, but on other occasions we may hold a grievance meeting before deciding what investigation (if any) to carry out. In those cases, we will hold a further grievance meeting with you after our investigation and before we reach a decision.

==== '''Grievance meeting''' ====
We will arrange a grievance meeting, normally within one week of receiving your written grievance or of completing any necessary preliminary investigation.

You will be notified of the date, time and location of the meeting (which should be reasonable for you and the organisation). You should make every effort to attend grievance meetings. If you are unable to attend a meeting at the specified time, please let us know immediately, and we will try, within reason, to agree an alternative time.

If you have any difficulty with the grievance meeting, or at any other stage of the procedure, because of a disability or because English is not your first language, please let us know so that we can try to help you. We may for example invite you to bring a friend or a member of your family to the meeting, if this may help.

During the meeting your grievance will be discussed, and both parties will have an opportunity to explain their views. A third party may also be present to keep a note of proceedings. You should take the opportunity to explain your grievance, and how you believe it should be resolved. Any evidence will be taken into full consideration.

If, in the course of the meeting, we feel that further investigation is merited, we will consider adjourning the meeting, and then reconvening it at a later date, once the necessary investigations have been carried out.

We will write to you, usually within one week of the final grievance meeting, to inform you of the outcome and of any further action that we intend to take to resolve the grievance, if applicable. We will also set out your right of appeal.

==== '''Your right to be accompanied''' ====
You may bring a companion (either trade union representative or a work colleague) to any grievance meeting or appeal meeting under this procedure. Please tell us who your chosen companion is in good time before the meeting. If your chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, we may ask you to choose someone else. If Handcrafted does not consider your choice of companion to be a reasonable one, we may require you to choose an alternative. Your companion will be allowed reasonable paid time off to act as your companion. He/she is under no obligation to agree to be your companion.

If you choose to be accompanied, your companion may address the meeting and you will be allowed to confer privately with each other, but he/she should not answer questions on your behalf.

==== '''Appeal''' ====
If you are not satisfied with a grievance decision, you may appeal within one week of being told of the decision. When appealing you should set out in writing which aspects of the decision you are challenging and why.

We will hold an appeal meeting, usually within one week of receiving your written appeal, unless you have raised further evidence which requires investigation. This will be dealt with impartially, and the appeal meeting will be held, if possible, by a more senior manager who has not previously been involved in the case (although they may ask anyone previously involved to be present). You have the right to be accompanied by a companion, as set out above.

We will confirm our final decision in writing, usually within one week of the appeal hearing, unless any subsequent investigation has been necessary. Where appropriate we may hold a meeting to give you this information in person. This is the final stage of the grievance procedure, and there is no further right of appeal.

== '''Whistleblowing & Confidential Disclosures''' ==
This document is the Handcrafted Projects Whistleblowing Policy as defined under Public Interest Disclosure Act 1998. The Act protects workers who disclose information about malpractice at their current or former workplace, provided certain conditions are met.

==== '''Scope''' ====
The policy applies to all staff and trainees. Personal grievances (e.g., bullying, harassment, discrimination) are not normally covered by this policy, these are covered by the Handcrafted Projects Grievance Policy.

=== '''Introduction''' ===
Handcrafted Projects staff and trainees in any capacity, at one time or another may have concerns about what is happening. It is your duty to speak up about genuine concerns. These concerns are usually best resolved by having a conversation with your line manager.

When disclosing a concern, you must reasonably believe two things:

# That you are acting in the public interest; and
# that the disclosure may fall under one or more of the following headings of malpractice (the list is not exclusive):

* a criminal offence e.g., fraud.
* betting, corrupt conduct, inside-information.
* someone’s health and safety is in danger.
* risk or actual damage to the environment.
* a miscarriage of justice.
* an organisation is breaking the law or
* covering up wrong-doing.

You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling that it is none of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to Handcrafted Projects. You may decide to say something but find that you have spoken to the wrong person or raised the issue in the wrong way and are not sure what to do next.

Handcrafted Projects takes any form of misconduct seriously and has introduced this policy to enable staff and trainees to raise concerns early and in the right way. We encourage all individuals, where appropriate, to raise the matter as a concern rather than wait for proof.

==== '''Assurances by Handcrafted Projects''' ====

===== '''Commitment''' =====
The Handcrafted Projects Trustees are committed to this policy. If a genuine concern is disclosed under it, Handcrafted will use all reasonable endeavours to protect you, provided you are acting in good faith. This assurance does not apply to someone who maliciously raises a concern that they know is untrue.

The daily environment for a Handcrafted Projects employee or trainee may be challenging following a whistleblowing disclosure, both whilst the disclosure is being investigated and following the conclusion of the process. If you feel that your environment is not tolerable, discussions should take place with Dan Northover. We will seek to either redeploy you, suitably change your environment, or ensure that you are not disadvantaged as a result of making the disclosure.

===== '''Confidence''' =====
Handcrafted Projects does not tolerate the harassment or victimisation of anyone raising a genuine concern. However, we recognise that you may wish to raise a concern ‘in confidence’. If you ask us to protect your identity, we will not disclose it without your consent. If the situation develops and we are not able to resolve the concern without revealing your identity (for instance because evidence is required in court), we will consult with you on how you would like to proceed.

Handcrafted Projects recognises that if we do not know the identity of the person disclosing a concern, it may be more difficult to resolve the matter. Notwithstanding, we will always endeavour to balance this with the needs of anyone raising a concern.

===== '''Procedure''' =====
Once we have been made aware of a concern, we will make an initial assessment in order to decide what action should be taken. This may involve an internal investigation, or an external review/investigation completed by independent experts who are not involved in our organisation. You will be made aware of who is handling your concern and how they can be contacted.

We will act as quickly as possible to resolve the matter, though the time taken to come to a resolution will depend on the nature of the disclosure. If appropriate and confidentiality allows, you will be kept informed at all times, though this may not always be possible.

When raising a concern, you will be asked how you feel the matter might best be resolved. At this stage, we must be made aware if you any personal interest in the matter. If the concern is deemed to be covered more appropriately by the Grievance Procedure, we will make you aware and direct you to the policy. Records of disclosures will be kept in accordance with applicable law.

===== '''Raising a concern internally''' =====
If you have a concern about misconduct, you should raise it in the first instance with your Line Manager, alternatively with Dan Northover (CEO). This may be done orally or in writing. You will need to state whether you wish to raise the matter in confidence so the appropriate arrangements can be made.

If, after raising these concerns, you still feel the matter has not been addressed, or if you feel that the matter is so serious that you cannot discuss it with your manager or director, you should contact the CEO.

===== '''Raising a concern externally''' =====
In disclosure cases such as criminal misconduct or child or vulnerable adult abuse, you must inform the regulatory authorities without undue delay.

The disclosure process when dealt with internally by Handcrafted Projects may be duty bound to report externally to statutory bodies.

===== '''Keeping the Handcrafted Projects’ Trustees informed''' =====
The CEO will notify the Chair of the Trustees when a whistleblowing case has instigated. Details of the case will not be discussed at that stage. Once the findings are concluded, the Trustees will be fully informed, in confidence.

Staff Wellbeing Policy

2026-07-30T10:09:45Z

Rebekah Hook:

At Handcrafted, we are dedicated to supporting our staff and trainees in line with our Christian ethos and values. We recognise that your mental well-being is especially important given the emotionally demanding and sometimes chaotic nature of our work.

This policy sets out the resources, practices, and support systems in place to help you take care of yourself while continuing to make a difference in the lives of others.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|'''The HR & Wellbeing Steering Group'''
|-
|'''Last review and approval'''
|24/3/26
|}
----

== 1. Purpose ==
This policy is intended to support the mental health and wellbeing of all paid workers and volunteers at Handcrafted Projects. It sets out the support available, the responsibilities of managers and staff, and the practices we encourage to protect mental health and prevent burnout.

== 2. Scope ==
This policy applies to:

* All paid workers, volunteers, and trustees.
* All areas of Handcrafted's work, including front-line support roles, administrative roles, and leadership.

== 3. Roles and Responsibilities ==
'''3.1 Trustees and Senior Management'''

* Ensure appropriate measures, resources, and support systems are in place to support staff wellbeing.
* Model healthy work-life balance, including the use of annual leave.

'''3.2 Managers'''

* Managers are trained to listen, be accessible, and spot signs of mental health issues in their teams.
* We expect managers to proactively support the well-being of their staff and respond to any concerns that arise.
* Managers are responsible for arranging one or more debriefing meetings after a distressing incident involving members of their team.

'''3.3 All Paid Workers and Volunteers'''

* Take responsibility for their own wellbeing and make use of the support available.
* Support colleagues by maintaining open communication and a culture of trust within teams.
* Report concerns about their own or a colleague's wellbeing to their line manager or a member of the Human Resources and Welfare Steering Group.

'''3.4 The Human Resources and Welfare Steering Group'''

* Monitor staff welfare continuously.
* Identify areas causing stress and collaborate to resolve issues that arise.
* Review the results of the annual staff survey and make adjustments to support systems as needed.
* Act as a point of contact for staff with concerns about their own or a colleague's wellbeing.

== 4. Mental Health Resources ==

=== 4.1 Peer Support Groups ===
* Peer support is one of our main strengths when it comes mental health resources. You will be part of a group specific to your role that meets regularly so that you can share the challenges you are facing. For example, support workers meet monthly to share experiences, discuss challenges, and offer each other advice.
* Open communication and trust within teams are emphasised. We encourage you to lean on one another for support.

=== 4.2 Staff Training ===
* You will be invited to participate in training sessions held throughout the year covering topics such as stress management, time management, and burnout awareness. These sessions aim to equip you with the tools to manage stress proactively and recognise early signs of burnout. Recorded versions are also made available online if you need a refresher.
* De-escalation and aggression management training are also part of regular training at Handcrafted. They are designed to help you handle potentially threatening situations with confidence and reduce the emotional toll they cause.

=== 4.3 Counselling and Debriefing ===
* If you experience a traumatic event at work, you can request a referral for counselling through our operational director, John Hinton. We partner with organisations like Red Kite to provide professional mental health support.
* We also conduct debriefs following particularly challenging incidents to ensure everyone involved receives the support they need. This is the responsibility of area managers: to arrange one or more debriefing meetings after a distressing incident.

=== 4.4 Workplace Health Plans ===
* Every employee has the option to create a personalised Workplace Health Plan. This plan can address ongoing issues, such as mental health diagnoses or specific work preferences, and can include adjustments to work schedules or conditions to better support your well-being. Just ask your line manager if you would like to find out more.

=== 4.5 The Human Resources and Welfare Steering Group ===
* Our [[Human Resources and Welfare Steering Group]] monitors staff welfare continuously. They work to identify areas causing stress and collaborate to resolve any issues that arise.
* You can reach out to any member of this group if you have a concern about your own or a colleague's wellbeing at work and they will be able to suggest options or take any concerns forward if it would be helpful to do so.

== 5. Seeking Help When Overwhelmed ==

'''5.1 Contacting Your Line Manager'''

* If you feel overwhelmed or stressed, your first point of contact should be your line manager. We strive to ensure that all managers are approachable and that any conversations regarding mental health are treated with complete confidentiality.
* If the issue involves your line manager, you can escalate your concerns to their supervisor or reach out to higher levels of management for support.

'''5.2 Sickness and Leave'''

* If stress or burnout becomes unmanageable, we encourage you to see your GP and follow our normal sickness procedure.

== 6. Preventative Measures and Daily Practices ==

'''6.1 Downtime and Team Time'''

* We recognise the importance of downtime. Every Wednesday morning is designated as a time for team bonding, catch-up, and training. This break in the workweek acts as a "pressure valve" where you can grow connections with colleagues and recharge.

'''6.2 Work-Life Balance and Boundary Setting'''

* Maintaining boundaries between work and personal life is essential, especially in emotionally demanding roles. As part of your induction, you will receive guidance on setting boundaries with clients and managing your workload.
* We give you the option of having a separate work phone to ensure you can disconnect from work during off-hours. Additionally, we have an on-call system to manage crises, so you shouldn't be disturbed outside of your designated hours.

'''6.3 Using Annual Leave'''

* We strongly encourage you to use your annual leave and completely disconnect from work during that time. This practice is modelled by our leadership team and is essential for your mental health and effectiveness at work.

== 7. Continuous Improvement and Feedback ==

'''7.1 Annual Staff Survey'''

* We take your feedback seriously. Our annual staff survey, which includes a burnout questionnaire, helps us assess the overall well-being of our team. The results are reviewed by the Human Resources and Welfare Steering Group, and we make adjustments as needed to improve our support systems.

----

Sickness and Absence

2026-07-27T15:26:03Z

Rebekah Hook: minor edits made in alignment with Leave & Absence Policy

== Absence Notifications ==

If you are unable to attend work due to illness or another unexpected reason, you must inform your Line Manager at least an hour before your scheduled start time. It is preferred that you contact your manager directly by phone. Messages via text, social media, or email, or left on an answering machine, are not acceptable.


== Short-Term Absences (1-7 Days) ==

For absences lasting up to seven days, you are required to complete a self-certification form upon your return to work.


== Long-Term Absences (8 Days or More) ==

If you are absent for more than seven days, you must provide a doctor's certificate (Fit Note) by the eighth day of your absence. Additional certificates may be required for ongoing absences. When you return to work after an absence of more than two weeks, you will have a 'back to work' interview with your Line Manager.


== Sick Pay Provisions ==

* '''During Probation:''' Only Statutory Sick Pay (SSP) will be provided. In special cases, your manager may use discretion.
* '''After Probation:''' You are eligible for normal pay for up to 4 weeks of absence per year, provided you supply a Fit Note for absences longer than seven days.
* '''Extended Absence:''' If your absence extends beyond 4 weeks, your pay will be reduced to 50% for up to 8 additional weeks. After this period, only SSP will be available, provided you continue to provide medical certification.


== Absence Reviews ==

An absence review may be triggered if:

* You have more than 3-4 separate absences within a 12-month period.
* You have been absent for more than 5 working days in a rolling 12-month period.

During an absence review meeting, we will discuss your well-being, the reasons for your absences, any potential patterns, and how we can support you in improving attendance. We will also consider whether flexible working arrangements or adjustments to your role could help.


== External Work During Sick Leave ==

If you are on sick leave, you must obtain permission from your Line Manager to engage in any outside work, including voluntary work. Failing to do so may affect your sick pay and could lead to disciplinary action.


== Compassionate and Emergency Leave ==

Handcrafted may offer leave for personal reasons, including bereavement and domestic emergencies.

For further details, please refer to the full [[Leave & Absence Policy]].

Annual Leave

2026-07-27T15:19:15Z

Rebekah Hook: minor edits made in alignment with Leave & Absence Policy

At Handcrafted, you are entitled to take annual leave as part of your employment contract. Here you will find guidelines for requesting and managing annual leave:

== Leave Entitlement ==

* As a Handcrafted staff member, you are entitled to a specified number of days of annual leave per year as outlined in your contract. This is usually 25 days per year (pro-rata for part-time employees) plus the eight statutory bank holidays.
* The holiday year begins on your employment start date.

== Requesting Annual Leave ==

* Requests for annual leave should be made as early as possible. A general guideline is to give notice at least twice the length of the time you are requesting. For example, if you are requesting one week of leave, provide two weeks' notice.
* All leave requests must be submitted through the Airtable form for approval. Ensure that you have your Line Manager's approval before finalising any holiday plans.
* We recommend you do not book any flights/holidays before approval is given. It saves debate later on if leave cannot be granted.
* When planning your leave, consider the impact on your team and ensure that there is adequate coverage during your absence.
* It is advisable to discuss your plans with your team and Line Manager well in advance to avoid any disruptions.

== Carrying Over Leave ==

* You can carry over up to 5 days of annual leave, in discussion with your line manager.

== Different types of leave ==
Please refer to the [[Leave & Absence Policy]] for detail on other types of leave.

Staff Training and Development

2026-07-16T12:53:49Z

Rebekah Hook: /* Induction Programme */ removed word 'all' from visiting hubs and services

== Our Commitment to Learning ==
At Handcrafted, we believe that excellent support work is built on continuous learning, reflection, and professional growth. Our training programme is aimed at equipping you with the knowledge, skills, and confidence to deliver person-centred, trauma-informed support that reflects our values and strategic vision.

== Induction Programme ==
New staff members begin with a [[Handcrafted Induction|structured induction programme]] designed to give you the foundations you need to work safely and effectively from day one.

'''Your First Week''' During your first week, you'll complete essential administrative setup, receive access to all our systems, and begin engaging with our core policies and procedures. You'll watch our foundation video series covering person-centred practice, safeguarding, confidentiality, risk assessment, and lone working. You'll also meet your immediate team and begin to understand how Handcrafted operates.

'''Your First Month''' In your first month, you'll complete compliance training through short online courses, including fire safety, Prevent, and suicide awareness. Support workers will also complete additional modules on safeguarding topics including child and adult exploitation, self-harm, and self-neglect. You'll visit our hubs and services, shadow experienced colleagues, and meet senior managers—building a picture of the whole organization and how your role contributes to our mission.

'''Your Induction Half-Day''' Within your first few months, you'll attend a half-day induction session delivered by our management team. This brings together everything you've learned so far and provides essential training on record-keeping standards, professional wellbeing and boundaries, and how to access ongoing support. It will be a good opportunity to ask questions and get to know more about Handcrafted. You'll also be introduced to professional development and begin mapping your personal development journey.

'''By the End of Your Probation''' Within six months, you'll complete First Aid training, have your first Personal Development Review (PDR), and confirm that you've achieved all the foundational competencies needed for your role.

== Wednesday Morning Training: Continuous Development ==
Every Wednesday morning from 8:45-9:45am, we run [[Staff Training Sessions]] in-house that keep your skills sharp and your knowledge current. These sessions cover everything from safeguarding and trauma-informed practice to motivational interviewing, conflict management, and specialist topics like neurodiversity and addiction recovery.

Training is delivered primarily by our in-house trainer, with contributions from senior managers and external specialists. Sessions are designed to be interactive, practical, and directly applicable to your daily work.

'''Monthly Support Worker Support Groups''' provide a dedicated space on the first Wednesday of each month for peer support, case consultation, and shared learning. These sessions are facilitated but staff-led, creating a community of practice where you can bring challenges, celebrate successes, and learn from colleagues' experiences.

'''Hub-Based Team Time''' gives local teams regular opportunities to focus on service-specific development, local practice issues, and team cohesion.

== Blended Learning Approach ==
We use a mix of learning methods to ensure training is accessible, engaging, and effective:

* '''In-house sessions''' deliver Handcrafted-specific content and practical application
* '''External online courses''' cover compliance and regulatory topics
* '''External partners''' provide specialist training and accreditation opportunities
* '''Internal videos''' offer flexible, self-paced learning on core topics
* '''Practice-based learning''' through supervision, shadowing, and reflection

== Your CPD Portfolio ==
Every staff member maintains a Continuing Professional Development (CPD) portfolio that tracks your training, captures reflective practice, records supervisor observations, and documents your professional growth. This portfolio supports your annual PDR and helps you recognise how far you've come.

== External Training Opportunities ==
Where appropriate and aligned with organisational needs, we support staff to access external conferences, specialist courses, and formal qualifications. Discuss opportunities with your line manager during supervision or PDR conversations.

== Support for Your Learning ==
Learning doesn't happen in isolation. Throughout your journey at Handcrafted, you'll have:

* '''Monthly supervision''' to discuss practice development and learning needs
* '''Support Worker Support Groups''' for peer learning and consultation
* '''Annual PDRs''' to review progress and set development goals
* '''Access to the Training and Development Lead''' for guidance on learning pathways
* '''A culture of curiosity''' where questions are welcomed and mistakes are learning opportunities

Handcrafted Induction

2026-07-16T12:52:27Z

Rebekah Hook:

=== FIRST DAY ===
'''Administrative Setup''' (SSO/Lead Administrator)

* Contract signing and payroll setup
* Staff directory and key contacts
* IT accounts created (Airtable, Google, Microsoft 365 if needed)

'''Essential Reading'''

* Staff handbook access
* Quick Guides and Essentials overview

=== FIRST WEEK ===
'''IT & Systems Setup''' (SSO)

* Device allocation (laptop/phone)
* WhatsApp groups joined (if wanted)
* Personal device approval
* Access to all systems confirmed

'''Essential Policies''' (Self-directed with SSW as contact)

* Safeguarding policies (children and vulnerable adults)
* Health & Safety policy
* Devices and IT policy
* Complaints policy
* Absence booking and expenses processes

'''Foundation Video Series''' (SSO coordinates, self-paced)

# Person-Centred Approach at Handcrafted (15 mins)
# Safeguarding Overview (20 mins)
# Confidentiality and Disclosure (15 mins)
# Risk Assessment Basics (20 mins)
# Lone Working Safety (15 mins)

'''First Online Course''' (SSO assigns)

* NCSC Cyber Security Training

'''Familiarisation''' (CEO/Line Manager)

* Meet immediate team
* Overview of organisation and structure
* Job description and role expectations clarified
* Working hours confirmed

=== FIRST MONTH ===
'''Compliance Online Training''' (SSO assigns/tracks)

'''All Roles:'''

* Prevent (Prevent Channel if appropriate)
* Zero Suicide Alliance
* Fire Safety

'''Support Roles (Engage) - Additional:'''

* Health & Safety Awareness
* Self-Neglect
* Child and Adult Sexual Exploitation
* Child Criminal Exploitation, Gangs and County Lines
* Misogyny Awareness: Children and Young People
* Self-Harm Awareness

'''Role-Specific:'''

* Food Hygiene Level 2 (if role involves cookery/kitchen sessions)

'''Hub and Service Visits''' (Coordinated by hub managers/service leads) - a range of the following:

* Sunderland hub (Aidan)
* Gateshead hub (Neil)
* Durham hub (Lorraine)
* Chester-le-Street hub (Paul)
* Housing visit (John)
* Women's group visit if appropriate (Ruth)
* Accredited training activity (Keith)
* Engage gathered activity (Dan)
* Workshop induction project (John)

'''Meetings''' (CEO coordinates)

* Meet senior managers
* Shadow support sessions or activities

'''Practical Setup''' (SSO coordinates)

* CPD portfolio issued
* Uniform provided
* Keys if required
* Monthly review meetings scheduled
* Blue Light Card setup (optional)
* Vehicle checks if required (Engage roles - YCM)

=== WITHIN FIRST 4 MONTHS ===
'''Half-Day Induction Duration: 12:30 - 16:00 (3.5 hours)'''

'''Session delivered by Seymour & Dan'''

'''Part 1: Handcrafted's Approach in Practice'''

'''Part 2: Record Keeping Deep Dive'''

'''Part 3: Wellbeing, Boundaries and Support'''

'''Part 4: Your CPD Journey and Q&A'''

=== BY END OF PROBATION (Usually 6 months) ===
'''Mandatory Completions:'''

* First Aid Training (in-person, coordinated by RH)
* Health surveillance check (workshop roles only)
* First PDR completed with development plan
* External support person established (support roles)
* Confirmation of competencies achieved

Personal Development Reviews

2026-07-15T14:58:40Z

Rebekah Hook: /* Procedure */

== Purpose ==

The purpose of the Personal Development Review (PDR) is to provide a space for you to:

* reflect on your role
* share what’s going well
* identify what you want to develop
* agree support with your manager.
These reviews do not replace 1-1s but should be referred to and inform 1-1 meetings.

They are not a performance management tool.

== Procedure ==

PDRs take place every 6 months. At each review meeting the date for the next one is set (in 6 months, unless a shorter time is agreed to be helpful).

* '''Before the meeting''', you should:
** spend some time reflecting on the questions asked and on how you feel you are doing in your role.
** complete the sections in advance, so that the conversation can focus on what matters to you.
** reflect on whether and how you have achieved your objectives set in your last review.
** think about how you would like to develop over the next six months.
* '''Before the meeting''', the line manager should:
** review the objectives set at the last meeting.
** reflect on things from the past six months that should be celebrated.
** consider what kind of learning opportunities could be helpful or relevant for their staff member.
* '''At the meeting:'''
** you will discuss the questions below with your manager and agree on the objectives. This is a two-way conversation.
*'''After the meeting,''' you should:
**write up yourself what was discussed in answer to the questions
**send your completed form to your line manager
*'''After receiving your completed form,''' your line manager should:
** add their comments.
** upload this document to your staff record.
*** ''N.B. any confidential welfare matters discussed during the PDR can be simply acknowledged with a statement saying that 'confidential welfare matters were discussed', and it is the line manager's responsibility to ensure this is followed up appropriately.''
** follow up on any agreed actions with you
== Objectives and questions ==
1 Looking Back

* What are you most proud of from this period?
* What has been challenging, and how have you navigated it?
* Is there anything from this period that is still affecting you or that you'd like support with?

2 Wellbeing and Support

* How are you doing, generally? How have you been feeling about work?
* Is there anything Handcrafted or your line manager can do to better support you?

3 Role and Development

* Which areas of your role do you feel most confident in right now?
* Which areas would you like to develop or feel more confident in?

4 Learning

* What learning have you engaged in this period?
* What has it changed or strengthened in your practice?
* Is there any training or learning you’d like to pursue in the next six months?

5 Focus for the Next Period

* You will set 3 objectives or focus areas. And share how you will know if you're making progress.

6 & 7

Finally, there is time to share any other thoughts, ideas, hopes or things that didn't easily fit into the above questions. And a space for your manager to capture their observations from the last 6 months and any commitments made or actions to follow up.

Personal Development Reviews

2026-07-14T15:08:31Z

Rebekah Hook:

== Purpose ==

The purpose of the Personal Development Review (PDR) is to provide a space for you to:

* reflect on your role
* share what’s going well
* identify what you want to develop
* agree support with your manager.
These reviews do not replace 1-1s but should be referred to and inform 1-1 meetings.

They are not a performance management tool.

== Procedure ==

PDRs take place every 6 months. At each review meeting the date for the next one is set (in 6 months, unless a shorter time is agreed to be helpful).

* '''Before the meeting''', you should:
** spend some time reflecting on the questions asked and on how you feel you are doing in your role.
** complete the sections in advance, so that the conversation can focus on what matters to you.
** reflect on whether and how you have achieved your objectives set in your last review.
** think about how you would like to develop over the next six months.
* '''Before the meeting''', the line manager should:
** review the objectives set at the last meeting.
** reflect on things from the past six months that should be celebrated.
** consider what kind of learning opportunities could be helpful or relevant for their staff member.
* '''At the meeting:'''
** you will discuss the questions below with your manager and agree on the objectives. This is a two-way conversation.
*'''After the meeting,''' your line manager will:
** add their feedback.
** upload this document to your staff record.
** follow up on any agreed actions with you
== Objectives and questions ==
1 Looking Back

* What are you most proud of from this period?
* What has been challenging, and how have you navigated it?
* Is there anything from this period that is still affecting you or that you'd like support with?

2 Wellbeing and Support

* How are you doing, generally? How have you been feeling about work?
* Is there anything Handcrafted or your line manager can do to better support you?

3 Role and Development

* Which areas of your role do you feel most confident in right now?
* Which areas would you like to develop or feel more confident in?

4 Learning

* What learning have you engaged in this period?
* What has it changed or strengthened in your practice?
* Is there any training or learning you’d like to pursue in the next six months?

5 Focus for the Next Period

* You will set 3 objectives or focus areas. And share how you will know if you're making progress.

6 & 7

Finally, there is time to share any other thoughts, ideas, hopes or things that didn't easily fit into the above questions. And a space for your manager to capture their observations from the last 6 months and any commitments made or actions to follow up.

Personal Development Reviews

2026-07-14T14:43:21Z

Rebekah Hook: updated in line with new PDR template (July 2026)

== Purpose ==

The purpose of the Personal Development Review (PDR) is to provide a space for you to:

* reflect on your role
* share what’s going well
* identify what you want to develop
* agree support with your manager.
These reviews do not replace 1-1s but should be referred to and inform 1-1 meetings. They are not a performance management tool.

== Procedure ==

PDRs take place every 6 months. At each review meeting the date for the next one is set (in 6 months, unless a shorter time is agreed to be helpful).

* '''Before the meeting''', you should:
** spend some time reflecting on the questions asked and on how you feel you are doing in your role.
** complete the sections in advance, so that the conversation can focus on what matters to you.
** reflect on whether and how you have achieved your objectives set in your last review.
** think about how you would like to develop over the next six months.
* '''Before the meeting''', the line manager should:
** review the objectives set at the last meeting.
** reflect on things from the past six months that should be celebrated.
** consider what kind of learning opportunities could be helpful or relevant for their staff member.
* '''At the meeting:'''
** you will discuss the questions below with your manager and agree on the objectives. This is a two-way conversation.
*'''After the meeting,''' your line manager will:
** add their feedback.
** upload this document to your staff record.
** follow up on any agreed actions with you
== Objectives and questions ==
1 Looking Back

* What are you most proud of from this period?
* What has been challenging, and how have you navigated it?
* Is there anything from this period that is still affecting you or that you'd like support with?

2 Wellbeing and Support

* How are you doing, generally? How have you been feeling about work?
* Is there anything Handcrafted or your line manager can do to better support you?

3 Role and Development

* Which areas of your role do you feel most confident in right now?
* Which areas would you like to develop or feel more confident in?

4 Learning

* What learning have you engaged in this period?
* What has it changed or strengthened in your practice?
* Is there any training or learning you’d like to pursue in the next six months?

5 Focus for the Next Period

* You will set 3 objectives or focus areas. And share how you will know if you're making progress.

6 & 7

Finally, there is time to share any other thoughts, ideas, hopes or things that didn't easily fit into the above questions. And a space for your manager to capture their observations from the last 6 months and any commitments made or actions to follow up.

Personal Development Reviews

2026-07-14T12:47:07Z

Rebekah Hook:

HR Policy

2026-07-13T12:14:25Z

Rebekah Hook: /* Informal resolution */ Charlotte Clarke added as Trustee contact for grievances

== '''Overview''' ==
Our mission at Handcrafted is to connect with the excluded people in society and empower them to turn their lives around. Our staff work at the forefront of this mission. Our policy for Human Resources and Staff Wellbeing is built on the following principles and commitments:

# The trustees and senior management will build the capability of our team and give them the framework they need to work effectively.
# Our staff are key to our mission to connect with excluded people in society and empower them to turn their lives around.
# Our belief is that everyone is created with value and purpose; have something to contribute; live better together; should be treated with compassion and empathy; are unconditionally loved; and should have the opportunity to make a fresh start. This is true for our staff, as well as trainees. We are committed to treating our staff in this way and expect them to do likewise to other staff and trainees.
# The trustees and senior management want to see our values of creativity, empathy, empowerment and community to be present in our staff team. We want them to be able to work creatively and walk shoulder to shoulder with each other and our trainees. We want them to be empowered in their lives and empower others. And we want our staff to be part of an accepting, supporting community.
This policy should be read in conjunction with the following associated policies and guides:

* [[Absence Management Policy]]
* [[Cyber Policy]]
* [[Recruitment Policy]]
* [[On Call Working Policy]]
This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the HR & Wellbeing Steering Group as below:
{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|29/09/2025
|}

== '''Equal Opportunities''' ==
Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

Our diversity and inclusion policy outlines our commitment to creating a safe and inclusive environment for all.

==== '''Our Policy''' ====
This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

* Age
* Disability
* Race including colour, nationality, ethnic or national origin.
* Gender
* Religion or belief
* Sexual orientation
* Gender reassignment
* Civil partnership or marital status
* Pregnancy and maternity
* Criminal record

Our staff and trainees will also be protected from discrimination if:

* They are associated with someone who has a protected characteristic, for example a family member or friend.
* They’ve complained about discrimination or supported someone else’s claim.

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.

==== '''Our commitments''' ====
We will:

* Not tolerate any discrimination or harassment based on an individual's identity.
* Strive to create an environment where everyone feels respected and valued.
* Provide equal opportunity and access to resources and opportunities regardless of identity.
* Ensure that all individuals have the same chance to succeed and advance.
* Accommodate individuals with disabilities or needs to the best of our ability.
* Strive to create a workplace that reflects the diversity of our community.
* Provide training and resources to foster an understanding of diversity and inclusion.
* Actively seek to recruit and retain a diverse group of individuals.
* Celebrate the contributions of a diverse group of individuals.
* Hold ourselves and others accountable for creating a culture of inclusivity and respect.
* Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated.
* Prevent unlawful discrimination, direct and indirect and victimisation.
* Comply with our legal obligations.
* Oppose and avoid all forms of unlawful discrimination. This includes in:
** pay and benefits.
** terms and conditions of employment
** dealing with grievances and discipline
** dismissal
** redundancy
** leave for parents.
** requests for flexible working
** selection for employment, promotion, training or other developmental opportunities
* Take seriously and address any breaches of this policy.

==== '''How we will implement this in our workforce''' ====
Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

* Include appropriate equality objectives and responsibilities in each job description.
* Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment.
* Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
* Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate.
* Gather equality information on our workforce and those who use our service.
* Make all necessary reasonable adjustments and consider options for flexible working.
* Work to make our workforce more representative and where possible, undertake lawful, positive action.
* Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination.
* Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support.
* Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs.
* Make sure that there are sufficient resources in place to implement this policy effectively.

==== '''Inclusive access to our services''' ====
As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

==== '''Policy review''' ====
We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

==== '''Complaints of discrimination''' ====
If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see www.acas.org.uk.

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the Handcrafted Complaints Policy: Handcrafted Complaints Policy.docx

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

== '''Working Hours Expectations''' ==
At Handcrafted, we value flexibility in working hours while ensuring that all staff meet the expectations set out in their contracts. Your working hours expectations are set out in your contract and further details on leave can be found in the [[Leave & Absence Policy]].

== '''Absence management''' ==
Please refer to the [[Absence Management Policy]].

== '''Infectious diseases''' ==
Handcrafted has a legal responsibility under the general duties of the Health and Safety at Work etc, Act 1974, to as far as is reasonably practicable, safeguard members of staff against risks to their health, including those risks posed by infectious diseases.

In addition, there are specific regulations relevant to the control of infection including the Management of Health and Safety at Work Regulations 1999 and the Control of Substances Hazardous to Health Regulations 2002 (as amended). These regulations require employers to carry out risk assessments, record any significant findings and provide staff with adequate information, instruction and training on any risks to their health which they may face at work.

Due to the nature of the services that we provide staff may be exposed to infectious diseases or blood borne viruses (BBVs). Handcrafted will fulfil its duty as an employer to protect its members of staff and will ensure they are provided with information and training as appropriate on the potential risks posed by infectious diseases and BBVs. This policy is to be read in conjunction with risk assessments in place at Handcrafted places of work which identify who may be exposed to the risk of infection and describes management procedures to control this risk.

In particular, staff need to be aware of the risk of infection in the following areas:

* Use of sharp objects in the workshop
* Risk of sharps injury while cleaning properties and disposing of rubbish on Handcrafted premises (especially drug paraphernalia)
* Airborne viruses during pandemics such as COVID-19
* The preparation of food

It is therefore important that strict hygiene precautions are observed at all times by Handcrafted staff and trainees are prompted to maintain safe practices.

=== '''General''' ===

==== '''Designated leads''' ====
The designated lead for infection prevention and control at each Handcrafted hub is the Hub Manager. Their responsibility includes activities within the properties associated with their hub.

The designated lead will ensure:

* systems are in place that assess the risk of and prevent, detect and control the risk of infection.
* sufficient resources are available to secure effective prevention and control of infection.
* staff, trainees, contractors and other persons who directly or indirectly provide work are provided with appropriate information, instruction, training and supervision in the precautions to follow.
* policies and procedures are being implemented.
* a suitable and sufficient risk assessment is carried out with respect to prevention and control of infection.
* an appropriate standard of cleanliness and hygiene is maintained throughout the premises at all times and that the premises are maintained in good physical repair and condition.
* appropriate standards of cleanliness and hygiene are maintained in relation to equipment at all times and that the equipment is maintained in good physical repair and condition.
* that a suitable cleaning schedule is in place and followed
* there are suitable and sufficient hand washing facilities and antimicrobial hand rubs where appropriate.
* suitable information on infections is provided to visitors and contractors, including the importance of hand washing.
* information regarding infection is passed on to any other person, as necessary.
* individuals who develop an infection are identified promptly and that they receive the appropriate treatment and care.
* the local health protection unit is informed of any outbreaks or serious incidents relating to infection within (the relevant timeframe)
* all eligible groups are enabled and supported to take up the offer of immunisation programmes.
* all staff are fully trained in and co-operate with our control of infection procedures.

Accordingly, it may at times be necessary to

* stagger start and finish times so that fewer people are together at once.
* cancel non-essential travel.
* cancel non-essential training sessions.
* support working from home for staff where possible.
* ensure that facilities are suitable to minimise the spread of infection, e.g., allowing a distance of more than two metres between attendees, and
* keep a record of relevant immunisations.

==== '''Training''' ====
Handcrafted will

* provide suitable training, including
** induction training to all staff on the prevention and control of infection
** safe handling and disposal of sharps
** prevention of occupational exposure to blood-borne viruses (BBVs), including prevention of sharps injuries
** disinfection
** food hygiene
** safe handling and disposal of waste
* keep a record of all training and updates to staff.

=== '''Infection outbreak procedure''' ===
Handcrafted insists that its staff follow any Government guidance published on self-isolation/quarantine.

Staff and trainees must report symptoms of infectious diseases and staff who have infectious disease symptoms must not come to work and, in the case of diarrhoea and vomiting, stay away for at least 48 hours after the symptoms have stopped.

Where required, notifiable outbreaks will be reported to the relevant authority e.g., HSE by Operations Director.

Handcrafted and its staff and trainees will cooperate with any investigation by a relevant authority and comply with any investigation findings.

In case of an outbreak, procedures will be put in place to keep the number of staff or trainees in contact with affected persons to a minimum and ensure they are not involved with food handling.

Staff must pay strict attention to infection control procedures, in particular to the washing of hands and the wearing of protective clothing if required.

== '''Substance misuse''' ==
This Policy will explain the responsibilities and principle behind the Handcrafted’s approach to managing the misuse of illegal drugs, alcohol and other substances by employees. Handcrafted aims to ensure that it provides a safe and productive work environment that promotes the health, safety and wellbeing of its staff.

Handcrafted has a responsibility to provide its trainees with the best possible service and ensure that all services are delivered effectively and without compromise, at the same time maintaining and promoting our reputation and integrity.

We have a duty under the Health & Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare of our staff and others. This includes taking all reasonable steps to resolve drug (illegal, prescription or recreational), alcohol and other substance misuse-related problems within the workplace. Staff also have a duty of care to trainees and colleagues and are therefore expected to co-operate with and implement this policy.

=== '''Our stance''' ===
Our position is one of not allowing the use, possession or supply of drugs, alcohol or substances by staff whilst at work or allowing staff to continue working if they are found, or if there is reason to suspect that they are, under the influence of any substance or if they smell of alcohol.

This policy should be seen in the context of a desire to promote the general wellbeing of all members of staff and the safety for trainees, colleagues and others. Handcrafted is committed to providing confidential support and specialist help where necessary to any member of staff making a disclosure regarding their misuse of substances and their intention to manage the situation more effectively.

==== '''Scope''' ====
This policy applies to all members of staff and anyone else working in our premises. Any breach of this Policy may lead to disciplinary action, up to and including summary dismissal.

=== '''The Policy''' ===
You must not come into work if you’re under the influence of alcohol, drugs (including prescription medication) or Novel Psychoactive Substances (NPS) including those formerly known as legal highs to the extent that your judgment, behaviour or ability to carry out your job is affected. This includes when you are working from home or any other premises.

If you need to drive for work reasons, of course you must also be within the relevant legal drink drive limit.

If you’ve been prescribed medication that you think might affect your ability to do your job safely and efficiently or have a medical condition that may replicate the signs of drug or alcohol intoxication, you must talk to your line manager about this as soon as you can, and before you start work.

===== '''During work''' =====
You must not consume alcohol or illegal drugs or abuse any substances (including NPS’s and solvents) while you’re working on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes if you are working at home or remotely.

===== '''Illegal drugs''' =====
You must never be in possession of, sell, or purchase illegal drugs or other substances whilst you’re working, whether on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes when you are working from home or remotely.

If you’re found in possession of illegal drugs whilst at work, or a work-related event or activity, we may report this to the police.

=== '''The Procedure''' ===
If your manager, or any other Handcrafted manager, director or Trustee has reasonable grounds to think you’re under the influence of drugs or alcohol whilst at work, they will speak to you about the situation. If they think that you are not in an appropriate condition to work, you will usually be suspended from work and invited to an investigatory meeting at a later date. This may lead to disciplinary action, up to and including summary dismissal.

==== '''Work-related events''' ====
Handcrafted policies still apply to you at events or activities that you’re attending. If you’re at a work-related event, such as a team social activity or party, whether held or not held at a Handcrafted location, and you choose to drink alcohol, we trust you will behave respectfully and appropriately at all times. You should consume alcohol only in moderation.

You must never be in possession of, sell, or purchase illegal drugs or other substances (including NPS’s and solvents) while you are at a work-related event or activity.

Any inappropriate behaviour or activity will be investigated under our Disciplinary Procedure and may lead to disciplinary action being taken against you, up to and including summary dismissal.

==== '''Drug or alcohol misuse/dependency''' ====
If you think you’ve got a problem with drug and/or alcohol misuse or dependency, we want you to know that you can talk to us before it becomes an issue at work. Your manager might talk to you if they notice any signs that suggest you could have a problem.

If you talk to your manager, they will offer support and will keep things confidential, unless they have concerns about your safety or that of other people. They will offer appropriate support, such as encouraging you to see your GP, referring you to occupational health, or for alcohol/drug misuse-focused counselling.

If you’re having treatment for a drug/alcohol problem and you need time off for appointments, we will work with you to ensure that the time is made available.

== '''Capability''' ==
This policy applies to all employees of Handcrafted, including full-time, part-time, and temporary staff. The purpose of this Capability Policy is to:

* Identify and address instances of poor staff performance in a fair and supportive manner.
* Promote continuous improvement and professional development among our employees.
* Ensure compliance with ACAS guidelines in managing staff performance.

=== '''Principles''' ===

==== '''Early Intervention''' ====
Poor performance concerns will be addressed promptly through open and supportive communication.

Supervisors and managers will provide regular feedback and coaching to help employees improve their performance.

==== '''Supportive Approach''' ====
Handcrafted is committed to supporting employees in their efforts to improve performance.

Employees will be encouraged to participate in training and development programs to enhance their skills.

==== '''Fair and Objective Assessment''' ====
Performance issues will be assessed objectively, considering relevant factors such as workload, resources, and personal circumstances.

Employees will have the opportunity to provide input and evidence related to their performance.

==== '''Training and Development''' ====
Handcrafted will provide access to training and development opportunities to help employees enhance their skills and address performance gaps.

==== '''Performance Improvement Plan (PIP)''' ====
If an employee's performance remains unsatisfactory after initial interventions, a formal Performance Improvement Plan (PIP) may be implemented.

The PIP will outline clear expectations, goals, timelines, and support mechanisms to help the employee improve their performance.

==== '''Review and Monitoring''' ====
Progress under the PIP will be reviewed regularly.

Managers and employees will discuss progress and make necessary adjustments to the plan as needed.

==== '''Dismissal as a Last Resort''' ====
Dismissal will only be considered as a last resort when all reasonable efforts to support performance improvement have been exhausted.

=== '''Procedure''' ===

==== '''Informal Stage''' ====
The line manager or supervisor will discuss concerns regarding poor performance with the employee.

The employee will be provided with constructive feedback and offered support, including access to training and resources.

==== '''Formal Stage (Performance Improvement Plan - PIP)''' ====
If poor performance persists, the employee will be invited to a formal meeting to discuss the implementation of a PIP.

The PIP will be documented in writing and shared with the employee.

The employee will have the opportunity to review and discuss the PIP and provide input.

==== '''Review Meetings''' ====
Regular review meetings will be scheduled to monitor progress under the PIP.

Adjustments to the plan may be made if necessary.

==== '''Consideration of Further Actions''' ====
If performance does not improve despite the PIP, further actions, including dismissal, may be considered in accordance with Handcrafted HR policies.

==== '''Confidentiality''' ====
All information related to staff performance, including discussions, meetings, and PIPs, will be treated confidentially in line with data protection regulations and Handcrafted policies.

==== '''Appeals''' ====
Employees have the right to appeal against decisions made under this Capability Policy. Appeals should be made in writing to the HR department, and the appeal process will be conducted in accordance with Handcrafted HR policies.

== '''Disciplinary''' ==
This policy is designed to ensure that there are effective and equitable arrangements for handling disciplinary and related matters. The purpose of the disciplinary procedure is to set out the standards of conduct expected of all members of staff and to provide a framework within which managers can work with staff to maintain those standards and encourage improvement where necessary. The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures.

==== '''Scope''' ====
In order to ensure consistent and fair treatment, this procedure applies to all members of staff, although it may not always be followed during a probationary period. It does not apply to trainees, agency workers or self-employed contractors.

Minor conduct issues can usually be resolved informally with your manager. This procedure sets out formal steps to be taken if the matter is more serious or cannot be resolved informally.

Matters relating to poor performance are dealt with via the Handcrafted Capability Policy, and matters relating to genuine sickness absence are dealt with by via the Handcrafted Absence Management policy.

This policy and the procedure set out within it does not form part of any employee’s contract of employment and we may amend it at any time. Dependant on the particular circumstances of the case, Handcrafted reserves the right to resolve matters without recourse to this policy, or to only apply certain aspects of the disciplinary procedure.

==== '''Investigations''' ====
Before any disciplinary hearing is held, or any disciplinary action is taken, the matter will be investigated in order to establish the facts. Any meetings and discussions as part of an investigation are purely for the purpose of fact-finding and are in no way be considered to be a disciplinary hearing. No disciplinary action will be taken without a disciplinary hearing.

In some cases, we may need to suspend you from work while we carry out the investigation. Suspension is not considered to be a disciplinary action and is not indicative of any prejudgment of the matter. You will remain on full pay and benefits during any period of suspension.

==== '''Disciplinary hearing''' ====
Having investigated all the facts, the Company will decide whether:

* No action is needed, or;
* The matter should be dealt with informally, or;
* Formal disciplinary action is necessary.

==== '''Formal disciplinary action''' ====
If formal disciplinary action is the appropriate course of action, a disciplinary hearing will be arranged. You will receive written notice of the date, time and venue of the hearing, including information about the alleged misconduct and its possible consequences. You will normally be given copies of relevant documents and witness statements. You will have a reasonable period of time prior to the hearing to consider and prepare your response.

Where practicable, a different person to the one carrying out the investigation will carry out the disciplinary hearing.

A nominated member of staff will normally be present at any formal hearing or interview to take notes of the proceedings.

You should let us know as early as possible if there are any relevant witnesses you would like to attend the hearing or any documents or other evidence you wish to be considered.

At the hearing you will be presented with the allegations and evidence against you. You will be given the opportunity to respond to the allegations and put forward any mitigating circumstances which you want to be taken into account.

We may adjourn the hearing if we need to carry out any further investigations in the light of any new points you have raised.

We will inform you of the decision either at this hearing or as soon as possible after it has taken place (usually within one week). You will be provided with written reasons for the decision and advised of your right to appeal.

==== '''Your right to be accompanied''' ====
You may be accompanied at the hearing by a trade union representative or a colleague, who will be allowed reasonable paid time off to act as your companion. No-one is obliged to act as a companion if they do not wish to do so. If the Company considers your choice of companion to be unreasonable (for example if they have a conflict of interest or may prejudice the hearing), we may require you to choose someone else.

Your companion may make representations to us and ask questions but should not answer questions on your behalf. You may confer privately with your companion or ask for an adjournment at any time during the hearing.

If you or your companion cannot attend on the date proposed, you can offer an alternative time and date so long as it is reasonable and is within five working days of the date proposed by the Company.

==== '''Disciplinary penalties''' ====
The usual penalties for misconduct are set out below. No penalty should be imposed without a hearing. We aim to treat all members of staff fairly and consistently, and a penalty imposed on another member of staff for similar misconduct will usually be taken into account. However, no sanction will be treated as a precedent, and each case will be assessed on its own merits.

===== '''Stage 1: First written warning''' =====
Where there are no other active warnings on your file, you will usually receive a first written warning. This will usually remain active for six months, if the disciplinary procedure is not invoked again during that time. This written warning (and any subsequent written warnings) will state:

* The misconduct or other matters complained of.
* The action necessary to remedy the situation.
* Any review period which may be agreed.
* The consequences of failure to comply with the warning (either a final written warning, or dismissal with notice).

===== '''Stage 2: Final written warning''' =====
For more serious matters, or in case of further misconduct where there is an active first written warning on your record, you will usually receive a final written warning. This warning will usually remain active for twelve months, if the disciplinary procedure is not invoked again during that time.

===== '''Dismissal or other action''' =====
In instances of gross misconduct, or where your conduct has continued to fall below our standards after due warnings have been given, you may be dismissed. Examples of gross misconduct are given below. In cases of gross misconduct, the dismissal will usually be summary (i.e., without notice).

We may consider other sanctions short of dismissal, including demotion, redeployment to another role or a period of suspension without pay (where permitted by your contract), and/or an extension of a final written warning with a further review period.

Any decision will be confirmed in writing.

==== '''Appeals''' ====
If you are not satisfied with a disciplinary decision, you may appeal within one week of being told of the decision. Your appeal should be made in writing and should indicate the full grounds upon which your appeal is made.

The appeal hearing will, where possible, be held by someone senior to the person who held the original disciplinary hearing. You may bring a colleague or trade union representative with you.

On appeal, a decision may be to confirm the previous decision, or to impose a lesser or greater penalty, or no penalty at all. We will inform you in writing of our final decision as soon as possible, usually within one week of the appeal hearing. There will be no further right to appeal.

If you are appealing against dismissal, the date on which the dismissal takes effect will not be delayed pending the outcome of the appeal. However, if your appeal is successful, you will be reinstated with no loss of continuity or pay.

=== '''Confidentiality''' ===
We aim to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All members of staff must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

Any documentation (such as witness statements, letters, warnings and meeting summaries) will be stored securely, and only shared on a ‘need to know basis’.

=== '''Examples of misconduct''' ===
Examples of misconduct which could lead to disciplinary action include, but are not limited to:

* Unauthorised absence, or failure to comply with any aspect of the sickness absence policy.
* Poor time keeping and/or time wasting.
* Failure to comply with a specific instruction.
* Excessive use of personal email or internet usage.
* Impropriety, whether or not within working hours, which Handcrafted reasonably considers to be detrimental to its interests.
* Failure to disclose any personal interest which represents a conflict of interest with the organisation or its stakeholders.
* Breach of confidentiality.
* Failure to maintain health and safety standards.
* Impaired work due to the consumption of alcohol and/or drugs.
* Persistent or regular unavailability for work due to illness, injury or otherwise.
* Abusive or unacceptable behaviour.
* Bullying and harassment of another staff member.
* Minor breaches of your contract.
* Any review period which may be agreed.

=== '''Examples of gross misconduct''' ===
We regard certain issues as so serious as to warrant dismissal without notice (known as Summary Dismissal). Such matters include, but are not limited to:

* Physical and verbal violence / assault.
* Theft.
* Serious bullying, harassment or victimisation, particularly of a discriminatory nature.
* Making untrue allegations in bad faith against a colleague.
* Deliberate and serious damage to property.
* Fraud or deliberate falsification of records (e.g., in job applications, documents relating to sickness absence, or expense claims).
* Undertaking unauthorised paid or unpaid employment during your working hours.
* Accepting or offering a bribe or other secret payment.
* Serious negligence which causes or might cause unacceptable loss, damage or injury.
* Serious incapacity at work caused by being under the influence of alcohol or drugs.
* A serious breach of confidence.
* Deliberately accessing internet sites containing pornographic, offensive or obscene material.
* Disclosure of any confidential information relating to the organisation
* Serious insubordination or rudeness to managers, colleagues, trainees, contractors, suppliers or professional contacts.
* Bringing Handcrafted into serious disrepute.
* A serious breach of health and safety rules.
* Conviction on a criminal charge relevant to your employment or damaging to Handcrafted’s interests.

== '''Harassment & Bullying''' ==
Handcrafted is committed to providing a working environment that is free of harassment and bullying, and where everyone is treated, and treats others, with dignity and respect. We will not permit or condone any form of bullying or harassment.

==== '''Scope''' ====
This policy covers bullying or harassment of or by anyone engaged to work at Handcrafted Projects, and also by third parties such as contractors or suppliers. The policy encompasses bullying or harassment that occurs in the workplace, and also out of the workplace, such as on external trips or at work-related social events.

This policy does not form part of your contract of employment, and we may amend it at any time.

=== '''Introduction''' ===

==== '''What is harassment?''' ====
Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. A single incident of this nature can amount to harassment if sufficiently serious.

Unlawful harassment may involve sexual harassment, or it may be related to any other of the Protected Characteristics detailed in our Equal Opportunities policy, which includes age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. The Handcrafted stance is that harassment is unacceptable, whether or not it is targeted at any of these categories.

Examples of harassment may include (but are not limited to) the following:

* Displays or circulation of sexually suggestive material or material with racial overtones.
* Use of slang names for racial groups, or age groups, or for disabled persons.
* Professional or social exclusion.
* Unwanted physical conduct, such as touching, pinching, pushing and grabbing.
* Unwelcome sexual advances or suggestive behaviour.
* Offensive emails, text messages or social media content.

It is important to note that harassment occurs even if the harasser perceives his/her behaviour as being harmless and without malice, or ‘just a bit of fun’. What matters is how the behaviour makes the recipient feel, and not what the perpetrator’s intentions were. Also, a person may be harassed even if they were not the intended ‘target’ of the behaviour. For example, a man may be harassed by sexist jokes about women if the jokes create an environment that is offensive to him.

==== '''What is bullying?''' ====
Bullying is a sustained form of psychological abuse. It is defined as offensive, intimidating, malicious or insulting behaviour, involving the abuse or misuse of power, which has the purpose or effect of belittling, humiliating or threatening the recipient.

Workplace bullying usually takes one of three forms: physical, verbal or indirect. It can range from extreme forms such as violence and intimidation, to less obvious actions, such as professional or social exclusion.

Examples of bullying may include (but are not limited to) the following:

* Shouting or swearing at people in public or private.
* Spreading malicious rumours.
* Inappropriate derogatory remarks about someone’s performance.
* Physical or psychological threats.
* Constantly undervaluing effort.
* Rages, often over trivial matters.
* Ignoring or deliberately excluding people.
* Overbearing and intimidating levels of supervision.
* Deliberately sabotaging or impeding work performance.

Please note that managers are duty-bound to give their team members feedback and to generally manage their performance. Legitimate, reasonable and constructive criticism of a team member’s performance or behaviour, or reasonable instructions given to an employee in the course of their employment, will not amount to bullying on their own.

=== '''Procedure''' ===

==== '''What to do if you are being harassed or bullied''' ====

===== '''Informal approach''' =====
You may be able to sort out matters informally. The person may not know that their behaviour is unwelcome or upsetting, so an informal discussion may help them to understand the effects of their behaviour and agree to change it.

If you feel able to, tell the person what behaviour you find offensive and unwelcome, and say that you would like it to stop immediately. You should keep a note of the date and what was said and done. This will be useful if the unacceptable behaviour continues and you wish to make a formal complaint.

If this is too difficult for you, then please talk to your line manager, or a trusted colleague, for advice and assistance. They may for example speak to the person concerned on your behalf or accompany you when you speak to them.

If the informal approach is not appropriate, or has not been successful, you should raise a formal grievance through the Grievance Policy.

===== '''Formal procedure''' =====
If you feel that you need to deal with an issue of harassment or bullying formally, you should do so by following to the Handcrafted Grievance Policy.

We will investigate the issue in a timely, confidential and sensitive manner. The investigation will be conducted where possible by someone with appropriate seniority and experience, and no prior involvement in the issue. Details of the investigation, and the names of the people involved, will only be disclosed on a ‘need to know’ basis. We will consider whether any steps are necessary to manage the ongoing working relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform both parties (separately) of our decision. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

==== '''Consequence of a breach of this policy''' ====
If after due investigation, we consider that a member of staff has been harassed or bullied by another remember of staff or trainee, the matter will be dealt with under the Handcrafted Disciplinary Policy as a case of possible misconduct or gross misconduct. The person concerned may be suspended on full pay during the disciplinary investigation until any eventual disciplinary proceedings have been concluded. If the complaint of bullying or harassment is upheld, a disciplinary penalty may be imposed up to and including dismissal, depending on the seriousness of the offence and all relevant circumstances.

Some bullying or harassment will constitute unlawful discrimination if it relates to any of the Protected Characteristics as detailed above and in the Equal Opportunities policy. Such behaviour could constitute a criminal offence, punishable by a fine and/or imprisonment.

Where it is found that a member of staff has been harassed by a third party, such as a customer, supplier or independent contractor, Handcrafted will take such steps as are reasonably practicable to prevent any recurrence.

If you make a complaint which is not upheld, and Handcrafted has good grounds for believing that the complaint was not made in good faith, we will take disciplinary action against you.

==== '''Protection and support for those involved''' ====
If you raise an issue in good faith, or if you participate in any investigation, you must not suffer any form of retaliation or victimisation as a result. Any member of staff found engaging in retaliation will be subject to disciplinary action.

==== '''Record-keeping''' ====
Information about an issue made by or about a member of staff may be placed on either party’s personnel file, along with a record of the outcome and any other notes or documents compiled during the process. These will be processed in accordance with our Data Protection policy.

==== '''How we can all help to stop bullying and harassment''' ====
We all have a shared responsibility to help create and maintain a working environment free of bullying and harassment. For your part, you can do this by:

* Considering how your own behaviour may affect others and changing it.
* Being receptive, rather than defensive, if asked to change your behaviour.
* Treating your colleagues with dignity and respect.
* Taking a stand if you think inappropriate jokes or comments are being made.
* Making it clear to others when you find their behaviour unacceptable.
* Intervening, if possible, to stop harassment or bullying, and giving support to victims.
* Reporting harassment or bullying to your line manager or another appropriate person.
* Being open, honest and objective in any investigation of complaints.

Managers have a particular responsibility to:

* Set a good example by their own behaviour.
* Ensure that there is a supportive working environment in their team.
* Communicate to team members what standards of behaviour are expected from them.
* Intervene to stop bullying or harassment.
* Report promptly to senior management any complaint of bullying or harassment.

== '''Grievance''' ==
From time to time, you may have a query or grievance relating to your employment with Handcrafted Projects. This policy is intended to encourage communication between you and your line manager to ensure that questions can be answered, and problems arising can, where possible, be fairly and quickly resolved.

==== '''Scope''' ====
The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures. It applies to all Handcrafted members of staff, regardless of length of service. It does not form part of your contract of employment. We may amend it at any time, and we may depart from it depending on the circumstances of any case.

==== '''What is a grievance?''' ====

===== '''Examples of issues that may give rise to a grievance''' =====
The following is a list of the types of issues that may give rise to a grievance, although this list is not exhaustive, and other issues may amount to a grievance:

* Terms and conditions of employment.
* Health and safety.
* Relationships at work.
* Working practices.
* Organisational change.
* Discrimination.
* Bullying and harassment.
* Working environment.

This grievance procedure should not be used to complain about dismissal or disciplinary action, or if your performance is being managed through the formal capability procedure. In this event you should submit an appeal under the appropriate policy.

If you feel you have either witnessed or been the victim of bullying or harassment, please refer to our Bullying and Harassment policy for further guidance and information.

==== '''The Grievance procedure''' ====

===== '''Informal resolution''' =====
If you have a grievance arising from your employment it is often best to try to resolve the matter informally by discussing it with your line manager. If this is not appropriate, you should speak to Dan Northover (CEO) or Charlotte Clarke (Chair of Trustees).

If this does not resolve the issue, you should follow the formal procedure detailed below.

===== '''Formal resolution''' =====
If your grievance can not be resolved informally, you should set out it out in writing. You should address this letter to your line manager, unless your grievance is about your manager, in which case it should be submitted to Dan Northover (CEO) or Charlotte Clarke (Chair of Trustees). Your written grievance should include:

* An indication that it is a formal grievance.
* A brief description of the nature of your complaint.
* Any relevant facts, dates and names of individuals involved.

On receiving this notice, we will acknowledge receipt and give you a realistic timeframe within which a response will be forthcoming.

In some situations, we may ask you to provide us with formal information before we can progress the matter.

Written grievances will be placed on your personnel file, along with a record of any decisions taken and any notes or other documentation compiled during the grievance process. These will be processed in accordance with our Data Protection policy.

==== '''Grievance investigation''' ====
It may be necessary for us to carry out an investigation into your grievance. This may involve interviewing and taking statements from you and any witnesses, and/or reviewing any relevant documentation.

You must cooperate fully and promptly in any investigation. We may ask you for names of witnesses for example, or to disclose any documentation to us.

When investigating a matter, we will bear in mind any concerns to raise relating to confidentiality, but you should be aware that a full investigation may not be possible without certain disclosures being made, and that, without a full investigation, it may not be possible or appropriate for Handcrafted to reach the decision on your grievance that you wish for.

If any evidence is gathered in the course of the investigation, you will be given a copy in advance of the hearing. However, in exceptional circumstances such evidence given by individuals may have to remain anonymous and/or confidential - in this eventuality you will be given an appropriate summary of the evidence.

We may initiate an investigation before holding a grievance meeting, but on other occasions we may hold a grievance meeting before deciding what investigation (if any) to carry out. In those cases, we will hold a further grievance meeting with you after our investigation and before we reach a decision.

==== '''Grievance meeting''' ====
We will arrange a grievance meeting, normally within one week of receiving your written grievance or of completing any necessary preliminary investigation.

You will be notified of the date, time and location of the meeting (which should be reasonable for you and the organisation). You should make every effort to attend grievance meetings. If you are unable to attend a meeting at the specified time, please let us know immediately, and we will try, within reason, to agree an alternative time.

If you have any difficulty with the grievance meeting, or at any other stage of the procedure, because of a disability or because English is not your first language, please let us know so that we can try to help you. We may for example invite you to bring a friend or a member of your family to the meeting, if this may help.

During the meeting your grievance will be discussed, and both parties will have an opportunity to explain their views. A third party may also be present to keep a note of proceedings. You should take the opportunity to explain your grievance, and how you believe it should be resolved. Any evidence will be taken into full consideration.

If, in the course of the meeting, we feel that further investigation is merited, we will consider adjourning the meeting, and then reconvening it at a later date, once the necessary investigations have been carried out.

We will write to you, usually within one week of the final grievance meeting, to inform you of the outcome and of any further action that we intend to take to resolve the grievance, if applicable. We will also set out your right of appeal.

==== '''Your right to be accompanied''' ====
You may bring a companion (either trade union representative or a work colleague) to any grievance meeting or appeal meeting under this procedure. Please tell us who your chosen companion is in good time before the meeting. If your chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, we may ask you to choose someone else. If Handcrafted does not consider your choice of companion to be a reasonable one, we may require you to choose an alternative. Your companion will be allowed reasonable paid time off to act as your companion. He/she is under no obligation to agree to be your companion.

If you choose to be accompanied, your companion may address the meeting and you will be allowed to confer privately with each other, but he/she should not answer questions on your behalf.

==== '''Appeal''' ====
If you are not satisfied with a grievance decision, you may appeal within one week of being told of the decision. When appealing you should set out in writing which aspects of the decision you are challenging and why.

We will hold an appeal meeting, usually within one week of receiving your written appeal, unless you have raised further evidence which requires investigation. This will be dealt with impartially, and the appeal meeting will be held, if possible, by a more senior manager who has not previously been involved in the case (although they may ask anyone previously involved to be present). You have the right to be accompanied by a companion, as set out above.

We will confirm our final decision in writing, usually within one week of the appeal hearing, unless any subsequent investigation has been necessary. Where appropriate we may hold a meeting to give you this information in person. This is the final stage of the grievance procedure, and there is no further right of appeal.

== '''Whistleblowing & Confidential Disclosures''' ==
This document is the Handcrafted Projects Whistleblowing Policy as defined under Public Interest Disclosure Act 1998. The Act protects workers who disclose information about malpractice at their current or former workplace, provided certain conditions are met.

==== '''Scope''' ====
The policy applies to all staff and trainees. Personal grievances (e.g., bullying, harassment, discrimination) are not normally covered by this policy, these are covered by the Handcrafted Projects Grievance Policy.

=== '''Introduction''' ===
Handcrafted Projects staff and trainees in any capacity, at one time or another may have concerns about what is happening. It is your duty to speak up about genuine concerns. These concerns are usually best resolved by having a conversation with your line manager.

When disclosing a concern, you must reasonably believe two things:

# That you are acting in the public interest; and
# that the disclosure may fall under one or more of the following headings of malpractice (the list is not exclusive):

* a criminal offence e.g., fraud.
* betting, corrupt conduct, inside-information.
* someone’s health and safety is in danger.
* risk or actual damage to the environment.
* a miscarriage of justice.
* an organisation is breaking the law or
* covering up wrong-doing.

You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling that it is none of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to Handcrafted Projects. You may decide to say something but find that you have spoken to the wrong person or raised the issue in the wrong way and are not sure what to do next.

Handcrafted Projects takes any form of misconduct seriously and has introduced this policy to enable staff and trainees to raise concerns early and in the right way. We encourage all individuals, where appropriate, to raise the matter as a concern rather than wait for proof.

==== '''Assurances by Handcrafted Projects''' ====

===== '''Commitment''' =====
The Handcrafted Projects Trustees are committed to this policy. If a genuine concern is disclosed under it, Handcrafted will use all reasonable endeavours to protect you, provided you are acting in good faith. This assurance does not apply to someone who maliciously raises a concern that they know is untrue.

The daily environment for a Handcrafted Projects employee or trainee may be challenging following a whistleblowing disclosure, both whilst the disclosure is being investigated and following the conclusion of the process. If you feel that your environment is not tolerable, discussions should take place with Dan Northover. We will seek to either redeploy you, suitably change your environment, or ensure that you are not disadvantaged as a result of making the disclosure.

===== '''Confidence''' =====
Handcrafted Projects does not tolerate the harassment or victimisation of anyone raising a genuine concern. However, we recognise that you may wish to raise a concern ‘in confidence’. If you ask us to protect your identity, we will not disclose it without your consent. If the situation develops and we are not able to resolve the concern without revealing your identity (for instance because evidence is required in court), we will consult with you on how you would like to proceed.

Handcrafted Projects recognises that if we do not know the identity of the person disclosing a concern, it may be more difficult to resolve the matter. Notwithstanding, we will always endeavour to balance this with the needs of anyone raising a concern.

===== '''Procedure''' =====
Once we have been made aware of a concern, we will make an initial assessment in order to decide what action should be taken. This may involve an internal investigation, or an external review/investigation completed by independent experts who are not involved in our organisation. You will be made aware of who is handling your concern and how they can be contacted.

We will act as quickly as possible to resolve the matter, though the time taken to come to a resolution will depend on the nature of the disclosure. If appropriate and confidentiality allows, you will be kept informed at all times, though this may not always be possible.

When raising a concern, you will be asked how you feel the matter might best be resolved. At this stage, we must be made aware if you any personal interest in the matter. If the concern is deemed to be covered more appropriately by the Grievance Procedure, we will make you aware and direct you to the policy. Records of disclosures will be kept in accordance with applicable law.

===== '''Raising a concern internally''' =====
If you have a concern about misconduct, you should raise it in the first instance with your Line Manager, alternatively with Dan Northover (CEO). This may be done orally or in writing. You will need to state whether you wish to raise the matter in confidence so the appropriate arrangements can be made.

If, after raising these concerns, you still feel the matter has not been addressed, or if you feel that the matter is so serious that you cannot discuss it with your manager or director, you should contact the CEO.

===== '''Raising a concern externally''' =====
In disclosure cases such as criminal misconduct or child or vulnerable adult abuse, you must inform the regulatory authorities without undue delay.

The disclosure process when dealt with internally by Handcrafted Projects may be duty bound to report externally to statutory bodies.

===== '''Keeping the Handcrafted Projects’ Trustees informed''' =====
The CEO will notify the Chair of the Trustees when a whistleblowing case has instigated. Details of the case will not be discussed at that stage. Once the findings are concluded, the Trustees will be fully informed, in confidence.

Who does what at Handcrafted?

2026-06-29T15:14:32Z

Rebekah Hook:

We have a diversity of staff and roles within Handcrafted, which enables us to have flexible, tailored approaches to the unique characteristics of different areas of operation as well as suiting individuals to their strengths.

== Organisational Chart ==

== Who does what? ==

=== CEO ===
The CEO leads Handcrafted's mission to connect with people who have been excluded from society, and offer support, housing, opportunities and training that empowers them to turn their own lives around. This role involves developing new opportunities, expanding our reach, and ensuring everything Handcrafted does stays rooted in our values of Creativity, Empathy, Empowerment and Community.

=== Operations Director ===
The Operations Director oversees the operations of Handcrafted's Community Hubs in Durham, Chester-le-Street, Gateshead, Sunderland and Darlington, ensuring the effective delivery of housing support and training programmes across each hub. This role involves strategic management and coordination of hub teams and services, working alongside the Director for Young People and Training Manager to ensure a joined-up approach across the organisation.

=== Director for Young People ===
The Director for Young People oversees Handcrafted's services supporting young people, including our Engage programme for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird Homes, which offer young people leaving care a gentler, more gradual transition into independent living within a family-like, community setting. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with Handcrafted's wider mission.

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees Handcrafted's finance, strategy and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth — including our social enterprises such as The Shakey café and our Chester-le-Street screen-printing project — and leading the Business Development team.

=== Project Development Manager ===
The Project Development Manager leads on developing new pilot projects and initiatives for Handcrafted, and oversees HR and Health & Safety functions across the organisation. This role involves identifying opportunities for innovation — such as new hubs, services or housing models — ensuring new projects are set up for success, and making sure our people and premises practices are safe, fair and effective.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation and growth of Handcrafted's training programmes. This role involves overseeing training across the hubs, where activities include carpentry, cookery, creative crafts, and barista and customer service skills, delivered through our NOCN-accredited and non-accredited courses. The Training Manager aligns training programmes with our mission to empower people with practical skills, while also developing new opportunities for programme expansion, partnerships, training capacity, and our Matrix-accredited information, advice and guidance offer.

=== Deputy Director of Operations ===
The Deputy Director of Operations manages the operations of a specific hub or service, often with a focus on complex cases, such as those involving unaccompanied asylum-seeking children or young care leavers within our Engage programme. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops Handcrafted's women's groups, which run across our hubs — including in Gilesgate, Chester-le-Street, Gateshead and Darlington. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

=== Support Quality Manager ===
The Support Quality Manager oversees staff training, staff wellbeing, and the quality and safeguarding of the support Handcrafted provides. This role involves monitoring and improving the quality of care across the organisation, embedding our trauma-informed, person-centred approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub — Durham, Chester-le-Street, Gateshead, Sunderland or Darlington — including the management of housing support and training programmes. They ensure that the hub's activities align with Handcrafted's mission, providing leadership to the staff within the hub and coordinating day-to-day activities, from training sessions to community meals.

=== Assistant Manager ===
Assistant Managers support the Hub Manager in overseeing the day-to-day running of a hub, including housing support and training activities. They help coordinate staff, deputise for the Hub Manager when needed, and ensure the smooth, consistent delivery of services to residents and trainees.

=== Housing Support Officer ===
Housing Support Officers provide direct, person-centred support to residents, helping them with housing, mental health and other personal challenges through regular (at least weekly) contact, home visits, and practical help such as paperwork or accessing services. In addition, some Housing Support Officers may also deliver training courses in specific areas (e.g., cookery or catering). Engage Housing Support Officers focus on providing this support to specific groups, such as unaccompanied asylum-seeking children or young care leavers, helping them with their personal challenges and, in some cases, delivering specialised training.

=== Administrator ===
Administrators provide essential administrative support to a hub or team, helping to keep records, systems, and day-to-day office functions running smoothly. This role is key to ensuring Handcrafted's teams can focus on delivering support and training to residents and trainees.

=== Trainer ===
Trainers run training sessions in specific skill areas — such as carpentry, cookery, or creative crafts — oversee the workshops or training facilities, and deliver Handcrafted's NOCN-accredited and non-accredited training courses. This covers roles also known as Workshop Supervisor or Kitchen Supervisor in some hubs. In some cases, a Trainer may also provide some support work for residents.

=== Independent Verifier ===
The Independent Verifier checks and confirms the quality and consistency of Handcrafted's training assessments, ensuring they meet the required standards of NOCN and our other awarding bodies. This role involves reviewing assessment evidence and providing feedback to Trainers to maintain the integrity of our qualifications.

=== Training Assistant ===
Training Assistants support Trainers and other training staff by helping to run training sessions and courses, across both our general Training Team and specialist programmes such as Women's Work. This role involves assisting with the development of training programmes and supporting the delivery of hands-on training.

=== Maintenance ===
Maintenance staff keep Handcrafted's hubs and supported housing safe, functional, and well-presented, carrying out repairs and routine upkeep. In some cases, this role is combined with an Enterprise focus, contributing to income-generating activities — such as our carpentry commissions or screen-printing project — alongside maintenance duties.

=== Key Worker ===
Key Workers provide consistent, dedicated one-to-one support to a small caseload of residents, particularly within services such as Hummingbird Homes. They build trusted relationships with residents, coordinate their individual support plans, and act as the main point of contact for their wellbeing and progress, helping foster the family-like sense of belonging at the heart of these services.

=== Business Development Officer ===
Business Development Officers contribute to Handcrafted's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise — including ventures like The Shakey café and our screen-printing project. Depending on their specialism, this may involve running training sessions or group activities, and, in some cases, providing support work or leading community initiatives, such as café shifts.

=== Support Systems Officer ===
The Support Systems Officer is responsible for managing and improving Handcrafted's electronic systems related to client records, human resources, housing, and finance. This role involves ensuring data accuracy, improving user interfaces, and compiling reports to support Handcrafted's operations and growth. Additionally, they maintain social-impact measurement tools, create solutions to integrate various aspects of our work, and ensure the security of confidential information.

{{Overview}}

Supported Housing Policy

2026-06-29T13:28:00Z

Rebekah Hook: "Dan Northover" > "CEO" in review table

Our mission at Handcrafted is to provide more than just housing; we are dedicated to offering holistic support that empowers individuals and nurtures their growth, well-being, and independence. Our policy is built upon a foundation of key principles that guide our approach to housing provision and support services.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:

{| class="wikitable"
!Group or individual responsible for review
!CEO
|-
|'''Last review and approval'''
|09/09/2025
|}

== '''Principles''' ==

{{Handcrafted's Principles}}

== '''Initial Assessment''' ==
This policy outlines the procedures and guidelines for the assessment and allocation of housing services provided by Handcrafted. By adhering to this policy, Handcrafted aims to provide housing services that are accessible, fair, and responsive to people with multiple-complex needs, fostering a supportive and inclusive environment for those facing homelessness. The policy is reviewed on an annual basis to ensure its effectiveness and alignment with the needs of the community.

=== Enquiries and Applications Process ===
Enquiries and applications for housing services are received through the Supported Housing Referral Form (link).

The referral will be processed by the hub administrator and discussed at a support review meeting where the hub manager and support workers will review availability and the assessment and prioritisation criteria.

The assessment and prioritisation criteria include:

* Current housing situation
* Availability of suitable housing and suitable locations
* Potential benefits from being involved with Handcrafted.
* Referral reasons and support needs
* Risk factors

Target beneficiary groups include:

* Young care leavers with complex needs
* People affected by domestic abuse.
* Asylum seekers, refugees, and stateless people

We will aim to contact the referrer and the person they are referring, to request further information or update them on the outcome within five working days.

A decision not to allocate housing to an individual can be appealed by writing to CEO Dan Northover (dan@handcrafted.org.uk) or Project Manager John Hinton (john@handcrafted.org.uk).

=== Service Description and Promotion ===
An up-to-date and accurate description of availability is actively promoted to referrers. This description includes information on eligibility, target beneficiaries, and access methods.

The service description is available through multiple channels, such as the charity's website, printed materials, and outreach efforts.

=== Accessibility and Communication ===
Our prioritisation criteria and referral process are communicated in plain English on our website, referral form, and marketing material.

We will endeavour to ensure that beneficiaries with different communication needs have access to the information in a manner that is understandable to them.

Support is provided to residents whose first language is not English, those who are non-verbal, or those with limited understanding. This includes access to interpretation services and alternative communication methods.

Referrals who are unsuccessful in their housing applications are informed of the reasons, giving them the chance to challenge decisions resulting from assessments and prioritisation.

Where appropriate, referrals are also provided with information about alternative services or referral agencies that might better suit their needs.

=== Inclusivity and Access ===
Handcrafted pays particular attention to ensuring fair access to under-represented groups.

The eligibility criteria and application process are actively promoted to relevant agencies and the wider community to make eligible individuals aware of the service.

=== Matching and Household Compatibility ===
As part of the initial assessment process, we carefully consider the compatibility of young people with the existing household to promote safe, stable, and positive living arrangements. In addition to assessing individual needs, risks, and support requirements, we take account of the current household dynamic, including age, vulnerability, support needs, and any relevant cultural or identity considerations. This approach supports effective placements and reduces the risk of conflict or placement breakdown.

Where practicable, young people are offered the opportunity to be introduced to staff and other residents before a placement is confirmed. These introductions help young people make informed decisions, understand expectations of shared living, and feel prepared and welcomed. Young people are encouraged to ask questions and share any preferences or concerns, which are considered as part of the final placement decision.

=== House Meetings, Activities, and Managing Relationships ===
Regular house meetings are held to support positive relationships and shared responsibility within the home. These provide structured opportunities for young people to express their views, agree shared expectations, raise concerns, and contribute to decisions about communal living and activities. Meetings are facilitated by staff, recorded appropriately, and used to inform ongoing support and house management.

Staff support positive peer relationships and address any housemate-related concerns promptly and appropriately. Young people are encouraged to raise issues in a safe and supportive way, either informally or through key-work sessions. Where concerns arise, staff listen to all parties, assess risk, and take proportionate action, including mediation, revisiting house agreements, or escalating concerns in line with safeguarding and risk management procedures. All actions and outcomes are recorded and reviewed to ensure young people feel safe, heard, and supported.

=== Continuous Improvement ===
The policy and procedures are subject to regular review to identify areas for improvement in service delivery.

The policy review process incorporates feedback from beneficiaries and stakeholders to ensure their perspectives are considered and integrated into service improvements.

Handcrafted seeks to collaborate with service commissioners to identify local housing needs and adapts its services accordingly.

The aim is to ensure that Handcrafted's housing services remain responsive to the changing needs of the community.

== '''Individual Risk Assessment and Review''' ==
At Handcrafted, our priority is to provide safe and supportive housing to individuals facing homelessness. To ensure the well-being of our applicants and residents, a comprehensive needs and risk assessment is conducted prior to offering services or shortly thereafter, tailored to the needs of the individual.

=== Staff understanding and training ===
Our staff members are trained to assess risks and needs on an individual and ongoing basis. Our procedures are covered in our staff induction and training programs. At induction, staff in supportive roles are introduced to the Airtable system for record keeping and given training in how to record risks, and how to review and update resident's individualised safety plans. This is further supported by annual refresher training on the principles of risk assessment relevant to each staff member's role.

=== Appropriate and comprehensive risk assessment ===
We have developed a needs and risk assessment approach that is suitable for our residents and is fully integrated into weekly care-planning activities and ongoing monitoring.

Needs assessment begins from first engagement and, while it builds on existing information we receive from referrers, we never assume this is comprehensive and aim to build a fuller picture as quickly as possible by engaging with new residents and asking them about their needs and priorities. These are reflected in the support plans and safety plans, which are created in collaboration with individual residents.

The assessments are securely stored in our Airtable database and easily accessible to relevant staff, ensuring transparency and effective communication.

Our risk assessments (known as "safety plans") take a holistic approach to address various dimensions of risk, historical and current, including risk to self, risk to others (including staff and the wider community), and risks from others (including staff and the wider community).

=== Collaboration with Other Services ===
Our needs and risk assessments take into account the perspectives and views of other relevant services when appropriate, underpinning a collaborative and integrated approach to resident support.

=== Appropriate Use of Risk Assessment ===
Our service approaches risk constructively, avoiding inappropriate use of risk assessment to exclude people. Instead, we utilise risk assessment as a tool to enhance support planning and decision-making.

Our needs and risk assessment policy and procedures strike a balance between promoting independence and effectively managing risks, enabling residents to progress toward self-sufficiency while maintaining their safety.

Our staff harness the insight of individual residents during the assessment of needs and risks, promoting a person-centred approach.

Additionally, specialist expertise is sought when required to ensure accurate and informed assessments.

=== Ongoing Review of the Risk Assessment ===
Needs and risk assessments are subject to regular review to accommodate changing circumstances and evolving needs. Review takes place through the mechanism of the weekly support planning team meeting during which the support team checks the previous week's activities and the planned support against the support plan and safety plan, making sure that our work is aligned to the long-term agreed direction of travel for an individual as well as responsive to any emerging changes. This proactive approach ensures that our support remains relevant and effective.

Needs and risk assessments, along with support and risk management plans, are therefore reviewed consistently and systematically as well as responsively. All changes are recorded with rationale explained in the daily contact notes and the nature and frequency of contact is determined according to need, with a minimum of twice a week.

The risk assessment is presented in the support database alongside the risk management plan, support plan and contact notes, so that it can be reviewed at weekly support planning meetings and whenever a safeguarding concern has been raised. All safeguarding-related entries to the daily contact notes are flagged by the writer and reviewed within 24-hours by a member of the safeguarding team and will trigger reviews of the risk assessment.

=== Continuous Improvement of our Policy ===
We are committed to continuous improvement. We incorporate resident and stakeholder input to drive positive change.

This policy is reviewed in response to changing legislative or contractual requirements, at minimum every three years. This ensures alignment with best practices and evolving standards.

=== Internal Quality Monitoring ===
Senior members of the support team (Senior support supervisor, safeguarding officers and area managers) are responsible for monitoring needs and risk assessments along with the contact notes to ensure our processes are effective, efficient, and compliant with our policies.

{| class="wikitable"
! Who
! What
! When
|-
| Safeguarding officer
| Safety Plan (Risk Assessment), Support Plan, contact notes. Check that these are up to date and accurate. Make sure actions taken are in accordance with relevant policies.
| Any time a contact note is flagged as having relevance to safeguarding
|-
| Safeguarding Steering Group
| Safety Plan (Risk Assessment), Support Plan, contact notes. Make sure policy has been followed. Recommend adjustments to the assessments or plans where relevant.
| At monthly meeting if safeguarding concern is serious, ongoing or unresolved
|-
| Senior Support Worker
| Safety Plan (Risk Assessment), Support Plan, contact notes. Follow up on missing information or lack of clarity, and check that best practice is being followed in record keeping and delivery of support.
| Review in response to an incident or concern and as part of continuous supervision of the support teams
|-
| Hub Managers
| Safety Plan (Risk Assessment), Support Plan, contact notes. Ensure alignment of practice with Handcrafted Principles. Check if any quality issues need to be addressed with the local team or individuals. Alert to problems.
| Weekly using a dashboard on the database to keep teams accountable
|}

== '''Support Planning and Review''' ==

=== Support Planning Principles ===
At Handcrafted, we are committed to providing holistic and individually tailored support to people facing homelessness. Our support plans are designed to address the unique needs and risks identified through our assessment process, ensuring the well-being and progress of our residents.

Our support plans incorporate individual outcomes that are discussed with residents to ensure their active involvement in shaping their journey towards stability and independence.

We proactively address residents' move-on, and resettlement needs from the very beginning of their engagement with our services, promoting a holistic approach to their housing journey.

=== Stages of Empowerment and Goal setting ===
Where it is appropriate support plans will incorporate SMART objectives that are clearly understood by residents, providing tangible milestones that guide their progress toward achieving their desired outcomes.

In the majority of cases support workers are trained to observe how people’s expectations of themselves change over time and to capture the small, unplanned successes that emerge as a side-product of feeling safe, belonging, and growing in confidence.

For many people with complex needs, and volatile lifestyles, specific objectives can ‘set them up to fail’ rather than broadening a range of creative possibilities and unfolding discoveries. So, we record and monitor empowerment across four broad stages which are defined as:

* Entering – “I am open to using resources available to me with some support.”
* Engaging – “I am using my own initiative and taking hold of opportunities.”
* Applying – “I have my own ideas of what I want to do using my new skills.”
* Extending – “I am looking beyond myself, to build up my community.” OR “I am taking steps to strike out on my own without needing support.”

=== Support Planning Approach ===
We look to see people empowered in five areas:

* Living Space – A safe place to live that feels like home.
* Using Time – Something meaningful to do each day.
* Social Life – People to talk to and a good support network.
* Self Confidence – Trust in our own abilities and having something to give.
* Coping Strategies – Ways to cope and bounce back when things get tough.

These five areas arose from a consideration of where the typical needs of the people we work with intersected with the service we offer. In terms of the service we offer, the core of our work is to do two things: we provide housing (living space) and we facilitate meaningful activity (using time). But we don’t just give people a home and something to do; it’s also fundamental that there is an invitation here to also become part of a supportive community (social life). In turn, we noted from experience that gains in ‘self-confidence’ are the pivot on which sustainable change occurs - it’s an essential ingredient in enabling people to go on ultimately without our help.

Finally, the category of ‘coping strategies’ is grounded in an adaptive, behavioural model of health and wellbeing rather than a disease model. This applies in respect of addiction particularly, but also to many other areas where there are complex needs. We wanted an area that reflected our assumption that people are essentially resourceful and that unhealthy coping mechanisms can be replaced with healthy ones.

=== Support Planning Documentation and Quarterly Reviews ===
See Annex 1 for an example Support Plan covering the five areas.

This will be completed when a new resident moves into a property and updated quarterly thereafter. The review will be based on contact notes, data, and client feedback.

The support plan may also be reviewed by the Safeguarding Steering Group when a safeguarding concern is raised.

=== Weekly Support Planning ===
Support staff will meet weekly to review the support plan, risk assessment and contact notes.

This review will be used to plan support activities, and make any required changes to the support plan, personal details, or risk assessment.

The review will use the Airtable form (link) and include:

* What has been happening in the last week?
* Any issues identified?
* What do we plan to do this week and who is going to do it?
* The priority level for the resident this week
* Any updates to the safety plan in response to changes in risk or presentation

Contact notes will be categorised according to the range of support activities that Handcrafted can offer (Annex 2).

=== Accessible and Secure Documentation ===
Copies of all support and risk management plans are securely stored and accessible to relevant staff and can be made available to residents upon reasonable notice being given, promoting transparency and effective communication. The support plan is stored on the individual’s record in Airtable alongside their personal details, support notes, referral reasons, and their risk assessment.

=== Collaboration with Other Services ===
We actively collaborate with other care and support services, ensuring that our support planning takes into account the broader spectrum of residents' needs beyond what is addressed directly within our service.

When needed, we seek specialist expertise to inform the development of support plans, ensuring the highest quality of care.

Our support and risk management plans complement any statutory care plans or support plans provided by other agencies, promoting comprehensive and integrated support.

=== Informing Service Development ===
Reviews of needs, risks, and outcomes serve as valuable insights for service development and strategic planning, ensuring ongoing improvement and alignment with resident needs.

== '''Resident Involvement''' ==
At Handcrafted, we recognise that residents’ experiences, views, and outcomes drive service development and strategic planning. We are committed to actively involving residents in shaping their support and accommodation, and to regularly listening to and responding to their views and wishes as a core and routine part of our practice. Resident involvement is embedded across all aspects of assessment, planning, delivery, and review to ensure services remain safe, effective, and responsive to individual needs.

Our approach centres on empowering residents, promoting independence, and fostering meaningful participation and community engagement. By listening to residents’ views, respecting diversity, and promoting autonomy, we aim to deliver high-quality, person-centred supported accommodation that enables individuals to achieve positive outcomes.

=== Choice, Control, and Ongoing Participation ===
Residents are supported to exercise choice and control over their support at all times. They are empowered to request reviews, raise concerns, provide feedback, and suggest changes whenever they wish. This right is clearly communicated through service information, introduction meetings, and ongoing key-work sessions.

Resident involvement is integral to needs and risk assessments, support planning, and reviews. Staff ensure that residents’ views, preferences, and aspirations are central to all decision-making processes. Residents are actively involved in weekly support reviews and in more formal quarterly support-plan reviews, during which priorities are jointly agreed with their key worker for the coming period.

Support is not delivered in a fixed or prescriptive way. Instead, staff regularly listen to residents during each session and adapt plans, activities, and approaches in response to what residents say is working well, what they want more of, and what they feel needs to change.

=== Listening to Feedback and Responding to Residents’ Views ===
Handcrafted has clear systems in place to ensure that residents’ feedback is consistently listened to, accurately recorded, and used to inform practice at both an individual and service level. Feedback may be positive, raise concerns, or request changes to support, and all forms of feedback are treated with equal importance.

Positive feedback is recorded to identify strengths in accommodation, support, training, activities, and opportunities. This enables managers and staff to understand what residents value and to ensure effective practice is maintained and developed. Where appropriate, staff record short, direct quotes from residents to ensure their voice is clearly represented and preserved.

Where residents raise concerns or dissatisfaction, these are taken seriously and responded to promptly. Staff ensure concerns are clearly recorded, shared with managers, and followed up appropriately. This demonstrates that residents are listened to and that their concerns lead to action and learning. Any feedback that meets the threshold of a formal complaint is managed in line with the Complaints Policy to ensure fairness, transparency, and accountability.

Residents are also encouraged to request changes to their support or additional help at any time. These requests are recorded and reviewed through team meetings, support reviews, and individual support plans. Staff adapt support flexibly and proportionately, ensuring that plans evolve in response to residents’ changing needs, wishes, and circumstances.

=== Transparency, Recording, and Accountability ===
Residents’ views are clearly documented within assessment records, support plans, and review notes. Where a resident disagrees with an assessment, decision, or aspect of their support, this is recorded transparently to evidence their involvement and voice. Staff are trained to ensure all records reflect a person-centred approach while maintaining appropriate risk management.

Managers use recorded feedback and support requests to monitor practice, identify themes, and ensure appropriate follow-up. This oversight supports continuous improvement and helps ensure residents consistently receive support that reflects their views and promotes positive outcomes.

=== Staff Competence and Values ===
All staff involved in assessment, support planning, and key-work are trained to work in a respectful, inclusive, and empowering way. Induction and ongoing training emphasise the importance of listening to residents, involving them meaningfully in decisions, and responding flexibly to their views and wishes.

Staff are expected to embody Handcrafted’s values of empathy, respect, and empowerment and to ensure residents feel heard, valued, and involved in shaping their own support.

=== Visitors ===
Handcrafted recognises that positive and appropriate visitors can play an important role in supporting residents’ mental health, emotional wellbeing, and social development. Visitor arrangements are therefore managed in a way that balances these benefits with the need to maintain a safe, respectful, and well-managed living environment for all residents, staff, and neighbours.

* Visitors are permitted '''only with prior approval''' from Handcrafted and remain the responsibility of the resident at all times.
* '''Overnight visitors are not permitted''' unless express permission has been granted in advance by Handcrafted.
* No more than '''two visitors''' may attend at any one time without express permission.
* Residents must not provide visitors with keys or unrestricted access to the accommodation.
* Residents must not allow entry to individuals who have been '''banned from the property'''.
* Visitors must comply with all '''house rules''', including expectations relating to behaviour, noise, fire safety, and health and safety.

Residents are accountable for the conduct of their visitors and may be held responsible for '''any damage, nuisance, or breaches of policy''' arising from visitor behaviour.

=== Access Rights and Data Protection ===
Residents have access to their records and may request copies of assessments, plans, and reviews. All information is managed in accordance with the Data Protection Act to ensure confidentiality and privacy.

=== Cultural, Religious and Individual Needs ===
Support is delivered in a way that recognises and respects residents’ cultural, religious, lifestyle, and identity needs. Information and support are adapted as required to ensure accessibility and inclusion.

=== Involvement of Wider Support Networks ===
Where appropriate and with the resident’s consent, assessments and support planning involve other professionals, family members, carers, and friends. This collaborative approach strengthens outcomes and ensures support reflects the resident’s wider context and wishes.

=== Balancing Choice and Risk ===
Staff are trained to balance residents’ preferences with effective risk management. Where disagreements arise, these are handled sensitively, with clear recording of discussions and decisions, ensuring residents’ views are acknowledged and respected.

=== Pre-Acceptance Engagement ===
Prospective residents are given opportunities to visit the service and meet staff before accepting an offer, supporting informed decision-making and reducing anxiety.

=== Promoting Independence and Community Engagement ===
Residents are supported to develop independence through skills training, practical support, and access to appropriate services. Support plans reflect individual goals relating to education, employment, training, health, and social inclusion.

Residents are encouraged to participate in their local community, maintain relationships with friends and family where safe and appropriate, and engage in social, cultural, and democratic activities. Barriers to participation are identified and addressed within support planning to build confidence, skills, and self-esteem.

== '''Policy provisions for young people''' ==

=== '''Entering young people's bedrooms''' ===
A young person’s bedroom should not generally be entered without their permission or advance notice, such as for a facilities inspection where relevant. In most instances, staff should inform the young person in advance of a check or inspection and agree a time for the staff member to gain access to the bedroom. Immediate searching without permission may be necessary where there are reasonable grounds for believing that there is a safety risk to the young person or another person. If staff need to enter the young person’s bedroom without permission or advance notice, they should inform the young person that they are entering the room and explain the purposes for entering immediately. If a member of staff has entered a young person's bedroom, this should be made clear in the contact note for that visit, ensuring accurate records are kept. As part of the young person's introduction to the service, they will be informed of Handcrafted's policy on entering bedrooms in supported housing accommodation.

=== '''Managing, administering, and disposing of medication, including processes for record keeping''' ===
Young people are expected to store and self-administer their own prescribed medication, with staff offering a minimal level of practical support (such as providing a lockable medication box or helping set reminders) when needed to promote safe and independent medication management. If staff have any questions or concerns about a young person's medication, or ability to self-administer, they should initially discuss these with the young person. If a young person appears unable to manage their own medication safely even with support, this may indicate that a higher level of care is required, and staff should record concerns, follow safeguarding procedures, and liaise with relevant professionals, such as a GP or community pharmacist. Young people should dispose of their own unused or expired medication by returning it to a pharmacy. Staff may offer practical support with this where needed, ensuring medication is never placed in general waste or removed without the young person's knowledge, unless there is a safeguarding concern. Staff must ensure clear factual records are kept regarding support or concerns with medication, using contact notes on the Airtable system.

== '''Repairs and maintenance''' ==
Handcrafted aims to provide a secure and well-maintained housing environment for our residents. Through proactive maintenance, regular inspections, and resident engagement, we strive to create a place where residents can live with peace of mind and have a stable home that feels safe and helps them to thrive.

This policy should be read in conjunction with:

* The Decent Homes Standard
* Housing Health and Safety Rating System (HHSRS)
* National Standards for Supported Housing (NSE)
* The Landlord and Tenant Act (1985)
* The Homes (Fitness for Human Habitation) Act 2018
* The Building Regulations 2010 (Including Amendments)
* The Management of Health and Safety at Work Regulations 1999
* The Environmental Protection Act 1990
* Housing Act 2004

=== Reporting Procedures for Residents ===
At Handcrafted, we are committed to providing safe and well-maintained housing for our residents. To ensure this, we have established clear procedures for residents to report any issues related to building conditions, safety concerns, or equipment maintenance.

Each property has a clearly displayed QR code which can be used to access our reporting form. This can be accessed by the resident themselves at any time or with assistance from a support worker during their regular house checks.

=== Preventative Maintenance and Repair Program ===
We have a preventative maintenance and repair program aimed at minimising preventable deterioration of our buildings, accommodation, grounds, equipment, and furnishings.

Every time a new resident moves in, our housing staff inspect the property unit to ensure that it meets our safety and quality standards. Additionally, property units are inspected at least annually to identify any maintenance or safety needs.

=== Regular property safety checks ===
Our housing and property managers conduct regular physical examinations of the buildings to identify potential safety and security concerns. This proactive approach allows us to address issues promptly and maintain a secure living environment. These checks are conducted by trained staff members who use a detailed checklist based on the HHSRS guidelines to identify any emerging hazards or maintenance issues. This frequent assessment allows for the rapid detection of risks across 29 categories, including but not limited to, electrical and fire safety, structural integrity, damp, and mould growth, falling hazards, and excess cold.

Recognising the significant health risks associated with damp and mould, we have developed a specialised section within our Preventative Maintenance and Repair Program to address these concerns directly (see Annex 3)

We engage external health and safety experts to assist in the assessment and mitigation of complex hazards identified during our inspections. This collaborative approach ensures that our residents benefit from the highest standards of expertise and care in maintaining safe and healthy living environments.

Ongoing education and the provision of advanced tools enable our staff to conduct thorough and effective inspections, underpinning our commitment to a high standard of care.

=== Person-centred Approach to Repairs ===
We encourage our residents to be proactive participants in our safety culture. As part of our regular checks, feedback mechanisms are in place for residents to report any concerns or hazards they observe.

We value our residents' input and needs. Timescales for non-emergency repairs can be mutually agreed upon with residents, fostering a resident-focused approach that respects their schedules and preferences.

=== Safety Plans and Reporting Lines ===
Each property under our care has a safety plan in place, clearly outlining procedures to follow in the event of building emergencies. A reporting line for responding to such emergencies is established to ensure swift and effective action.

=== Repair Categories and Timescales ===

==== Emergency Repairs ====
Definition: Repairs that pose an immediate risk to health, safety, or security. This includes issues such as severe leaks, gas leaks, electrical hazards, and security breaches.

Timescale: Response within 6 hours, with the aim to resolve or make safe within 24 hours of the report.

==== Urgent Repairs ====
Definition: Repairs that significantly affect the comfort or convenience of residents but do not pose an immediate risk. Examples include minor leaks, heating failures in cold weather, and significant appliance malfunctions.

Timescale: Response within 3 working days, with a resolution aimed within 5 working days.

==== Routine Repairs ====
Definition: Repairs that do not immediately affect health, safety, or significant comfort. This category includes issues like minor plumbing issues, cosmetic repairs, and general wear and tear maintenance.

Timescale: Response within 5 working days, with a resolution aimed within 28 days.

==== Planned Maintenance ====
Definition: Repairs and maintenance work that is foreseeable and can be scheduled in advance. This includes regular inspections, safety checks, and upgrades.

Timescale: Planned and scheduled on a case-by-case basis, communicated well in advance to the residents.

=== Implementation and Communication ===

==== Reporting and Tracking ====
Residents are encouraged to report repairs through our established channels. Each report will be logged, categorised according to the urgency level, and assigned a unique tracking number for residents to follow up on the status of their repair.

==== Flexible Scheduling ====
For non-emergency repairs, residents will have the option to schedule repair work at a time that minimises inconvenience, respecting their personal schedules and preferences.

==== Communication Protocol ====
Residents will be informed of the expected timescale upon reporting a repair. Updates will be provided if there are any changes to the initial timescale due to unforeseen circumstances.

==== Resident Feedback ====
Residents' involvement in safety-related matters is of utmost importance to us. We engage with residents through one-to-one support, anonymous feedback opportunities and an annual feedback committee, including both residents and housing and support staff, to address safety concerns, facilitate open communication, and collaboratively enhance safety measures.

Post-repair feedback will be solicited from residents to assess the quality of work and the efficiency of the repair process. This feedback will be used to continually improve our maintenance services.

== '''Housing Complaints''' ==

=== Complaints from occupants of Handcrafted Supported Housing ===
Handcrafted encourages residents of our supported housing to comment on the standard and quality of the services received. This information can be used to improve the service and to address bad practice.

Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness. A complaints procedure forms part of the licence agreement (Annex 4).

Complaints can be made for several reasons:

* Substandard quality of service
* Behaviour of a member of staff
* Poor attitude of a staff member
* Failure to provide adequate support.
* Problems with the accommodation not being resolved in a timely manner.

Confidentiality will be maintained throughout the complaints procedure. Only those staff who need to know about the complaint will have access to details.

==== In the First Instance ====
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgmental regard, and the ethos of listening first that we aspire to cultivate with all supported housing residents.

Supported housing residents are seen by support workers at least twice a week and regularly contacted, giving the opportunity for any concerns to be raised and addressed.

==== Formal Complaints ====
Complaints may take the form of a formal letter or email addressed to the Hub Lead, line manager or a member of the Handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level.

Management support will be offered to clients from the outset of a complaint. Access to independent advice or help will assist with overcoming many of the barriers that clients may encounter. This may be from friends, relatives, advice centers or local advocacy groups.

All complaints will initially be dealt with by the line manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

==== Appeals ====
If a complaint cannot be resolved satisfactorily or the occupant is unhappy with a decision, they can appeal further to CEO Dan Northover or Operations Director John Hinton to investigate the matter. Handcrafted staff will support occupants to appeal in writing if they wish to do so or support them by arranging an opportunity to speak to the CEO or Operations Director.

=== Complaints from Members of the Public ===
From time to time, members of the public may wish to make a complaint about one of the properties we manage or the occupants of the properties.

Complaints may include:

* Noise disturbance at a property
* Health and safety hazards posed by the state of a property.
* Concerns about criminal activity
* Other antisocial behaviour by occupants

Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness.

When occupying Handcrafted Supported Accommodation, licencees agree to keep the property to a certain standard and to adhere to rules of behaviour. Some complaints may therefore result from breaches of this agreement. Where this is the case, Handcrafted makes a measured, proportional response that may range from agreeing a documented management plan with clear outcomes, through to issuing verbal or written warnings, proceeding eventually to termination of the licence agreement.

==== In the First Instance ====
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard, and the ethos of listening first that we aspire to cultivate with all residents and members of the public.

Members of the public who have concerns are invited to contact the local Hub Lead who oversees the property by phone or email to have a conversation about the concern and see if it can be quickly resolved.

If this is not satisfactory, a formal complaint can be lodged.

==== Formal Complaints ====
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the Handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level.

All complaints will initially be dealt with by the relevant Hub Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

==== Appeals ====
If a complaint cannot be resolved satisfactorily or the member of the public is unhappy with a decision, they can appeal further by emailing or writing to CEO Dan Northover or Operations Director John Hinton to look into the matter.

== '''Move-on and Exit''' ==
Handcrafted is committed to supporting our residents in their journey towards independence, recognising the significance of stable housing in achieving personal growth and self-sufficiency. This policy outlines the procedures and support mechanisms in place to assist residents in applying for independent housing, alongside preventative strategies, and interventions to avoid eviction. By providing comprehensive support, preventative interventions, and respecting tenant rights, we aim to foster resilience, independence, and well-being.

=== Support for Independent Housing Applications ===

==== Assessment and Planning ====
Upon referral, a needs assessment will be completed for each resident, identifying support needs and risks related to eviction vulnerability. We will continuously review this assessment at weekly support team meetings and quarterly reviews, to evaluate their readiness for independent living, considering their strengths, needs, and preferences.

A personalised move-on plan will be discussed in partnership with the resident as part of their support plan reviews, detailing the steps and support required to secure independent housing.

==== Application Assistance ====
Residents will receive assistance in identifying suitable housing options, completing applications, and preparing for housing interviews. Support will be provided to ensure residents understand the various housing options available, including social housing, private renting, and supported housing schemes.

We will make it clear to residents that they always have the right to seek out tenancy advice independently from ourselves.

==== Financial Planning ====
Guidance on budgeting, benefits, and financial management will be provided to prepare residents for the financial responsibilities of independent living. Assistance and signposting to advocacy services will be offered for applying for housing benefits and other entitlements.

=== Preventative Actions and Interventions to Avoid Eviction ===

==== Early Identification of Risks ====
Prior to move-in or within the first 24 hours, residents will be informed about their rights and obligations, to help them understand their responsibilities and the support available to sustain their tenancy.

Regular assessments will be conducted to identify any potential risks that may threaten a resident's housing stability. A proactive approach will be taken to address issues such as rent arrears, behavioural concerns, or breaches of tenancy agreements. Residents experiencing financial difficulties will be provided with support to manage debt, negotiate payment plans, and access emergency funds if necessary.

All interventions will be designed to address the specific needs of the resident, incorporating elements of trauma-informed care and harm reduction.

=== Warnings, Notifications, and Resident Rights ===

==== Ending the Licence Agreement ====
The Licensee can end the Licence Agreement with us by giving us 28 days warning contained in a Notice.

We can end the Licence Agreement with you if:

# They have failed to comply with or breached any of the conditions of the Licence Agreement or,
# We have deemed that the Accommodation is no longer suitable to their needs or,
# Suitable alternative accommodation has been offered to them or,
# They have failed to pay The Charges that are due or,
# They present a serious risk to themselves, our staff or neighbours,
# We believe that they have abandoned the Accommodation.

For points 2 to 5 above we will use the following procedure unless we consider that there are grounds for immediate termination (see below):

'''Stage 1:''' Written Warning: We will issue a written warning clearly describing the breach of the Licence Agreement, or the conditions that have not been met. You will also be informed of the consequences of any further breaches. A copy will be placed on your file and will remain current for three months.

'''Stage 2:''' Final written warning: We will issue a second written warning. You will be advised that any further occurrence will result in us ending your Licence Agreement. A copy will be placed on your file and will remain current for three months.

You may not accrue more than one written warning at each stage.

'''Stage 3:''' Notice ending Licence Agreement “Notice to Quit”

a. We will write a report that clearly describes the breaches of the Licence Agreement that have taken place, quoting the relevant sections of the Licence Agreement and associated schedules, and the reason why ending it is considered appropriate.

b. We will issue Notice to Quit attaching the report, stating that the Licence Agreement will be terminated 4 weeks after service on you expiring on a Sunday and that you will then be required to vacate the Accommodation.

c. Should you fail to comply with the Notice to Quit we may start proceedings to obtain a possession order for your removal from the Accommodation unless you are deemed to have abandoned the Accommodation (see below).

==== Grounds for immediate termination ====
Actions or behaviour deemed to be grounds for immediate termination, including gross violations of House Rules, see Schedule 4, may result in immediate termination of this Licence Agreement by issuing a Stage 3 Notice to Quit without first issuing either written warning. Examples of gross misconduct include, but are not limited to, acts of harassment, violent conduct, serious threatening behaviour, wilful damage to the property or illegal activity.

In exceptional circumstances that require immediate action, we will seek an injunction to remove you from the Accommodation prior to instigating the procedure for immediate termination.

When a Notice to Quit has been issued every effort will be made to assist you to find alternative accommodation.

==== Abandonment ====
You are considered to have abandoned the Accommodation if you do not use it as your only home. Not using the Accommodation as your only home means spending less than 4 out of 7 consecutive nights there.

You can be away for longer if there is ‘an intention to return’ and it has been agreed as part of your support plan.

In considering your abandonment we will take into account:

# Whether there are personal possessions in the Accommodation
# If your mail being collected
# If you have food in the kitchen
# If you are generating rubbish
# Our attempts to contact your next of kin.
# Our attempts to trace you.

If it reasonable to assume that you have abandoned the Accommodation, we will serve you with a Notice to quit and unless we hear from you within the 4 full weeks ending on a Sunday after service of that Notice the Licence Agreement will be deemed terminated.

==== Your Personal Property ====
If reasonable efforts to trace you fail, we will dispose of your goods. This includes an entitlement to sell your goods.

Perishable goods will be disposed of immediately. Other goods will be disposed of after a period of 14 days from the end of the notice period, using the council recycling or waste disposal services.

==== Licence Charge Arrears Policy and Procedure ====
It is our policy to deal with Licence Charge arrears promptly to avoid the Licence Agreement ending due to arrears.

===== General Arrears =====
Arrears must be paid in addition to on-going Charges due.

* Stage 1: Arrears letter 1 is issued when you have 4 weeks of outstanding Charges and gives you 2 weeks to repay the arrears. This letter, where possible, should be issued in person. You should arrange a repayment plan as soon as possible.
* Stage 2: Arrears letter 2 is issued if the repayment plan has not been achieved within the 2 week period that has been granted at Stage 1. This gives you a 2 further weeks in which to make the repayment.
* Stage 3: A Notice to quit is issued stating that the Licence Agreement will be terminated 28 days after service on you and that you will then be required to vacate the Accommodation if the arrears remain outstanding after 4 weeks of arrears letter 1 being issued. This will only be withdrawn on receipt of the full amount owed being paid within 14 days. However, it can be suspended if an agreed repayment plan is being complied with and be re-activated if repayments cease. Any suspension will be in writing.

Should you fail to comply with the Notice to Quit we may start proceedings to obtain a possession order for your removal from the Accommodation unless you are deemed to have abandoned the Accommodation (see above).

All arrears letters and Notice to quit, along with any agreed repayment plans will be copied and kept in the warnings section of your file.

==== Housing Benefit ====
If you are eligible for Housing Benefit you are responsible for ensuring that effective claims are made and maintained. Staff will advise and support you to do this.

If you make applications for Housing Benefit you are required to complete an application, via staff, with all the information they require within 7 days of the date of the start date of your Licence Agreement. If you have not provided this information within 7 days you will be issued with a 7 day Notice to quit which will be withdrawn if the information is provided within the timescale.

If you do not inform us of a change of circumstances that will affect your Housing Benefit claim you will be issued with a 28 day Notice to quit. This will be withdrawn providing that your claim for Housing Benefit has been addressed within the timescale.

Arrears persist if you move.

If we choose to exercise the discretion we have retained to move you from the Accommodation this shall be without prejudice to your obligation to pay accrued Charge arrears.

==== Eviction Process and Warnings ====
A clear and fair process will address breaches of the licence agreement, with warnings issued as appropriate, in accordance with the agreement. Written notices will outline eviction risks and available support, accompanied with proactive and assertive efforts to engage the resident in solution-focussed dialogue to clarify the concerns, and offer support with addressing the issues, and changing behaviour.

Residents will be informed of the potential consequences of continued violations. We will use a trauma informed approach that ensures consequences are logical, natural, and clearly explained.

==== Exploring Alternatives to Eviction ====
Efforts will be made to explore all possible alternatives to eviction, in line with our commitment to a solution-focused approach. We will consider agreements to move to a different property with Handcrafted or an alternative provider as a means of preventing homelessness, ensuring these are voluntary decisions in the best interest of the resident.

In cases where eviction may be unavoidable, and no alternative housing has been arranged, Handcrafted will notify the local authority to ensure that residents have access to homelessness prevention services.

==== Upholding Resident Rights ====
Residents will be fully informed of their rights as licensees, including the right to appeal eviction decisions, access legal support, and access independent advice.

Handcrafted will advocate on behalf of residents to ensure their rights are respected and upheld throughout the move-on process.

==== Eviction Panel Meeting ====
Before any resident is given notice of eviction, the decision must be reviewed and approved at a panel meeting which includes at least two members of the Safeguarding Steering Group and one Operations Manager. The panel will specifically assess whether the guiding principles (section 1) and Move-on procedures (section 8) of this Supported Housing policy have been followed and advise on any further action that is needed before serving notice and any safeguarding procedures that may be required.

=== Monitoring, Review, and Continuous Improvement ===

==== Monitoring and Review ====
Evictions will be monitored and reviewed to assess the effectiveness of prevention strategies, with a commitment to continuous improvement based on feedback, legislative changes, and best practices.

==== Collaboration and Training ====
Handcrafted will work closely with local authorities and other providers to share best practices, access training resources, and ensure staff are equipped to implement this policy effectively.

==== Policy Review ====
This policy will be reviewed in line with local authority protocols and revised as necessary to reflect changes in legislation, regulation, or best practice, ensuring our commitment to preventing homelessness and supporting our residents' journey to independent living.

== Annexes ==

=== Annex 1 – Example Support Plan ===
{| class="wikitable"
!'''Area'''
!'''Needs and Opportunities'''
!'''Support from Handcrafted'''
|-
!'''Living Space'''
!
* Maintaining a tenancy with Handcrafted.
* Keeping the house in a good state of repair over time.
* Learning to keep home clean and tidy.
* Learning how to manage bills and budget for food and necessities.
* Maintaining control over visitors and negative/chaotic relationships.

!
* Monthly meeting to discuss fabric and condition of the house and any problems.
* Spot checks on house.
* Arrange access to food parcels when needed.
* Support with completing paperwork for housing benefit and benefit payments.
* Help set up budgeting plan.
* Assist with ‘shopping on a budget’ practical sessions.
* Encourage good working relationship with HC support workers to provide trusted point of contact.
|-
!'''Using Time'''
!
* Leaving the home and engaging in positive activities more than 10 hours a week
* Access to HC gathered activities.
* Support resident to access groups of interest.
!
* 1-1 weekly chats to check in how things are going.
* Access to HC community and workshops
* Investigate other community projects of interest.
|-
!'''Social Life'''
!
* Maintaining social life when mental health becomes low.
* Learning how to gauge positive and negative life influences.
* Spending time with positive peer group.
* Avoiding disruptive or chaotic visitors to home.
!
* Signpost suitable activities outside Handcrafted and support with accessing these.
* Provide an opportunity to talk through when relationships with others become difficult.
* Encourage good peer relationships within the HC community.
|-
!'''Self Confidence'''
!
* Attending activity session at least once a week.
* Create/Make an item for own home.
* Managing own healthcare appointments and finances.
!
* Empowered to access HC hub and gathered activities.
* Offer support and advocacy towards medical appointments
|-
!'''Coping Strategies'''
!
* Making time to relax and get involved in hobbies.
* Organising own medical appointments.

* Ensuring medical appointments and medication are up to date.
* Managing finances.
* Reaching out to appropriate services when experiencing low mental health or going through times of crisis
!
* 1-1 weekly chats to check in how things are going and do house visits.
* Outreach in case of isolation or social withdrawal, checking in on a weekly basis.
* Encourage good working relationships with HC support workers to provide trusted point of contact.
* Encourage healthy living and eating plan.
* Signposting to mental health services and helping access sessions and appointments
|}

=== Annex 2 – Support Activities ===
{| class="wikitable"
|'''Activity'''
|'''Description'''
|-
|'''Access'''
|All activities relating to facilitating or enabling someone to get access to a service. It includes making referrals to another service such as activity groups, housing or addictions services, debt counselling or primary healthcare or liaising with such services. It commonly may involve being on hand to provide reassurance while somebody makes a difficult phone call or assisting them to use an online service.
|-
|'''Accommodation Support'''
|Refers to all aspects of organising suitable accommodation for a trainee, including making plans with the trainee or support workers and helping the trainee to move house.
|-
|'''Addiction Support'''
|Activities aimed at supporting recovery. These include discussing relapse signatures, identifying triggers, and planning to manage impulsivity, exploring options to manage recovery, supporting rehabilitation, providing accountability and someone to talk to instead of having a drink.
|-
|'''Advocacy'''
|Where we help to complete forms and applications or make contact with other agencies on behalf of the resident or trainee.
|-
|'''Assertive Outreach'''
|When somebody drops contact with us or we don't know where they are and this has been identified as a potential risk factor or sign of deteriorating mental health, Assertive Outreach relates to our efforts to re-establish face-to-face contact. It may involve contacting known associates or going looking for them, trying other channels of communication including social media.
|-
|'''Budgeting Planning/Advice'''
|A range of activities supporting better financial planning. It may involve making a household spending plan, prompting on sticking to a plan, planning regarding bill payments or other financial commitments, or arranging cheaper gas and electricity services.
|-
|'''Completed Project'''
|This is used when a trainee finishes a project at a hub or in their own time (e.g. finished repainting a bedroom), but it doesn’t include cookery.
|-
|'''Conflict Resolution'''
|Where a worker is involved in arbitrating a dispute between residents or trainees or needs to liaise with neighbours due to a breakdown in communication, complaints, or disturbances at a property. Commonly this will be accusations made by one resident that another is not taking an equal share in housework or finances or there have been unwanted visitors to a property.
|-
|'''Cookery'''
|Refers to when an activity session is cookery but does not include when a trainee volunteers to prepare food for other trainees at a hub (see 'Helping' for this).
|-
|'''Crafts'''
|Refers to when an activity session is a craft group or if a worker is doing crafts as an activity 1-1 in somebody's home or is facilitating this (e.g. dropping off a craft kit to give them something to do over the weekend).
|-
|'''Did Not Attend Meeting'''
|Refers to when we have pre-arranged to meet with a trainee for a support meeting or appointment and they don't turn up. It doesn't apply to non-attendance at gathered activities or unanswered phone contact.
|-
|'''Emergency Services'''
|Applies when a worker has to call out any emergency service for a situation involving a trainee, resident, or property.
|-
|'''Employability'''
|All activities aimed at improving someone's employability over and above a regular activity session. For example, it may be working with them on producing a CV by providing access to a computer and giving advice, or applying for a course, completing a work journal, or writing a reference.
|-
|'''Eviction'''
|Applies for all activities relating to the termination of a resident's licence agreement due to breach of its terms and supporting the resident in leaving the Handcrafted property.
|-
|'''Food Parcel'''
|Where a worker facilitates a food parcel. This may either be collecting or assembling a food parcel for them or arranging access to a local food bank.
|-
|'''Healthy Eating/Lifestyle'''
|Any activities supporting planning or doing things to improve a healthy lifestyle. It may include menu planning, making shopping lists, providing information or recipes, going for a walk together or doing some other physical activity as well as supporting access to healthy activities.
|-
|'''Helping'''
|This is used when a trainee contributes to a session or a project by taking some responsibility such as cooking lunch for the hub, or doing machine maintenance, tidying a cupboard, or building something to improve the environment.
|-
|'''House Check'''
|This refers to when a worker enters a property and inspects the property, checking that it is secure and safe, all fittings and appliances are in order, risk assessing fire and hygiene issues as well as ensuring that residents are complying with the terms of their licence (e.g. not using naked flames, storing flammables, allowing others to stay without permission).
|-
|'''House Maintenance'''
|When we enter a property to carry out repairs or install something or to give access to somebody doing this on our behalf.
|-
|'''Induction'''
|Refers to the initial activity session where a trainee is being inducted to the procedures at a hub.
|-
|'''Meal'''
|Used whenever a trainee or a resident is given a meal. It may be at a hub during a session, or it could be a home visit where a worker takes a prepared meal out to someone or supports them to prepare a meal at home.
|-
|'''Mental Health Monitoring'''
|For residents or trainees who have identified mental health needs such as depression or anxiety, this is where workers are using contact time to observe signs of risk and possible deterioration. It involves discussing with the resident or trainee how they feel they are coping and what they are doing or can do to maintain their mental wellbeing. It can result in reassessing the level of support somebody needs at a time of crisis or prompting and supporting them to get professional help.
|-
|'''Practical Assistance'''
|This records where we have given practical assistance to somebody. Typically, it can be helping to clear out and take things to the local tip, tidying up, getting on top of the washing up, moving furniture, clearing up an accident.
|-
|'''Religious and Cultural'''
|Support and information provided to meet cultural, religious, and spiritual needs and assistance to observe religious and cultural customs. For example, accessing the businesses that fit with their values such as Halal shops or Sharia-compliant banking, celebrating religious or cultural festivals, attending places of worship, or support and activities around religious obligations such as prayer times.
|-
|'''Renovations'''
|This refers to activities sessions where a trainee is working on one of our renovation projects alongside Handcrafted staff or volunteers.
|-
|'''Safeguarding and Risk Intervention'''
|When we are acting to minimise risk due to safeguarding concerns or identified risks. For example, it may include intervening when there are unwanted guests at a property or putting plans in place with a resident to ensure they are safe. Plans may vary and may include frequent phone contact or visits to monitor a situation and escalating it to the appropriate local authorities where necessary.
|-
|'''Skills Training'''
|This is a feature of all of our activities sessions so denotes where training has been given in a particular way such as teaching a new technique or passing on life skills in a structured way (e.g. how to do an online application, barista skills, or how to use relaxation techniques to manage anxiety).
|-
|'''Slow Cooking'''
|Relates to those who are signed up to our slow-cooking course. This indicates when a worker has been to drop off ingredients or a slow cooker or facilitating someone doing the course.
|-
|'''Social'''
|This refers to pre-planned gathered activity sessions primarily focused on encouraging social life rather than skills training. It also refers to instances where trainees drop into a workshop, but not to engage with activity sessions.
|-
|'''Solution-Focused Dialogue'''
|When issues are addressed using our strengths-based approach drawing on solution-focussed brief therapy methods.
|-
|'''Support Planning Update'''
|Typically, weekly for residents and monthly for trainees, this indicates time spent reviewing and planning the support a resident or trainee is receiving from us and making sure our provision is person-centred. It defines who will take responsibility for each part of the plan. The individual must be included in this process. This also refers to time spent contacting and negotiating with people to arrange their access to our activities, and planning when and how they will receive support. Note that weekly support planning meetings also come under this category.
|-
|'''Therapeutic Activity'''
|All activity sessions are intended to have a therapeutic element: building confidence, making social connections, providing a safe environment to talk about struggles and get peer support, distracting from intrusive or persistent negative thoughts. This therefore refers to other contexts where these are taking place such as an organised social event or 1-1 session.
|-
|'''Utility Top-up/Financial Assistance'''
|Refers to when a resident is in financial difficulty and a worker arranges a grant or loan from Handcrafted to make sure they have essential services. Examples include topping up a utility card or subsidising a bus fare.
|-
|'''Welfare Check'''
|This applies to a range of activities aimed at making sure that residents or trainees are coping effectively and able to meet their needs. It may be through a phone call or a home visit and it includes such things as checking at a property to make sure they have enough food stocked to feed themselves, seeing if there is evidence of relapse or deterioration in mental health, asking about identified triggers or things we know are particularly difficult for a given client, or asking if they are getting the level of support that they need.
|-
|'''Women's Group'''
|This is used when someone attends a women's only group session.
|-
|'''Woodwork/Materials'''
|Applies when a trainee has attended a session at a hub where the main activity was woodwork. This can also be used for other non-wood materials used in woodwork workshops (e.g. plastics, screen printing).
|}

=== Annex 3 – Enhanced Damp and Mould Strategy ===
Recognising the significant health risks associated with damp and mould, we have developed a specialised section within our Preventative Maintenance and Repair Program to address these concerns directly:

'''Prevention and Early Detection:''' Weekly checks include specific assessments for signs of damp and mould, utilising moisture meters and visual inspections to catch early indications of potential problems.

'''Intervention Protocol:''' If damp or mould is observed within a property managed by Handcrafted, the following process is initiated to address and resolve the issue promptly and effectively, ensuring the health and safety of our residents:

'''1. Immediate Reporting'''

Resident Reporting: Residents are encouraged to report any signs of damp or mould immediately through our established reporting channels, including digital forms, email, phone, or in person to a support worker.

Staff Discovery: If staff members observe signs of damp or mould during their routine checks or maintenance activities, they are required to report these findings immediately to the Housing Quality Manager.

'''2. Initial Assessment'''

A member of the property management or maintenance team will conduct an initial assessment to determine the extent and severity of the damp or mould. This may involve visual inspection, moisture readings, and identifying potential sources of dampness.

'''3. Immediate Intervention Protocol'''

'''Containment''': The affected area is contained to prevent the spread of mould spores to other parts of the property.

'''Ventilation''': The area is ventilated to reduce moisture levels if weather and security conditions permit.

'''Communication''': Residents are informed about the findings, potential health risks, and the steps being taken to address the issue. Guidance is provided on how to minimise exposure and maintain air quality.

'''4. Specialised Assessment'''

If necessary, a specialised damp and mould assessment is conducted by a qualified professional. This assessment will identify the root causes of dampness and mould growth, such as leaks, condensation, or external water ingress.

'''5. Remediation Plan'''

Based on the assessment, a comprehensive remediation plan is developed. This plan includes:

'''Mould Remediation:''' Safe removal of mould using appropriate personal protective equipment (PPE) and mould removal agents.

'''Repairing Sources of Dampness:''' Addressing the root causes, such as fixing leaks, improving insulation, or installing ventilation systems.

'''Monitoring and Follow-up''': Implementing a schedule for monitoring the affected area to ensure that the remediation efforts have been successful, and that damp and mould do not recur.

'''6. Execution of Remediation Plan'''

The remediation plan is executed by trained maintenance staff or external contractors, depending on the complexity of the required work.

Residents may be temporarily relocated if the remediation work is extensive or if there is a significant health risk.

'''Resident Education and Engagement:''' We offer guidance and support to residents on maintaining an optimal indoor environment, reducing the risk of damp and mould. This includes ventilation practices, heating advice, and the importance of reporting potential issues promptly.

'''Long-Term Monitoring:''' Properties treated for damp and mould are subject to increased monitoring to ensure the effectiveness of remediation efforts and to identify any potential for reoccurrence early.

'''Documentation, Review, and Expert Collaboration'''

Our approach to maintenance and repairs, particularly for damp and mould, is underpinned by thorough documentation and regular reviews. This allows us to identify trends, improve our strategies, and ensure the healthiest living conditions for our residents. Collaboration with external experts ensures access to the latest remediation techniques and health advice, maintaining our properties to the highest standards of safety and comfort.

=== Annex 4 - Schedule 4 Handcrafted Licence Agreement ===
HANDCRAFTED encourages clients to comment on the standard and quality of the services received. This information can be used to improve the service and to address bad practice.

Complaints can be made for a number of reasons:

* Substandard quality of service
* Behaviour of a member of staff
* Poor attitude of a staff member
* Not providing adequate support

Confidentiality will be maintained throughout the complaints procedure. Only those staff that need to know about the complaint will have access to details.

Management support will be offered to clients from the outset of a complaint. Access to independent advice or help will assist with overcoming many of the barriers that clients may encounter. This may be from friends, relatives, advice centres or local advocacy group.

Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the Handcrafted management team, or they may be made verbally on when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be sorted out quickly and to the satisfaction of the Service User at this stage, it will not be necessary to treat it as a formal complaint.

All complaints, whether formal or informal, are always discussed through the line management structure and are logged.

Who does what at Handcrafted?

2026-06-29T13:09:37Z

Rebekah Hook:

We have a diversity of staff and roles within Handcrafted, which enables us to have flexible, tailored approaches to the unique characteristics of different areas of operation as well as suiting individuals to their strengths.

== Organisational Chart ==
[[File:Org chart 1a.png|960x960px]][[File:Org chart 2.1.png|960x960px]][[File:Org chart 3.png|960x960px]][[File:Org chart 4.png|957x957px]]

== Who does what? ==

=== CEO ===
The CEO leads Handcrafted's mission to connect with people who have been excluded from society, and offer support, housing, opportunities and training that empowers them to turn their own lives around. This role involves developing new opportunities, expanding our reach, and ensuring everything Handcrafted does stays rooted in our values of Creativity, Empathy, Empowerment and Community.

=== Operations Director ===
The Operations Director oversees the operations of Handcrafted's Community Hubs in Durham, Chester-le-Street, Gateshead, Sunderland and Darlington, ensuring the effective delivery of housing support and training programmes across each hub. This role involves strategic management and coordination of hub teams and services, working alongside the Director for Young People and Training Manager to ensure a joined-up approach across the organisation.

=== Director for Young People ===
The Director for Young People oversees Handcrafted's services supporting young people, including our Engage programme for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird Homes, which offer young people leaving care a gentler, more gradual transition into independent living within a family-like, community setting. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with Handcrafted's wider mission.

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees Handcrafted's finance, strategy and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth — including our social enterprises such as The Shakey café and our Chester-le-Street screen-printing project — and leading the Business Development team.

=== Project Development Manager ===
The Project Development Manager leads on developing new pilot projects and initiatives for Handcrafted, and oversees HR and Health & Safety functions across the organisation. This role involves identifying opportunities for innovation — such as new hubs, services or housing models — ensuring new projects are set up for success, and making sure our people and premises practices are safe, fair and effective.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation and growth of Handcrafted's training programmes. This role involves overseeing training across the hubs, where activities include carpentry, cookery, creative crafts, and barista and customer service skills, delivered through our NOCN-accredited and non-accredited courses. The Training Manager aligns training programmes with our mission to empower people with practical skills, while also developing new opportunities for programme expansion, partnerships, training capacity, and our Matrix-accredited information, advice and guidance offer.

=== Deputy Director of Operations ===
The Deputy Director of Operations manages the operations of a specific hub or service, often with a focus on complex cases, such as those involving unaccompanied asylum-seeking children or young care leavers within our Engage programme. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops Handcrafted's women's groups, which run across our hubs — including in Gilesgate, Chester-le-Street, Gateshead and Darlington. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

=== Support Quality Manager ===
The Support Quality Manager oversees staff training, staff wellbeing, and the quality and safeguarding of the support Handcrafted provides. This role involves monitoring and improving the quality of care across the organisation, embedding our trauma-informed, person-centred approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub — Durham, Chester-le-Street, Gateshead, Sunderland or Darlington — including the management of housing support and training programmes. They ensure that the hub's activities align with Handcrafted's mission, providing leadership to the staff within the hub and coordinating day-to-day activities, from training sessions to community meals.

=== Assistant Manager ===
Assistant Managers support the Hub Manager in overseeing the day-to-day running of a hub, including housing support and training activities. They help coordinate staff, deputise for the Hub Manager when needed, and ensure the smooth, consistent delivery of services to residents and trainees.

=== Housing Support Officer ===
Housing Support Officers provide direct, person-centred support to residents, helping them with housing, mental health and other personal challenges through regular (at least weekly) contact, home visits, and practical help such as paperwork or accessing services. In addition, some Housing Support Officers may also deliver training courses in specific areas (e.g., cookery or catering). Engage Housing Support Officers focus on providing this support to specific groups, such as unaccompanied asylum-seeking children or young care leavers, helping them with their personal challenges and, in some cases, delivering specialised training.

=== Administrator ===
Administrators provide essential administrative support to a hub or team, helping to keep records, systems, and day-to-day office functions running smoothly. This role is key to ensuring Handcrafted's teams can focus on delivering support and training to residents and trainees.

=== Trainer ===
Trainers run training sessions in specific skill areas — such as carpentry, cookery, or creative crafts — oversee the workshops or training facilities, and deliver Handcrafted's NOCN-accredited and non-accredited training courses. This covers roles also known as Workshop Supervisor or Kitchen Supervisor in some hubs. In some cases, a Trainer may also provide some support work for residents.

=== Independent Verifier ===
The Independent Verifier checks and confirms the quality and consistency of Handcrafted's training assessments, ensuring they meet the required standards of NOCN and our other awarding bodies. This role involves reviewing assessment evidence and providing feedback to Trainers to maintain the integrity of our qualifications.

=== Training Assistant ===
Training Assistants support Trainers and other training staff by helping to run training sessions and courses, across both our general Training Team and specialist programmes such as Women's Work. This role involves assisting with the development of training programmes and supporting the delivery of hands-on training.

=== Maintenance ===
Maintenance staff keep Handcrafted's hubs and supported housing safe, functional, and well-presented, carrying out repairs and routine upkeep. In some cases, this role is combined with an Enterprise focus, contributing to income-generating activities — such as our carpentry commissions or screen-printing project — alongside maintenance duties.

=== Key Worker ===
Key Workers provide consistent, dedicated one-to-one support to a small caseload of residents, particularly within services such as Hummingbird Homes. They build trusted relationships with residents, coordinate their individual support plans, and act as the main point of contact for their wellbeing and progress, helping foster the family-like sense of belonging at the heart of these services.

=== Business Development Officer ===
Business Development Officers contribute to Handcrafted's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise — including ventures like The Shakey café and our screen-printing project. Depending on their specialism, this may involve running training sessions or group activities, and, in some cases, providing support work or leading community initiatives, such as café shifts.

=== Support Systems Officer ===
The Support Systems Officer is responsible for managing and improving Handcrafted's electronic systems related to client records, human resources, housing, and finance. This role involves ensuring data accuracy, improving user interfaces, and compiling reports to support Handcrafted's operations and growth. Additionally, they maintain social-impact measurement tools, create solutions to integrate various aspects of our work, and ensure the security of confidential information.

{{Overview}}

Who does what at Handcrafted?

2026-06-29T12:56:23Z

Rebekah Hook:

We have a diversity of staff and roles within Handcrafted, which enables us to have flexible, tailored approaches to the unique characteristics of different areas of operation as well as suiting individuals to their strengths.

== Organisational Chart ==
[[File:Org chart 1a.png]]

== Who does what? ==

=== CEO ===
The CEO leads Handcrafted's mission to connect with people who have been excluded from society, and offer support, housing, opportunities and training that empowers them to turn their own lives around. This role involves developing new opportunities, expanding our reach, and ensuring everything Handcrafted does stays rooted in our values of Creativity, Empathy, Empowerment and Community.

=== Operations Director ===
The Operations Director oversees the operations of Handcrafted's Community Hubs in Durham, Chester-le-Street, Gateshead, Sunderland and Darlington, ensuring the effective delivery of housing support and training programmes across each hub. This role involves strategic management and coordination of hub teams and services, working alongside the Director for Young People and Training Manager to ensure a joined-up approach across the organisation.

=== Director for Young People ===
The Director for Young People oversees Handcrafted's services supporting young people, including our Engage programme for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird Homes, which offer young people leaving care a gentler, more gradual transition into independent living within a family-like, community setting. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with Handcrafted's wider mission.

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees Handcrafted's finance, strategy and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth — including our social enterprises such as The Shakey café and our Chester-le-Street screen-printing project — and leading the Business Development team.

=== Project Development Manager ===
The Project Development Manager leads on developing new pilot projects and initiatives for Handcrafted, and oversees HR and Health & Safety functions across the organisation. This role involves identifying opportunities for innovation — such as new hubs, services or housing models — ensuring new projects are set up for success, and making sure our people and premises practices are safe, fair and effective.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation and growth of Handcrafted's training programmes. This role involves overseeing training across the hubs, where activities include carpentry, cookery, creative crafts, and barista and customer service skills, delivered through our NOCN-accredited and non-accredited courses. The Training Manager aligns training programmes with our mission to empower people with practical skills, while also developing new opportunities for programme expansion, partnerships, training capacity, and our Matrix-accredited information, advice and guidance offer.

=== Deputy Director of Operations ===
The Deputy Director of Operations manages the operations of a specific hub or service, often with a focus on complex cases, such as those involving unaccompanied asylum-seeking children or young care leavers within our Engage programme. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops Handcrafted's women's groups, which run across our hubs — including in Gilesgate, Chester-le-Street, Gateshead and Darlington. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

=== Support Quality Manager ===
The Support Quality Manager oversees staff training, staff wellbeing, and the quality and safeguarding of the support Handcrafted provides. This role involves monitoring and improving the quality of care across the organisation, embedding our trauma-informed, person-centred approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub — Durham, Chester-le-Street, Gateshead, Sunderland or Darlington — including the management of housing support and training programmes. They ensure that the hub's activities align with Handcrafted's mission, providing leadership to the staff within the hub and coordinating day-to-day activities, from training sessions to community meals.

=== Assistant Manager ===
Assistant Managers support the Hub Manager in overseeing the day-to-day running of a hub, including housing support and training activities. They help coordinate staff, deputise for the Hub Manager when needed, and ensure the smooth, consistent delivery of services to residents and trainees.

=== Housing Support Officer ===
Housing Support Officers provide direct, person-centred support to residents, helping them with housing, mental health and other personal challenges through regular (at least weekly) contact, home visits, and practical help such as paperwork or accessing services. In addition, some Housing Support Officers may also deliver training courses in specific areas (e.g., cookery or catering). Engage Housing Support Officers focus on providing this support to specific groups, such as unaccompanied asylum-seeking children or young care leavers, helping them with their personal challenges and, in some cases, delivering specialised training.

=== Administrator ===
Administrators provide essential administrative support to a hub or team, helping to keep records, systems, and day-to-day office functions running smoothly. This role is key to ensuring Handcrafted's teams can focus on delivering support and training to residents and trainees.

=== Trainer ===
Trainers run training sessions in specific skill areas — such as carpentry, cookery, or creative crafts — oversee the workshops or training facilities, and deliver Handcrafted's NOCN-accredited and non-accredited training courses. This covers roles also known as Workshop Supervisor or Kitchen Supervisor in some hubs. In some cases, a Trainer may also provide some support work for residents.

=== Independent Verifier ===
The Independent Verifier checks and confirms the quality and consistency of Handcrafted's training assessments, ensuring they meet the required standards of NOCN and our other awarding bodies. This role involves reviewing assessment evidence and providing feedback to Trainers to maintain the integrity of our qualifications.

=== Training Assistant ===
Training Assistants support Trainers and other training staff by helping to run training sessions and courses, across both our general Training Team and specialist programmes such as Women's Work. This role involves assisting with the development of training programmes and supporting the delivery of hands-on training.

=== Maintenance ===
Maintenance staff keep Handcrafted's hubs and supported housing safe, functional, and well-presented, carrying out repairs and routine upkeep. In some cases, this role is combined with an Enterprise focus, contributing to income-generating activities — such as our carpentry commissions or screen-printing project — alongside maintenance duties.

=== Key Worker ===
Key Workers provide consistent, dedicated one-to-one support to a small caseload of residents, particularly within services such as Hummingbird Homes. They build trusted relationships with residents, coordinate their individual support plans, and act as the main point of contact for their wellbeing and progress, helping foster the family-like sense of belonging at the heart of these services.

=== Business Development Officer ===
Business Development Officers contribute to Handcrafted's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise — including ventures like The Shakey café and our screen-printing project. Depending on their specialism, this may involve running training sessions or group activities, and, in some cases, providing support work or leading community initiatives, such as café shifts.

=== Support Systems Officer ===
The Support Systems Officer is responsible for managing and improving Handcrafted's electronic systems related to client records, human resources, housing, and finance. This role involves ensuring data accuracy, improving user interfaces, and compiling reports to support Handcrafted's operations and growth. Additionally, they maintain social-impact measurement tools, create solutions to integrate various aspects of our work, and ensure the security of confidential information.

{{Overview}}

Who does what at Handcrafted?

2026-06-29T12:51:06Z

Rebekah Hook:

We have a diversity of staff and roles within Handcrafted, which enables us to have flexible, tailored approaches to the unique characteristics of different areas of operation as well as suiting individuals to their strengths.

== Organisational Chart ==
[[File:Org chart 1a.png|thumb]]

== Who does what? ==

=== CEO ===
The CEO leads Handcrafted's mission to connect with people who have been excluded from society, and offer support, housing, opportunities and training that empowers them to turn their own lives around. This role involves developing new opportunities, expanding our reach, and ensuring everything Handcrafted does stays rooted in our values of Creativity, Empathy, Empowerment and Community.

=== Operations Director ===
The Operations Director oversees the operations of Handcrafted's Community Hubs in Durham, Chester-le-Street, Gateshead, Sunderland and Darlington, ensuring the effective delivery of housing support and training programmes across each hub. This role involves strategic management and coordination of hub teams and services, working alongside the Director for Young People and Training Manager to ensure a joined-up approach across the organisation.

=== Director for Young People ===
The Director for Young People oversees Handcrafted's services supporting young people, including our Engage programme for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird Homes, which offer young people leaving care a gentler, more gradual transition into independent living within a family-like, community setting. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with Handcrafted's wider mission.

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees Handcrafted's finance, strategy and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth — including our social enterprises such as The Shakey café and our Chester-le-Street screen-printing project — and leading the Business Development team.

=== Project Development Manager ===
The Project Development Manager leads on developing new pilot projects and initiatives for Handcrafted, and oversees HR and Health & Safety functions across the organisation. This role involves identifying opportunities for innovation — such as new hubs, services or housing models — ensuring new projects are set up for success, and making sure our people and premises practices are safe, fair and effective.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation and growth of Handcrafted's training programmes. This role involves overseeing training across the hubs, where activities include carpentry, cookery, creative crafts, and barista and customer service skills, delivered through our NOCN-accredited and non-accredited courses. The Training Manager aligns training programmes with our mission to empower people with practical skills, while also developing new opportunities for programme expansion, partnerships, training capacity, and our Matrix-accredited information, advice and guidance offer.

=== Deputy Director of Operations ===
The Deputy Director of Operations manages the operations of a specific hub or service, often with a focus on complex cases, such as those involving unaccompanied asylum-seeking children or young care leavers within our Engage programme. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops Handcrafted's women's groups, which run across our hubs — including in Gilesgate, Chester-le-Street, Gateshead and Darlington. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

=== Support Quality Manager ===
The Support Quality Manager oversees staff training, staff wellbeing, and the quality and safeguarding of the support Handcrafted provides. This role involves monitoring and improving the quality of care across the organisation, embedding our trauma-informed, person-centred approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub — Durham, Chester-le-Street, Gateshead, Sunderland or Darlington — including the management of housing support and training programmes. They ensure that the hub's activities align with Handcrafted's mission, providing leadership to the staff within the hub and coordinating day-to-day activities, from training sessions to community meals.

=== Assistant Manager ===
Assistant Managers support the Hub Manager in overseeing the day-to-day running of a hub, including housing support and training activities. They help coordinate staff, deputise for the Hub Manager when needed, and ensure the smooth, consistent delivery of services to residents and trainees.

=== Housing Support Officer ===
Housing Support Officers provide direct, person-centred support to residents, helping them with housing, mental health and other personal challenges through regular (at least weekly) contact, home visits, and practical help such as paperwork or accessing services. In addition, some Housing Support Officers may also deliver training courses in specific areas (e.g., cookery or catering). Engage Housing Support Officers focus on providing this support to specific groups, such as unaccompanied asylum-seeking children or young care leavers, helping them with their personal challenges and, in some cases, delivering specialised training.

=== Administrator ===
Administrators provide essential administrative support to a hub or team, helping to keep records, systems, and day-to-day office functions running smoothly. This role is key to ensuring Handcrafted's teams can focus on delivering support and training to residents and trainees.

=== Trainer ===
Trainers run training sessions in specific skill areas — such as carpentry, cookery, or creative crafts — oversee the workshops or training facilities, and deliver Handcrafted's NOCN-accredited and non-accredited training courses. This covers roles also known as Workshop Supervisor or Kitchen Supervisor in some hubs. In some cases, a Trainer may also provide some support work for residents.

=== Independent Verifier ===
The Independent Verifier checks and confirms the quality and consistency of Handcrafted's training assessments, ensuring they meet the required standards of NOCN and our other awarding bodies. This role involves reviewing assessment evidence and providing feedback to Trainers to maintain the integrity of our qualifications.

=== Training Assistant ===
Training Assistants support Trainers and other training staff by helping to run training sessions and courses, across both our general Training Team and specialist programmes such as Women's Work. This role involves assisting with the development of training programmes and supporting the delivery of hands-on training.

=== Maintenance ===
Maintenance staff keep Handcrafted's hubs and supported housing safe, functional, and well-presented, carrying out repairs and routine upkeep. In some cases, this role is combined with an Enterprise focus, contributing to income-generating activities — such as our carpentry commissions or screen-printing project — alongside maintenance duties.

=== Key Worker ===
Key Workers provide consistent, dedicated one-to-one support to a small caseload of residents, particularly within services such as Hummingbird Homes. They build trusted relationships with residents, coordinate their individual support plans, and act as the main point of contact for their wellbeing and progress, helping foster the family-like sense of belonging at the heart of these services.

=== Business Development Officer ===
Business Development Officers contribute to Handcrafted's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise — including ventures like The Shakey café and our screen-printing project. Depending on their specialism, this may involve running training sessions or group activities, and, in some cases, providing support work or leading community initiatives, such as café shifts.

=== Support Systems Officer ===
The Support Systems Officer is responsible for managing and improving Handcrafted's electronic systems related to client records, human resources, housing, and finance. This role involves ensuring data accuracy, improving user interfaces, and compiling reports to support Handcrafted's operations and growth. Additionally, they maintain social-impact measurement tools, create solutions to integrate various aspects of our work, and ensure the security of confidential information.

{{Overview}}

File:Org chart 1a.png

2026-06-29T12:50:37Z

Rebekah Hook:

Who does what at Handcrafted?

2026-06-29T12:48:56Z

Rebekah Hook:

We have a diversity of staff and roles within Handcrafted, which enables us to have flexible, tailored approaches to the unique characteristics of different areas of operation as well as suiting individuals to their strengths.

== Organisational Chart ==
[[File:Org chart 2.1.png|frameless]]

== Who does what? ==

=== CEO ===
The CEO leads Handcrafted's mission to connect with people who have been excluded from society, and offer support, housing, opportunities and training that empowers them to turn their own lives around. This role involves developing new opportunities, expanding our reach, and ensuring everything Handcrafted does stays rooted in our values of Creativity, Empathy, Empowerment and Community.

=== Operations Director ===
The Operations Director oversees the operations of Handcrafted's Community Hubs in Durham, Chester-le-Street, Gateshead, Sunderland and Darlington, ensuring the effective delivery of housing support and training programmes across each hub. This role involves strategic management and coordination of hub teams and services, working alongside the Director for Young People and Training Manager to ensure a joined-up approach across the organisation.

=== Director for Young People ===
The Director for Young People oversees Handcrafted's services supporting young people, including our Engage programme for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird Homes, which offer young people leaving care a gentler, more gradual transition into independent living within a family-like, community setting. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with Handcrafted's wider mission.

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees Handcrafted's finance, strategy and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth — including our social enterprises such as The Shakey café and our Chester-le-Street screen-printing project — and leading the Business Development team.

=== Project Development Manager ===
The Project Development Manager leads on developing new pilot projects and initiatives for Handcrafted, and oversees HR and Health & Safety functions across the organisation. This role involves identifying opportunities for innovation — such as new hubs, services or housing models — ensuring new projects are set up for success, and making sure our people and premises practices are safe, fair and effective.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation and growth of Handcrafted's training programmes. This role involves overseeing training across the hubs, where activities include carpentry, cookery, creative crafts, and barista and customer service skills, delivered through our NOCN-accredited and non-accredited courses. The Training Manager aligns training programmes with our mission to empower people with practical skills, while also developing new opportunities for programme expansion, partnerships, training capacity, and our Matrix-accredited information, advice and guidance offer.

=== Deputy Director of Operations ===
The Deputy Director of Operations manages the operations of a specific hub or service, often with a focus on complex cases, such as those involving unaccompanied asylum-seeking children or young care leavers within our Engage programme. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops Handcrafted's women's groups, which run across our hubs — including in Gilesgate, Chester-le-Street, Gateshead and Darlington. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

=== Support Quality Manager ===
The Support Quality Manager oversees staff training, staff wellbeing, and the quality and safeguarding of the support Handcrafted provides. This role involves monitoring and improving the quality of care across the organisation, embedding our trauma-informed, person-centred approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub — Durham, Chester-le-Street, Gateshead, Sunderland or Darlington — including the management of housing support and training programmes. They ensure that the hub's activities align with Handcrafted's mission, providing leadership to the staff within the hub and coordinating day-to-day activities, from training sessions to community meals.

=== Assistant Manager ===
Assistant Managers support the Hub Manager in overseeing the day-to-day running of a hub, including housing support and training activities. They help coordinate staff, deputise for the Hub Manager when needed, and ensure the smooth, consistent delivery of services to residents and trainees.

=== Housing Support Officer ===
Housing Support Officers provide direct, person-centred support to residents, helping them with housing, mental health and other personal challenges through regular (at least weekly) contact, home visits, and practical help such as paperwork or accessing services. In addition, some Housing Support Officers may also deliver training courses in specific areas (e.g., cookery or catering). Engage Housing Support Officers focus on providing this support to specific groups, such as unaccompanied asylum-seeking children or young care leavers, helping them with their personal challenges and, in some cases, delivering specialised training.

=== Administrator ===
Administrators provide essential administrative support to a hub or team, helping to keep records, systems, and day-to-day office functions running smoothly. This role is key to ensuring Handcrafted's teams can focus on delivering support and training to residents and trainees.

=== Trainer ===
Trainers run training sessions in specific skill areas — such as carpentry, cookery, or creative crafts — oversee the workshops or training facilities, and deliver Handcrafted's NOCN-accredited and non-accredited training courses. This covers roles also known as Workshop Supervisor or Kitchen Supervisor in some hubs. In some cases, a Trainer may also provide some support work for residents.

=== Independent Verifier ===
The Independent Verifier checks and confirms the quality and consistency of Handcrafted's training assessments, ensuring they meet the required standards of NOCN and our other awarding bodies. This role involves reviewing assessment evidence and providing feedback to Trainers to maintain the integrity of our qualifications.

=== Training Assistant ===
Training Assistants support Trainers and other training staff by helping to run training sessions and courses, across both our general Training Team and specialist programmes such as Women's Work. This role involves assisting with the development of training programmes and supporting the delivery of hands-on training.

=== Maintenance ===
Maintenance staff keep Handcrafted's hubs and supported housing safe, functional, and well-presented, carrying out repairs and routine upkeep. In some cases, this role is combined with an Enterprise focus, contributing to income-generating activities — such as our carpentry commissions or screen-printing project — alongside maintenance duties.

=== Key Worker ===
Key Workers provide consistent, dedicated one-to-one support to a small caseload of residents, particularly within services such as Hummingbird Homes. They build trusted relationships with residents, coordinate their individual support plans, and act as the main point of contact for their wellbeing and progress, helping foster the family-like sense of belonging at the heart of these services.

=== Business Development Officer ===
Business Development Officers contribute to Handcrafted's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise — including ventures like The Shakey café and our screen-printing project. Depending on their specialism, this may involve running training sessions or group activities, and, in some cases, providing support work or leading community initiatives, such as café shifts.

=== Support Systems Officer ===
The Support Systems Officer is responsible for managing and improving Handcrafted's electronic systems related to client records, human resources, housing, and finance. This role involves ensuring data accuracy, improving user interfaces, and compiling reports to support Handcrafted's operations and growth. Additionally, they maintain social-impact measurement tools, create solutions to integrate various aspects of our work, and ensure the security of confidential information.

{{Overview}}

Who does what at Handcrafted?

2026-06-29T11:50:37Z

Rebekah Hook: corrected org chart

We have a diversity of staff and roles within Handcrafted, which enables us to have flexible, tailored approaches to the unique characteristics of different areas of operation as well as suiting individuals to their strengths.

== Organisational Chart ==
[[File:Org chart pg 1.png|frameless|860x860px]]
[[File:Org chart 2.1.png|frameless|860x860px]]

[[File:Org chart 3.png|frameless|860x860px]]

[[File:Org chart 4.png|frameless|860x860px]]

[[File:Org chart 5.png|frameless|860x860px]]

== Who does what? ==

=== CEO ===
The CEO leads Handcrafted's mission to connect with people who have been excluded from society, and offer support, housing, opportunities and training that empowers them to turn their own lives around. This role involves developing new opportunities, expanding our reach, and ensuring everything Handcrafted does stays rooted in our values of Creativity, Empathy, Empowerment and Community.

=== Operations Director ===
The Operations Director oversees the operations of Handcrafted's Community Hubs in Durham, Chester-le-Street, Gateshead, Sunderland and Darlington, ensuring the effective delivery of housing support and training programmes across each hub. This role involves strategic management and coordination of hub teams and services, working alongside the Director for Young People and Training Manager to ensure a joined-up approach across the organisation.

=== Director for Young People ===
The Director for Young People oversees Handcrafted's services supporting young people, including our Engage programme for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird Homes, which offer young people leaving care a gentler, more gradual transition into independent living within a family-like, community setting. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with Handcrafted's wider mission.

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees Handcrafted's finance, strategy and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth — including our social enterprises such as The Shakey café and our Chester-le-Street screen-printing project — and leading the Business Development team.

=== Project Development Manager ===
The Project Development Manager leads on developing new pilot projects and initiatives for Handcrafted, and oversees HR and Health & Safety functions across the organisation. This role involves identifying opportunities for innovation — such as new hubs, services or housing models — ensuring new projects are set up for success, and making sure our people and premises practices are safe, fair and effective.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation and growth of Handcrafted's training programmes. This role involves overseeing training across the hubs, where activities include carpentry, cookery, creative crafts, and barista and customer service skills, delivered through our NOCN-accredited and non-accredited courses. The Training Manager aligns training programmes with our mission to empower people with practical skills, while also developing new opportunities for programme expansion, partnerships, training capacity, and our Matrix-accredited information, advice and guidance offer.

=== Deputy Director of Operations ===
The Deputy Director of Operations manages the operations of a specific hub or service, often with a focus on complex cases, such as those involving unaccompanied asylum-seeking children or young care leavers within our Engage programme. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops Handcrafted's women's groups, which run across our hubs — including in Gilesgate, Chester-le-Street, Gateshead and Darlington. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

=== Support Quality Manager ===
The Support Quality Manager oversees staff training, staff wellbeing, and the quality and safeguarding of the support Handcrafted provides. This role involves monitoring and improving the quality of care across the organisation, embedding our trauma-informed, person-centred approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub — Durham, Chester-le-Street, Gateshead, Sunderland or Darlington — including the management of housing support and training programmes. They ensure that the hub's activities align with Handcrafted's mission, providing leadership to the staff within the hub and coordinating day-to-day activities, from training sessions to community meals.

=== Assistant Manager ===
Assistant Managers support the Hub Manager in overseeing the day-to-day running of a hub, including housing support and training activities. They help coordinate staff, deputise for the Hub Manager when needed, and ensure the smooth, consistent delivery of services to residents and trainees.

=== Housing Support Officer ===
Housing Support Officers provide direct, person-centred support to residents, helping them with housing, mental health and other personal challenges through regular (at least weekly) contact, home visits, and practical help such as paperwork or accessing services. In addition, some Housing Support Officers may also deliver training courses in specific areas (e.g., cookery or catering). Engage Housing Support Officers focus on providing this support to specific groups, such as unaccompanied asylum-seeking children or young care leavers, helping them with their personal challenges and, in some cases, delivering specialised training.

=== Administrator ===
Administrators provide essential administrative support to a hub or team, helping to keep records, systems, and day-to-day office functions running smoothly. This role is key to ensuring Handcrafted's teams can focus on delivering support and training to residents and trainees.

=== Trainer ===
Trainers run training sessions in specific skill areas — such as carpentry, cookery, or creative crafts — oversee the workshops or training facilities, and deliver Handcrafted's NOCN-accredited and non-accredited training courses. This covers roles also known as Workshop Supervisor or Kitchen Supervisor in some hubs. In some cases, a Trainer may also provide some support work for residents.

=== Independent Verifier ===
The Independent Verifier checks and confirms the quality and consistency of Handcrafted's training assessments, ensuring they meet the required standards of NOCN and our other awarding bodies. This role involves reviewing assessment evidence and providing feedback to Trainers to maintain the integrity of our qualifications.

=== Training Assistant ===
Training Assistants support Trainers and other training staff by helping to run training sessions and courses, across both our general Training Team and specialist programmes such as Women's Work. This role involves assisting with the development of training programmes and supporting the delivery of hands-on training.

=== Maintenance ===
Maintenance staff keep Handcrafted's hubs and supported housing safe, functional, and well-presented, carrying out repairs and routine upkeep. In some cases, this role is combined with an Enterprise focus, contributing to income-generating activities — such as our carpentry commissions or screen-printing project — alongside maintenance duties.

=== Key Worker ===
Key Workers provide consistent, dedicated one-to-one support to a small caseload of residents, particularly within services such as Hummingbird Homes. They build trusted relationships with residents, coordinate their individual support plans, and act as the main point of contact for their wellbeing and progress, helping foster the family-like sense of belonging at the heart of these services.

=== Business Development Officer ===
Business Development Officers contribute to Handcrafted's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise — including ventures like The Shakey café and our screen-printing project. Depending on their specialism, this may involve running training sessions or group activities, and, in some cases, providing support work or leading community initiatives, such as café shifts.

=== Support Systems Officer ===
The Support Systems Officer is responsible for managing and improving Handcrafted's electronic systems related to client records, human resources, housing, and finance. This role involves ensuring data accuracy, improving user interfaces, and compiling reports to support Handcrafted's operations and growth. Additionally, they maintain social-impact measurement tools, create solutions to integrate various aspects of our work, and ensure the security of confidential information.

{{Overview}}

File:Org chart 2.1.png

2026-06-29T11:50:00Z

Rebekah Hook:

Org Chart June 2026

File:Org chart 5.png

2026-06-29T11:47:21Z

Rebekah Hook:

Org Chart June 2026

File:Org chart 4.png

2026-06-29T11:46:17Z

Rebekah Hook:

Org Chart June 2026

File:Org chart 3.png

2026-06-29T11:43:38Z

Rebekah Hook:

Org Chart June 2026

File:Org chart 2.png

2026-06-29T11:42:54Z

Rebekah Hook:

Org Chart June 2026

File:Org chart pg 1.png

2026-06-29T11:38:10Z

Rebekah Hook:

org chart june 2026

HR Policy

2026-06-29T09:15:17Z

Rebekah Hook: Added line about policy needing to be reviewed at least annually

== '''Overview''' ==
Our mission at Handcrafted is to connect with the excluded people in society and empower them to turn their lives around. Our staff work at the forefront of this mission. Our policy for Human Resources and Staff Wellbeing is built on the following principles and commitments:

# The trustees and senior management will build the capability of our team and give them the framework they need to work effectively.
# Our staff are key to our mission to connect with excluded people in society and empower them to turn their lives around.
# Our belief is that everyone is created with value and purpose; have something to contribute; live better together; should be treated with compassion and empathy; are unconditionally loved; and should have the opportunity to make a fresh start. This is true for our staff, as well as trainees. We are committed to treating our staff in this way and expect them to do likewise to other staff and trainees.
# The trustees and senior management want to see our values of creativity, empathy, empowerment and community to be present in our staff team. We want them to be able to work creatively and walk shoulder to shoulder with each other and our trainees. We want them to be empowered in their lives and empower others. And we want our staff to be part of an accepting, supporting community.
This policy should be read in conjunction with the following associated policies and guides:

* [[Absence Management Policy]]
* [[Cyber Policy]]
* [[Recruitment Policy]]
* [[On Call Working Policy]]
This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the HR & Wellbeing Steering Group as below:
{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|29/09/2025
|}

== '''Equal Opportunities''' ==
Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

Our diversity and inclusion policy outlines our commitment to creating a safe and inclusive environment for all.

==== '''Our Policy''' ====
This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

* Age
* Disability
* Race including colour, nationality, ethnic or national origin.
* Gender
* Religion or belief
* Sexual orientation
* Gender reassignment
* Civil partnership or marital status
* Pregnancy and maternity
* Criminal record

Our staff and trainees will also be protected from discrimination if:

* They are associated with someone who has a protected characteristic, for example a family member or friend.
* They’ve complained about discrimination or supported someone else’s claim.

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.

==== '''Our commitments''' ====
We will:

* Not tolerate any discrimination or harassment based on an individual's identity.
* Strive to create an environment where everyone feels respected and valued.
* Provide equal opportunity and access to resources and opportunities regardless of identity.
* Ensure that all individuals have the same chance to succeed and advance.
* Accommodate individuals with disabilities or needs to the best of our ability.
* Strive to create a workplace that reflects the diversity of our community.
* Provide training and resources to foster an understanding of diversity and inclusion.
* Actively seek to recruit and retain a diverse group of individuals.
* Celebrate the contributions of a diverse group of individuals.
* Hold ourselves and others accountable for creating a culture of inclusivity and respect.
* Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated.
* Prevent unlawful discrimination, direct and indirect and victimisation.
* Comply with our legal obligations.
* Oppose and avoid all forms of unlawful discrimination. This includes in:
** pay and benefits.
** terms and conditions of employment
** dealing with grievances and discipline
** dismissal
** redundancy
** leave for parents.
** requests for flexible working
** selection for employment, promotion, training or other developmental opportunities
* Take seriously and address any breaches of this policy.

==== '''How we will implement this in our workforce''' ====
Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

* Include appropriate equality objectives and responsibilities in each job description.
* Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment.
* Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
* Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate.
* Gather equality information on our workforce and those who use our service.
* Make all necessary reasonable adjustments and consider options for flexible working.
* Work to make our workforce more representative and where possible, undertake lawful, positive action.
* Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination.
* Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support.
* Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs.
* Make sure that there are sufficient resources in place to implement this policy effectively.

==== '''Inclusive access to our services''' ====
As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

==== '''Policy review''' ====
We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

==== '''Complaints of discrimination''' ====
If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see www.acas.org.uk.

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the Handcrafted Complaints Policy: Handcrafted Complaints Policy.docx

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

== '''Working Hours Expectations''' ==
At Handcrafted, we value flexibility in working hours while ensuring that all staff meet the expectations set out in their contracts. Your working hours expectations are set out in your contract and further details on leave can be found in the [[Leave & Absence Policy]].

== '''Absence management''' ==
Please refer to the [[Absence Management Policy]].

== '''Infectious diseases''' ==
Handcrafted has a legal responsibility under the general duties of the Health and Safety at Work etc, Act 1974, to as far as is reasonably practicable, safeguard members of staff against risks to their health, including those risks posed by infectious diseases.

In addition, there are specific regulations relevant to the control of infection including the Management of Health and Safety at Work Regulations 1999 and the Control of Substances Hazardous to Health Regulations 2002 (as amended). These regulations require employers to carry out risk assessments, record any significant findings and provide staff with adequate information, instruction and training on any risks to their health which they may face at work.

Due to the nature of the services that we provide staff may be exposed to infectious diseases or blood borne viruses (BBVs). Handcrafted will fulfil its duty as an employer to protect its members of staff and will ensure they are provided with information and training as appropriate on the potential risks posed by infectious diseases and BBVs. This policy is to be read in conjunction with risk assessments in place at Handcrafted places of work which identify who may be exposed to the risk of infection and describes management procedures to control this risk.

In particular, staff need to be aware of the risk of infection in the following areas:

* Use of sharp objects in the workshop
* Risk of sharps injury while cleaning properties and disposing of rubbish on Handcrafted premises (especially drug paraphernalia)
* Airborne viruses during pandemics such as COVID-19
* The preparation of food

It is therefore important that strict hygiene precautions are observed at all times by Handcrafted staff and trainees are prompted to maintain safe practices.

=== '''General''' ===

==== '''Designated leads''' ====
The designated lead for infection prevention and control at each Handcrafted hub is the Hub Manager. Their responsibility includes activities within the properties associated with their hub.

The designated lead will ensure:

* systems are in place that assess the risk of and prevent, detect and control the risk of infection.
* sufficient resources are available to secure effective prevention and control of infection.
* staff, trainees, contractors and other persons who directly or indirectly provide work are provided with appropriate information, instruction, training and supervision in the precautions to follow.
* policies and procedures are being implemented.
* a suitable and sufficient risk assessment is carried out with respect to prevention and control of infection.
* an appropriate standard of cleanliness and hygiene is maintained throughout the premises at all times and that the premises are maintained in good physical repair and condition.
* appropriate standards of cleanliness and hygiene are maintained in relation to equipment at all times and that the equipment is maintained in good physical repair and condition.
* that a suitable cleaning schedule is in place and followed
* there are suitable and sufficient hand washing facilities and antimicrobial hand rubs where appropriate.
* suitable information on infections is provided to visitors and contractors, including the importance of hand washing.
* information regarding infection is passed on to any other person, as necessary.
* individuals who develop an infection are identified promptly and that they receive the appropriate treatment and care.
* the local health protection unit is informed of any outbreaks or serious incidents relating to infection within (the relevant timeframe)
* all eligible groups are enabled and supported to take up the offer of immunisation programmes.
* all staff are fully trained in and co-operate with our control of infection procedures.

Accordingly, it may at times be necessary to

* stagger start and finish times so that fewer people are together at once.
* cancel non-essential travel.
* cancel non-essential training sessions.
* support working from home for staff where possible.
* ensure that facilities are suitable to minimise the spread of infection, e.g., allowing a distance of more than two metres between attendees, and
* keep a record of relevant immunisations.

==== '''Training''' ====
Handcrafted will

* provide suitable training, including
** induction training to all staff on the prevention and control of infection
** safe handling and disposal of sharps
** prevention of occupational exposure to blood-borne viruses (BBVs), including prevention of sharps injuries
** disinfection
** food hygiene
** safe handling and disposal of waste
* keep a record of all training and updates to staff.

=== '''Infection outbreak procedure''' ===
Handcrafted insists that its staff follow any Government guidance published on self-isolation/quarantine.

Staff and trainees must report symptoms of infectious diseases and staff who have infectious disease symptoms must not come to work and, in the case of diarrhoea and vomiting, stay away for at least 48 hours after the symptoms have stopped.

Where required, notifiable outbreaks will be reported to the relevant authority e.g., HSE by Operations Director.

Handcrafted and its staff and trainees will cooperate with any investigation by a relevant authority and comply with any investigation findings.

In case of an outbreak, procedures will be put in place to keep the number of staff or trainees in contact with affected persons to a minimum and ensure they are not involved with food handling.

Staff must pay strict attention to infection control procedures, in particular to the washing of hands and the wearing of protective clothing if required.

== '''Substance misuse''' ==
This Policy will explain the responsibilities and principle behind the Handcrafted’s approach to managing the misuse of illegal drugs, alcohol and other substances by employees. Handcrafted aims to ensure that it provides a safe and productive work environment that promotes the health, safety and wellbeing of its staff.

Handcrafted has a responsibility to provide its trainees with the best possible service and ensure that all services are delivered effectively and without compromise, at the same time maintaining and promoting our reputation and integrity.

We have a duty under the Health & Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare of our staff and others. This includes taking all reasonable steps to resolve drug (illegal, prescription or recreational), alcohol and other substance misuse-related problems within the workplace. Staff also have a duty of care to trainees and colleagues and are therefore expected to co-operate with and implement this policy.

=== '''Our stance''' ===
Our position is one of not allowing the use, possession or supply of drugs, alcohol or substances by staff whilst at work or allowing staff to continue working if they are found, or if there is reason to suspect that they are, under the influence of any substance or if they smell of alcohol.

This policy should be seen in the context of a desire to promote the general wellbeing of all members of staff and the safety for trainees, colleagues and others. Handcrafted is committed to providing confidential support and specialist help where necessary to any member of staff making a disclosure regarding their misuse of substances and their intention to manage the situation more effectively.

==== '''Scope''' ====
This policy applies to all members of staff and anyone else working in our premises. Any breach of this Policy may lead to disciplinary action, up to and including summary dismissal.

=== '''The Policy''' ===
You must not come into work if you’re under the influence of alcohol, drugs (including prescription medication) or Novel Psychoactive Substances (NPS) including those formerly known as legal highs to the extent that your judgment, behaviour or ability to carry out your job is affected. This includes when you are working from home or any other premises.

If you need to drive for work reasons, of course you must also be within the relevant legal drink drive limit.

If you’ve been prescribed medication that you think might affect your ability to do your job safely and efficiently or have a medical condition that may replicate the signs of drug or alcohol intoxication, you must talk to your line manager about this as soon as you can, and before you start work.

===== '''During work''' =====
You must not consume alcohol or illegal drugs or abuse any substances (including NPS’s and solvents) while you’re working on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes if you are working at home or remotely.

===== '''Illegal drugs''' =====
You must never be in possession of, sell, or purchase illegal drugs or other substances whilst you’re working, whether on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes when you are working from home or remotely.

If you’re found in possession of illegal drugs whilst at work, or a work-related event or activity, we may report this to the police.

=== '''The Procedure''' ===
If your manager, or any other Handcrafted manager, director or Trustee has reasonable grounds to think you’re under the influence of drugs or alcohol whilst at work, they will speak to you about the situation. If they think that you are not in an appropriate condition to work, you will usually be suspended from work and invited to an investigatory meeting at a later date. This may lead to disciplinary action, up to and including summary dismissal.

==== '''Work-related events''' ====
Handcrafted policies still apply to you at events or activities that you’re attending. If you’re at a work-related event, such as a team social activity or party, whether held or not held at a Handcrafted location, and you choose to drink alcohol, we trust you will behave respectfully and appropriately at all times. You should consume alcohol only in moderation.

You must never be in possession of, sell, or purchase illegal drugs or other substances (including NPS’s and solvents) while you are at a work-related event or activity.

Any inappropriate behaviour or activity will be investigated under our Disciplinary Procedure and may lead to disciplinary action being taken against you, up to and including summary dismissal.

==== '''Drug or alcohol misuse/dependency''' ====
If you think you’ve got a problem with drug and/or alcohol misuse or dependency, we want you to know that you can talk to us before it becomes an issue at work. Your manager might talk to you if they notice any signs that suggest you could have a problem.

If you talk to your manager, they will offer support and will keep things confidential, unless they have concerns about your safety or that of other people. They will offer appropriate support, such as encouraging you to see your GP, referring you to occupational health, or for alcohol/drug misuse-focused counselling.

If you’re having treatment for a drug/alcohol problem and you need time off for appointments, we will work with you to ensure that the time is made available.

== '''Capability''' ==
This policy applies to all employees of Handcrafted, including full-time, part-time, and temporary staff. The purpose of this Capability Policy is to:

* Identify and address instances of poor staff performance in a fair and supportive manner.
* Promote continuous improvement and professional development among our employees.
* Ensure compliance with ACAS guidelines in managing staff performance.

=== '''Principles''' ===

==== '''Early Intervention''' ====
Poor performance concerns will be addressed promptly through open and supportive communication.

Supervisors and managers will provide regular feedback and coaching to help employees improve their performance.

==== '''Supportive Approach''' ====
Handcrafted is committed to supporting employees in their efforts to improve performance.

Employees will be encouraged to participate in training and development programs to enhance their skills.

==== '''Fair and Objective Assessment''' ====
Performance issues will be assessed objectively, considering relevant factors such as workload, resources, and personal circumstances.

Employees will have the opportunity to provide input and evidence related to their performance.

==== '''Training and Development''' ====
Handcrafted will provide access to training and development opportunities to help employees enhance their skills and address performance gaps.

==== '''Performance Improvement Plan (PIP)''' ====
If an employee's performance remains unsatisfactory after initial interventions, a formal Performance Improvement Plan (PIP) may be implemented.

The PIP will outline clear expectations, goals, timelines, and support mechanisms to help the employee improve their performance.

==== '''Review and Monitoring''' ====
Progress under the PIP will be reviewed regularly.

Managers and employees will discuss progress and make necessary adjustments to the plan as needed.

==== '''Dismissal as a Last Resort''' ====
Dismissal will only be considered as a last resort when all reasonable efforts to support performance improvement have been exhausted.

=== '''Procedure''' ===

==== '''Informal Stage''' ====
The line manager or supervisor will discuss concerns regarding poor performance with the employee.

The employee will be provided with constructive feedback and offered support, including access to training and resources.

==== '''Formal Stage (Performance Improvement Plan - PIP)''' ====
If poor performance persists, the employee will be invited to a formal meeting to discuss the implementation of a PIP.

The PIP will be documented in writing and shared with the employee.

The employee will have the opportunity to review and discuss the PIP and provide input.

==== '''Review Meetings''' ====
Regular review meetings will be scheduled to monitor progress under the PIP.

Adjustments to the plan may be made if necessary.

==== '''Consideration of Further Actions''' ====
If performance does not improve despite the PIP, further actions, including dismissal, may be considered in accordance with Handcrafted HR policies.

==== '''Confidentiality''' ====
All information related to staff performance, including discussions, meetings, and PIPs, will be treated confidentially in line with data protection regulations and Handcrafted policies.

==== '''Appeals''' ====
Employees have the right to appeal against decisions made under this Capability Policy. Appeals should be made in writing to the HR department, and the appeal process will be conducted in accordance with Handcrafted HR policies.

== '''Disciplinary''' ==
This policy is designed to ensure that there are effective and equitable arrangements for handling disciplinary and related matters. The purpose of the disciplinary procedure is to set out the standards of conduct expected of all members of staff and to provide a framework within which managers can work with staff to maintain those standards and encourage improvement where necessary. The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures.

==== '''Scope''' ====
In order to ensure consistent and fair treatment, this procedure applies to all members of staff, although it may not always be followed during a probationary period. It does not apply to trainees, agency workers or self-employed contractors.

Minor conduct issues can usually be resolved informally with your manager. This procedure sets out formal steps to be taken if the matter is more serious or cannot be resolved informally.

Matters relating to poor performance are dealt with via the Handcrafted Capability Policy, and matters relating to genuine sickness absence are dealt with by via the Handcrafted Absence Management policy.

This policy and the procedure set out within it does not form part of any employee’s contract of employment and we may amend it at any time. Dependant on the particular circumstances of the case, Handcrafted reserves the right to resolve matters without recourse to this policy, or to only apply certain aspects of the disciplinary procedure.

==== '''Investigations''' ====
Before any disciplinary hearing is held, or any disciplinary action is taken, the matter will be investigated in order to establish the facts. Any meetings and discussions as part of an investigation are purely for the purpose of fact-finding and are in no way be considered to be a disciplinary hearing. No disciplinary action will be taken without a disciplinary hearing.

In some cases, we may need to suspend you from work while we carry out the investigation. Suspension is not considered to be a disciplinary action and is not indicative of any prejudgment of the matter. You will remain on full pay and benefits during any period of suspension.

==== '''Disciplinary hearing''' ====
Having investigated all the facts, the Company will decide whether:

* No action is needed, or;
* The matter should be dealt with informally, or;
* Formal disciplinary action is necessary.

==== '''Formal disciplinary action''' ====
If formal disciplinary action is the appropriate course of action, a disciplinary hearing will be arranged. You will receive written notice of the date, time and venue of the hearing, including information about the alleged misconduct and its possible consequences. You will normally be given copies of relevant documents and witness statements. You will have a reasonable period of time prior to the hearing to consider and prepare your response.

Where practicable, a different person to the one carrying out the investigation will carry out the disciplinary hearing.

A nominated member of staff will normally be present at any formal hearing or interview to take notes of the proceedings.

You should let us know as early as possible if there are any relevant witnesses you would like to attend the hearing or any documents or other evidence you wish to be considered.

At the hearing you will be presented with the allegations and evidence against you. You will be given the opportunity to respond to the allegations and put forward any mitigating circumstances which you want to be taken into account.

We may adjourn the hearing if we need to carry out any further investigations in the light of any new points you have raised.

We will inform you of the decision either at this hearing or as soon as possible after it has taken place (usually within one week). You will be provided with written reasons for the decision and advised of your right to appeal.

==== '''Your right to be accompanied''' ====
You may be accompanied at the hearing by a trade union representative or a colleague, who will be allowed reasonable paid time off to act as your companion. No-one is obliged to act as a companion if they do not wish to do so. If the Company considers your choice of companion to be unreasonable (for example if they have a conflict of interest or may prejudice the hearing), we may require you to choose someone else.

Your companion may make representations to us and ask questions but should not answer questions on your behalf. You may confer privately with your companion or ask for an adjournment at any time during the hearing.

If you or your companion cannot attend on the date proposed, you can offer an alternative time and date so long as it is reasonable and is within five working days of the date proposed by the Company.

==== '''Disciplinary penalties''' ====
The usual penalties for misconduct are set out below. No penalty should be imposed without a hearing. We aim to treat all members of staff fairly and consistently, and a penalty imposed on another member of staff for similar misconduct will usually be taken into account. However, no sanction will be treated as a precedent, and each case will be assessed on its own merits.

===== '''Stage 1: First written warning''' =====
Where there are no other active warnings on your file, you will usually receive a first written warning. This will usually remain active for six months, if the disciplinary procedure is not invoked again during that time. This written warning (and any subsequent written warnings) will state:

* The misconduct or other matters complained of.
* The action necessary to remedy the situation.
* Any review period which may be agreed.
* The consequences of failure to comply with the warning (either a final written warning, or dismissal with notice).

===== '''Stage 2: Final written warning''' =====
For more serious matters, or in case of further misconduct where there is an active first written warning on your record, you will usually receive a final written warning. This warning will usually remain active for twelve months, if the disciplinary procedure is not invoked again during that time.

===== '''Dismissal or other action''' =====
In instances of gross misconduct, or where your conduct has continued to fall below our standards after due warnings have been given, you may be dismissed. Examples of gross misconduct are given below. In cases of gross misconduct, the dismissal will usually be summary (i.e., without notice).

We may consider other sanctions short of dismissal, including demotion, redeployment to another role or a period of suspension without pay (where permitted by your contract), and/or an extension of a final written warning with a further review period.

Any decision will be confirmed in writing.

==== '''Appeals''' ====
If you are not satisfied with a disciplinary decision, you may appeal within one week of being told of the decision. Your appeal should be made in writing and should indicate the full grounds upon which your appeal is made.

The appeal hearing will, where possible, be held by someone senior to the person who held the original disciplinary hearing. You may bring a colleague or trade union representative with you.

On appeal, a decision may be to confirm the previous decision, or to impose a lesser or greater penalty, or no penalty at all. We will inform you in writing of our final decision as soon as possible, usually within one week of the appeal hearing. There will be no further right to appeal.

If you are appealing against dismissal, the date on which the dismissal takes effect will not be delayed pending the outcome of the appeal. However, if your appeal is successful, you will be reinstated with no loss of continuity or pay.

=== '''Confidentiality''' ===
We aim to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All members of staff must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

Any documentation (such as witness statements, letters, warnings and meeting summaries) will be stored securely, and only shared on a ‘need to know basis’.

=== '''Examples of misconduct''' ===
Examples of misconduct which could lead to disciplinary action include, but are not limited to:

* Unauthorised absence, or failure to comply with any aspect of the sickness absence policy.
* Poor time keeping and/or time wasting.
* Failure to comply with a specific instruction.
* Excessive use of personal email or internet usage.
* Impropriety, whether or not within working hours, which Handcrafted reasonably considers to be detrimental to its interests.
* Failure to disclose any personal interest which represents a conflict of interest with the organisation or its stakeholders.
* Breach of confidentiality.
* Failure to maintain health and safety standards.
* Impaired work due to the consumption of alcohol and/or drugs.
* Persistent or regular unavailability for work due to illness, injury or otherwise.
* Abusive or unacceptable behaviour.
* Bullying and harassment of another staff member.
* Minor breaches of your contract.
* Any review period which may be agreed.

=== '''Examples of gross misconduct''' ===
We regard certain issues as so serious as to warrant dismissal without notice (known as Summary Dismissal). Such matters include, but are not limited to:

* Physical and verbal violence / assault.
* Theft.
* Serious bullying, harassment or victimisation, particularly of a discriminatory nature.
* Making untrue allegations in bad faith against a colleague.
* Deliberate and serious damage to property.
* Fraud or deliberate falsification of records (e.g., in job applications, documents relating to sickness absence, or expense claims).
* Undertaking unauthorised paid or unpaid employment during your working hours.
* Accepting or offering a bribe or other secret payment.
* Serious negligence which causes or might cause unacceptable loss, damage or injury.
* Serious incapacity at work caused by being under the influence of alcohol or drugs.
* A serious breach of confidence.
* Deliberately accessing internet sites containing pornographic, offensive or obscene material.
* Disclosure of any confidential information relating to the organisation
* Serious insubordination or rudeness to managers, colleagues, trainees, contractors, suppliers or professional contacts.
* Bringing Handcrafted into serious disrepute.
* A serious breach of health and safety rules.
* Conviction on a criminal charge relevant to your employment or damaging to Handcrafted’s interests.

== '''Harassment & Bullying''' ==
Handcrafted is committed to providing a working environment that is free of harassment and bullying, and where everyone is treated, and treats others, with dignity and respect. We will not permit or condone any form of bullying or harassment.

==== '''Scope''' ====
This policy covers bullying or harassment of or by anyone engaged to work at Handcrafted Projects, and also by third parties such as contractors or suppliers. The policy encompasses bullying or harassment that occurs in the workplace, and also out of the workplace, such as on external trips or at work-related social events.

This policy does not form part of your contract of employment, and we may amend it at any time.

=== '''Introduction''' ===

==== '''What is harassment?''' ====
Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. A single incident of this nature can amount to harassment if sufficiently serious.

Unlawful harassment may involve sexual harassment, or it may be related to any other of the Protected Characteristics detailed in our Equal Opportunities policy, which includes age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. The Handcrafted stance is that harassment is unacceptable, whether or not it is targeted at any of these categories.

Examples of harassment may include (but are not limited to) the following:

* Displays or circulation of sexually suggestive material or material with racial overtones.
* Use of slang names for racial groups, or age groups, or for disabled persons.
* Professional or social exclusion.
* Unwanted physical conduct, such as touching, pinching, pushing and grabbing.
* Unwelcome sexual advances or suggestive behaviour.
* Offensive emails, text messages or social media content.

It is important to note that harassment occurs even if the harasser perceives his/her behaviour as being harmless and without malice, or ‘just a bit of fun’. What matters is how the behaviour makes the recipient feel, and not what the perpetrator’s intentions were. Also, a person may be harassed even if they were not the intended ‘target’ of the behaviour. For example, a man may be harassed by sexist jokes about women if the jokes create an environment that is offensive to him.

==== '''What is bullying?''' ====
Bullying is a sustained form of psychological abuse. It is defined as offensive, intimidating, malicious or insulting behaviour, involving the abuse or misuse of power, which has the purpose or effect of belittling, humiliating or threatening the recipient.

Workplace bullying usually takes one of three forms: physical, verbal or indirect. It can range from extreme forms such as violence and intimidation, to less obvious actions, such as professional or social exclusion.

Examples of bullying may include (but are not limited to) the following:

* Shouting or swearing at people in public or private.
* Spreading malicious rumours.
* Inappropriate derogatory remarks about someone’s performance.
* Physical or psychological threats.
* Constantly undervaluing effort.
* Rages, often over trivial matters.
* Ignoring or deliberately excluding people.
* Overbearing and intimidating levels of supervision.
* Deliberately sabotaging or impeding work performance.

Please note that managers are duty-bound to give their team members feedback and to generally manage their performance. Legitimate, reasonable and constructive criticism of a team member’s performance or behaviour, or reasonable instructions given to an employee in the course of their employment, will not amount to bullying on their own.

=== '''Procedure''' ===

==== '''What to do if you are being harassed or bullied''' ====

===== '''Informal approach''' =====
You may be able to sort out matters informally. The person may not know that their behaviour is unwelcome or upsetting, so an informal discussion may help them to understand the effects of their behaviour and agree to change it.

If you feel able to, tell the person what behaviour you find offensive and unwelcome, and say that you would like it to stop immediately. You should keep a note of the date and what was said and done. This will be useful if the unacceptable behaviour continues and you wish to make a formal complaint.

If this is too difficult for you, then please talk to your line manager, or a trusted colleague, for advice and assistance. They may for example speak to the person concerned on your behalf or accompany you when you speak to them.

If the informal approach is not appropriate, or has not been successful, you should raise a formal grievance through the Grievance Policy.

===== '''Formal procedure''' =====
If you feel that you need to deal with an issue of harassment or bullying formally, you should do so by following to the Handcrafted Grievance Policy.

We will investigate the issue in a timely, confidential and sensitive manner. The investigation will be conducted where possible by someone with appropriate seniority and experience, and no prior involvement in the issue. Details of the investigation, and the names of the people involved, will only be disclosed on a ‘need to know’ basis. We will consider whether any steps are necessary to manage the ongoing working relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform both parties (separately) of our decision. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

==== '''Consequence of a breach of this policy''' ====
If after due investigation, we consider that a member of staff has been harassed or bullied by another remember of staff or trainee, the matter will be dealt with under the Handcrafted Disciplinary Policy as a case of possible misconduct or gross misconduct. The person concerned may be suspended on full pay during the disciplinary investigation until any eventual disciplinary proceedings have been concluded. If the complaint of bullying or harassment is upheld, a disciplinary penalty may be imposed up to and including dismissal, depending on the seriousness of the offence and all relevant circumstances.

Some bullying or harassment will constitute unlawful discrimination if it relates to any of the Protected Characteristics as detailed above and in the Equal Opportunities policy. Such behaviour could constitute a criminal offence, punishable by a fine and/or imprisonment.

Where it is found that a member of staff has been harassed by a third party, such as a customer, supplier or independent contractor, Handcrafted will take such steps as are reasonably practicable to prevent any recurrence.

If you make a complaint which is not upheld, and Handcrafted has good grounds for believing that the complaint was not made in good faith, we will take disciplinary action against you.

==== '''Protection and support for those involved''' ====
If you raise an issue in good faith, or if you participate in any investigation, you must not suffer any form of retaliation or victimisation as a result. Any member of staff found engaging in retaliation will be subject to disciplinary action.

==== '''Record-keeping''' ====
Information about an issue made by or about a member of staff may be placed on either party’s personnel file, along with a record of the outcome and any other notes or documents compiled during the process. These will be processed in accordance with our Data Protection policy.

==== '''How we can all help to stop bullying and harassment''' ====
We all have a shared responsibility to help create and maintain a working environment free of bullying and harassment. For your part, you can do this by:

* Considering how your own behaviour may affect others and changing it.
* Being receptive, rather than defensive, if asked to change your behaviour.
* Treating your colleagues with dignity and respect.
* Taking a stand if you think inappropriate jokes or comments are being made.
* Making it clear to others when you find their behaviour unacceptable.
* Intervening, if possible, to stop harassment or bullying, and giving support to victims.
* Reporting harassment or bullying to your line manager or another appropriate person.
* Being open, honest and objective in any investigation of complaints.

Managers have a particular responsibility to:

* Set a good example by their own behaviour.
* Ensure that there is a supportive working environment in their team.
* Communicate to team members what standards of behaviour are expected from them.
* Intervene to stop bullying or harassment.
* Report promptly to senior management any complaint of bullying or harassment.

== '''Grievance''' ==
From time to time, you may have a query or grievance relating to your employment with Handcrafted Projects. This policy is intended to encourage communication between you and your line manager to ensure that questions can be answered, and problems arising can, where possible, be fairly and quickly resolved.

==== '''Scope''' ====
The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures. It applies to all Handcrafted members of staff, regardless of length of service. It does not form part of your contract of employment. We may amend it at any time, and we may depart from it depending on the circumstances of any case.

==== '''What is a grievance?''' ====

===== '''Examples of issues that may give rise to a grievance''' =====
The following is a list of the types of issues that may give rise to a grievance, although this list is not exhaustive, and other issues may amount to a grievance:

* Terms and conditions of employment.
* Health and safety.
* Relationships at work.
* Working practices.
* Organisational change.
* Discrimination.
* Bullying and harassment.
* Working environment.

This grievance procedure should not be used to complain about dismissal or disciplinary action, or if your performance is being managed through the formal capability procedure. In this event you should submit an appeal under the appropriate policy.

If you feel you have either witnessed or been the victim of bullying or harassment, please refer to our Bullying and Harassment policy for further guidance and information.

==== '''The Grievance procedure''' ====

===== '''Informal resolution''' =====
If you have a grievance arising from your employment it is often best to try to resolve the matter informally by discussing it with your line manager. If this is not appropriate, you should speak to Dan Northover (CEO) or (Trustee TBC).

If this does not resolve the issue, you should follow the formal procedure detailed below.

===== '''Formal resolution''' =====
If your grievance can not be resolved informally, you should set out it out in writing. You should address this letter to your line manager, unless your grievance is about your manager, in which case it should be submitted to Dan Northover (CEO) or (Trustee TBC). Your written grievance should include:

* An indication that it is a formal grievance.
* A brief description of the nature of your complaint.
* Any relevant facts, dates and names of individuals involved.

On receiving this notice, we will acknowledge receipt and give you a realistic timeframe within which a response will be forthcoming.

In some situations, we may ask you to provide us with formal information before we can progress the matter.

Written grievances will be placed on your personnel file, along with a record of any decisions taken and any notes or other documentation compiled during the grievance process. These will be processed in accordance with our Data Protection policy.

==== '''Grievance investigation''' ====
It may be necessary for us to carry out an investigation into your grievance. This may involve interviewing and taking statements from you and any witnesses, and/or reviewing any relevant documentation.

You must cooperate fully and promptly in any investigation. We may ask you for names of witnesses for example, or to disclose any documentation to us.

When investigating a matter, we will bear in mind any concerns to raise relating to confidentiality, but you should be aware that a full investigation may not be possible without certain disclosures being made, and that, without a full investigation, it may not be possible or appropriate for Handcrafted to reach the decision on your grievance that you wish for.

If any evidence is gathered in the course of the investigation, you will be given a copy in advance of the hearing. However, in exceptional circumstances such evidence given by individuals may have to remain anonymous and/or confidential - in this eventuality you will be given an appropriate summary of the evidence.

We may initiate an investigation before holding a grievance meeting, but on other occasions we may hold a grievance meeting before deciding what investigation (if any) to carry out. In those cases, we will hold a further grievance meeting with you after our investigation and before we reach a decision.

==== '''Grievance meeting''' ====
We will arrange a grievance meeting, normally within one week of receiving your written grievance or of completing any necessary preliminary investigation.

You will be notified of the date, time and location of the meeting (which should be reasonable for you and the organisation). You should make every effort to attend grievance meetings. If you are unable to attend a meeting at the specified time, please let us know immediately, and we will try, within reason, to agree an alternative time.

If you have any difficulty with the grievance meeting, or at any other stage of the procedure, because of a disability or because English is not your first language, please let us know so that we can try to help you. We may for example invite you to bring a friend or a member of your family to the meeting, if this may help.

During the meeting your grievance will be discussed, and both parties will have an opportunity to explain their views. A third party may also be present to keep a note of proceedings. You should take the opportunity to explain your grievance, and how you believe it should be resolved. Any evidence will be taken into full consideration.

If, in the course of the meeting, we feel that further investigation is merited, we will consider adjourning the meeting, and then reconvening it at a later date, once the necessary investigations have been carried out.

We will write to you, usually within one week of the final grievance meeting, to inform you of the outcome and of any further action that we intend to take to resolve the grievance, if applicable. We will also set out your right of appeal.

==== '''Your right to be accompanied''' ====
You may bring a companion (either trade union representative or a work colleague) to any grievance meeting or appeal meeting under this procedure. Please tell us who your chosen companion is in good time before the meeting. If your chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, we may ask you to choose someone else. If Handcrafted does not consider your choice of companion to be a reasonable one, we may require you to choose an alternative. Your companion will be allowed reasonable paid time off to act as your companion. He/she is under no obligation to agree to be your companion.

If you choose to be accompanied, your companion may address the meeting and you will be allowed to confer privately with each other, but he/she should not answer questions on your behalf.

==== '''Appeal''' ====
If you are not satisfied with a grievance decision, you may appeal within one week of being told of the decision. When appealing you should set out in writing which aspects of the decision you are challenging and why.

We will hold an appeal meeting, usually within one week of receiving your written appeal, unless you have raised further evidence which requires investigation. This will be dealt with impartially, and the appeal meeting will be held, if possible, by a more senior manager who has not previously been involved in the case (although they may ask anyone previously involved to be present). You have the right to be accompanied by a companion, as set out above.

We will confirm our final decision in writing, usually within one week of the appeal hearing, unless any subsequent investigation has been necessary. Where appropriate we may hold a meeting to give you this information in person. This is the final stage of the grievance procedure, and there is no further right of appeal.

== '''Whistleblowing & Confidential Disclosures''' ==
This document is the Handcrafted Projects Whistleblowing Policy as defined under Public Interest Disclosure Act 1998. The Act protects workers who disclose information about malpractice at their current or former workplace, provided certain conditions are met.

==== '''Scope''' ====
The policy applies to all staff and trainees. Personal grievances (e.g., bullying, harassment, discrimination) are not normally covered by this policy, these are covered by the Handcrafted Projects Grievance Policy.

=== '''Introduction''' ===
Handcrafted Projects staff and trainees in any capacity, at one time or another may have concerns about what is happening. It is your duty to speak up about genuine concerns. These concerns are usually best resolved by having a conversation with your line manager.

When disclosing a concern, you must reasonably believe two things:

# That you are acting in the public interest; and
# that the disclosure may fall under one or more of the following headings of malpractice (the list is not exclusive):

* a criminal offence e.g., fraud.
* betting, corrupt conduct, inside-information.
* someone’s health and safety is in danger.
* risk or actual damage to the environment.
* a miscarriage of justice.
* an organisation is breaking the law or
* covering up wrong-doing.

You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling that it is none of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to Handcrafted Projects. You may decide to say something but find that you have spoken to the wrong person or raised the issue in the wrong way and are not sure what to do next.

Handcrafted Projects takes any form of misconduct seriously and has introduced this policy to enable staff and trainees to raise concerns early and in the right way. We encourage all individuals, where appropriate, to raise the matter as a concern rather than wait for proof.

==== '''Assurances by Handcrafted Projects''' ====

===== '''Commitment''' =====
The Handcrafted Projects Trustees are committed to this policy. If a genuine concern is disclosed under it, Handcrafted will use all reasonable endeavours to protect you, provided you are acting in good faith. This assurance does not apply to someone who maliciously raises a concern that they know is untrue.

The daily environment for a Handcrafted Projects employee or trainee may be challenging following a whistleblowing disclosure, both whilst the disclosure is being investigated and following the conclusion of the process. If you feel that your environment is not tolerable, discussions should take place with Dan Northover. We will seek to either redeploy you, suitably change your environment, or ensure that you are not disadvantaged as a result of making the disclosure.

===== '''Confidence''' =====
Handcrafted Projects does not tolerate the harassment or victimisation of anyone raising a genuine concern. However, we recognise that you may wish to raise a concern ‘in confidence’. If you ask us to protect your identity, we will not disclose it without your consent. If the situation develops and we are not able to resolve the concern without revealing your identity (for instance because evidence is required in court), we will consult with you on how you would like to proceed.

Handcrafted Projects recognises that if we do not know the identity of the person disclosing a concern, it may be more difficult to resolve the matter. Notwithstanding, we will always endeavour to balance this with the needs of anyone raising a concern.

===== '''Procedure''' =====
Once we have been made aware of a concern, we will make an initial assessment in order to decide what action should be taken. This may involve an internal investigation, or an external review/investigation completed by independent experts who are not involved in our organisation. You will be made aware of who is handling your concern and how they can be contacted.

We will act as quickly as possible to resolve the matter, though the time taken to come to a resolution will depend on the nature of the disclosure. If appropriate and confidentiality allows, you will be kept informed at all times, though this may not always be possible.

When raising a concern, you will be asked how you feel the matter might best be resolved. At this stage, we must be made aware if you any personal interest in the matter. If the concern is deemed to be covered more appropriately by the Grievance Procedure, we will make you aware and direct you to the policy. Records of disclosures will be kept in accordance with applicable law.

===== '''Raising a concern internally''' =====
If you have a concern about misconduct, you should raise it in the first instance with your Line Manager, alternatively with Dan Northover (CEO). This may be done orally or in writing. You will need to state whether you wish to raise the matter in confidence so the appropriate arrangements can be made.

If, after raising these concerns, you still feel the matter has not been addressed, or if you feel that the matter is so serious that you cannot discuss it with your manager or director, you should contact the CEO.

===== '''Raising a concern externally''' =====
In disclosure cases such as criminal misconduct or child or vulnerable adult abuse, you must inform the regulatory authorities without undue delay.

The disclosure process when dealt with internally by Handcrafted Projects may be duty bound to report externally to statutory bodies.

===== '''Keeping the Handcrafted Projects’ Trustees informed''' =====
The CEO will notify the Chair of the Trustees when a whistleblowing case has instigated. Details of the case will not be discussed at that stage. Once the findings are concluded, the Trustees will be fully informed, in confidence.

Complaints and Grievances Procedures

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If you have a query or grievance relating to your employment with Handcrafted, the following steps should guide you through the process. Our policy encourages open communication with your Line Manager and aims to resolve issues fairly and quickly.

== 1. Informal Resolution ==

* '''Discuss with Your Line Manager:''' If possible, try to resolve your grievance informally by discussing it with your Line Manager.
* '''Alternative Contacts:''' If it’s not appropriate to discuss the matter with your Line Manager, you can approach Dan Northover (CEO) or (Trustee TBC).

If the issue cannot be resolved informally, proceed with the formal grievance process.

== 2. Formal Resolution ==

* '''Write Your Grievance:''' Submit your grievance in writing to your Line Manager. If your grievance involves your Line Manager, send it to Dan Northover (CEO) or (Trustee TBC).
** Indicate that it is a formal grievance.
** Include a brief description of the nature of your complaint, relevant facts, dates, and names of individuals involved.
* '''Acknowledge and Investigate:''' Upon receiving your grievance, we will acknowledge receipt and provide a realistic timeframe for a response. We may need additional information before proceeding.
* '''Documentation:''' Your written grievance and all related documents will be kept on file according to our Data Protection Policy.

== 3. Grievance Investigation ==

* '''Investigation Process:''' We may conduct an investigation, which could include interviews and reviewing relevant documents. You must cooperate fully and promptly. While confidentiality concerns will be considered, some disclosures may be necessary for a thorough investigation.
* '''Post-Investigation Meeting:''' If an investigation occurs, we may hold another grievance meeting to discuss findings before reaching a decision.

== 4. Grievance Meeting ==

* '''Schedule a Meeting:''' A grievance meeting will usually be scheduled within one week of receiving your grievance or completing any necessary investigation. You will be notified of the time, date, and location.
* '''During the Meeting:''' Both parties will have an opportunity to discuss the grievance and propose resolutions. A third party may be present to take notes.
* '''Outcome Notification:''' You will be informed of the outcome in writing, usually within one week of the final grievance meeting. We will also set out any further actions and your right to appeal.

== 5. Your Right to Be Accompanied ==

* '''Bring a Companion:''' You have the right to bring a companion (such as a trade union representative or work colleague) to any grievance or appeal meeting.
* With your permission, the companion is allowed to:
** take notes
** set out your case
** respond for you to any comments or points made at the meeting
** talk with you during the meeting
* The companion cannot:
** answer questions put to you
** prevent anyone else at the meeting from explaining their side of things

== 6. Appeal ==

* '''Appeal Submission:''' If you are not satisfied with the grievance decision, you may submit an appeal within one week. Your appeal should outline which aspects of the decision you are challenging and why.
* '''Appeal Meeting:''' We will hold an appeal meeting, usually within one week of receiving your appeal. The appeal will be handled impartially by a more senior manager, if possible. You also have the right to be accompanied by a companion at the appeal meeting.
* '''Final Decision:''' You will receive the final decision in writing, usually within one week of the appeal meeting. This is the final stage of the grievance process, and no further appeal is available.

For more detailed information, please refer to the full Grievance Policy.

HR Policy

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{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|29/09/2025
|}

=== '''Overview''' ===
Our mission at Handcrafted is to connect with the excluded people in society and empower them to turn their lives around. Our staff work at the forefront of this mission. Our policy for Human Resources and Staff Wellbeing is built on the following principles and commitments:

# The trustees and senior management will build the capability of our team and give them the framework they need to work effectively.
# Our staff are key to our mission to connect with excluded people in society and empower them to turn their lives around.
# Our belief is that everyone is created with value and purpose; have something to contribute; live better together; should be treated with compassion and empathy; are unconditionally loved; and should have the opportunity to make a fresh start. This is true for our staff, as well as trainees. We are committed to treating our staff in this way and expect them to do likewise to other staff and trainees.
# The trustees and senior management want to see our values of creativity, empathy, empowerment and community to be present in our staff team. We want them to be able to work creatively and walk shoulder to shoulder with each other and our trainees. We want them to be empowered in their lives and empower others. And we want our staff to be part of an accepting, supporting community.
This policy should be read in conjunction with the following associated policies and guides:

* [[Absence Management Policy]]
* [[Cyber Policy]]
* [[Recruitment Policy]]
* [[On Call Working Policy]]

== '''Equal Opportunities''' ==
Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

Our diversity and inclusion policy outlines our commitment to creating a safe and inclusive environment for all.

==== '''Our Policy''' ====
This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

* Age
* Disability
* Race including colour, nationality, ethnic or national origin.
* Gender
* Religion or belief
* Sexual orientation
* Gender reassignment
* Civil partnership or marital status
* Pregnancy and maternity
* Criminal record

Our staff and trainees will also be protected from discrimination if:

* They are associated with someone who has a protected characteristic, for example a family member or friend.
* They’ve complained about discrimination or supported someone else’s claim.

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.

==== '''Our commitments''' ====
We will:

* Not tolerate any discrimination or harassment based on an individual's identity.
* Strive to create an environment where everyone feels respected and valued.
* Provide equal opportunity and access to resources and opportunities regardless of identity.
* Ensure that all individuals have the same chance to succeed and advance.
* Accommodate individuals with disabilities or needs to the best of our ability.
* Strive to create a workplace that reflects the diversity of our community.
* Provide training and resources to foster an understanding of diversity and inclusion.
* Actively seek to recruit and retain a diverse group of individuals.
* Celebrate the contributions of a diverse group of individuals.
* Hold ourselves and others accountable for creating a culture of inclusivity and respect.
* Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated.
* Prevent unlawful discrimination, direct and indirect and victimisation.
* Comply with our legal obligations.
* Oppose and avoid all forms of unlawful discrimination. This includes in:
** pay and benefits.
** terms and conditions of employment
** dealing with grievances and discipline
** dismissal
** redundancy
** leave for parents.
** requests for flexible working
** selection for employment, promotion, training or other developmental opportunities
* Take seriously and address any breaches of this policy.

==== '''How we will implement this in our workforce''' ====
Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

* Include appropriate equality objectives and responsibilities in each job description.
* Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment.
* Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
* Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate.
* Gather equality information on our workforce and those who use our service.
* Make all necessary reasonable adjustments and consider options for flexible working.
* Work to make our workforce more representative and where possible, undertake lawful, positive action.
* Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination.
* Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support.
* Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs.
* Make sure that there are sufficient resources in place to implement this policy effectively.

==== '''Inclusive access to our services''' ====
As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

==== '''Policy review''' ====
We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

==== '''Complaints of discrimination''' ====
If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see www.acas.org.uk.

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the Handcrafted Complaints Policy: Handcrafted Complaints Policy.docx

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

== '''Working Hours Expectations''' ==
At Handcrafted, we value flexibility in working hours while ensuring that all staff meet the expectations set out in their contracts. Your working hours expectations are set out in your contract and further details on leave can be found in the [[Leave & Absence Policy]].

== '''Absence management''' ==
Please refer to the [[Absence Management Policy]].

== '''Infectious diseases''' ==
Handcrafted has a legal responsibility under the general duties of the Health and Safety at Work etc, Act 1974, to as far as is reasonably practicable, safeguard members of staff against risks to their health, including those risks posed by infectious diseases.

In addition, there are specific regulations relevant to the control of infection including the Management of Health and Safety at Work Regulations 1999 and the Control of Substances Hazardous to Health Regulations 2002 (as amended). These regulations require employers to carry out risk assessments, record any significant findings and provide staff with adequate information, instruction and training on any risks to their health which they may face at work.

Due to the nature of the services that we provide staff may be exposed to infectious diseases or blood borne viruses (BBVs). Handcrafted will fulfil its duty as an employer to protect its members of staff and will ensure they are provided with information and training as appropriate on the potential risks posed by infectious diseases and BBVs. This policy is to be read in conjunction with risk assessments in place at Handcrafted places of work which identify who may be exposed to the risk of infection and describes management procedures to control this risk.

In particular, staff need to be aware of the risk of infection in the following areas:

* Use of sharp objects in the workshop
* Risk of sharps injury while cleaning properties and disposing of rubbish on Handcrafted premises (especially drug paraphernalia)
* Airborne viruses during pandemics such as COVID-19
* The preparation of food

It is therefore important that strict hygiene precautions are observed at all times by Handcrafted staff and trainees are prompted to maintain safe practices.

=== '''General''' ===

==== '''Designated leads''' ====
The designated lead for infection prevention and control at each Handcrafted hub is the Hub Manager. Their responsibility includes activities within the properties associated with their hub.

The designated lead will ensure:

* systems are in place that assess the risk of and prevent, detect and control the risk of infection.
* sufficient resources are available to secure effective prevention and control of infection.
* staff, trainees, contractors and other persons who directly or indirectly provide work are provided with appropriate information, instruction, training and supervision in the precautions to follow.
* policies and procedures are being implemented.
* a suitable and sufficient risk assessment is carried out with respect to prevention and control of infection.
* an appropriate standard of cleanliness and hygiene is maintained throughout the premises at all times and that the premises are maintained in good physical repair and condition.
* appropriate standards of cleanliness and hygiene are maintained in relation to equipment at all times and that the equipment is maintained in good physical repair and condition.
* that a suitable cleaning schedule is in place and followed
* there are suitable and sufficient hand washing facilities and antimicrobial hand rubs where appropriate.
* suitable information on infections is provided to visitors and contractors, including the importance of hand washing.
* information regarding infection is passed on to any other person, as necessary.
* individuals who develop an infection are identified promptly and that they receive the appropriate treatment and care.
* the local health protection unit is informed of any outbreaks or serious incidents relating to infection within (the relevant timeframe)
* all eligible groups are enabled and supported to take up the offer of immunisation programmes.
* all staff are fully trained in and co-operate with our control of infection procedures.

Accordingly, it may at times be necessary to

* stagger start and finish times so that fewer people are together at once.
* cancel non-essential travel.
* cancel non-essential training sessions.
* support working from home for staff where possible.
* ensure that facilities are suitable to minimise the spread of infection, e.g., allowing a distance of more than two metres between attendees, and
* keep a record of relevant immunisations.

==== '''Training''' ====
Handcrafted will

* provide suitable training, including
** induction training to all staff on the prevention and control of infection
** safe handling and disposal of sharps
** prevention of occupational exposure to blood-borne viruses (BBVs), including prevention of sharps injuries
** disinfection
** food hygiene
** safe handling and disposal of waste
* keep a record of all training and updates to staff.

=== '''Infection outbreak procedure''' ===
Handcrafted insists that its staff follow any Government guidance published on self-isolation/quarantine.

Staff and trainees must report symptoms of infectious diseases and staff who have infectious disease symptoms must not come to work and, in the case of diarrhoea and vomiting, stay away for at least 48 hours after the symptoms have stopped.

Where required, notifiable outbreaks will be reported to the relevant authority e.g., HSE by Operations Director.

Handcrafted and its staff and trainees will cooperate with any investigation by a relevant authority and comply with any investigation findings.

In case of an outbreak, procedures will be put in place to keep the number of staff or trainees in contact with affected persons to a minimum and ensure they are not involved with food handling.

Staff must pay strict attention to infection control procedures, in particular to the washing of hands and the wearing of protective clothing if required.

== '''Substance misuse''' ==
This Policy will explain the responsibilities and principle behind the Handcrafted’s approach to managing the misuse of illegal drugs, alcohol and other substances by employees. Handcrafted aims to ensure that it provides a safe and productive work environment that promotes the health, safety and wellbeing of its staff.

Handcrafted has a responsibility to provide its trainees with the best possible service and ensure that all services are delivered effectively and without compromise, at the same time maintaining and promoting our reputation and integrity.

We have a duty under the Health & Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare of our staff and others. This includes taking all reasonable steps to resolve drug (illegal, prescription or recreational), alcohol and other substance misuse-related problems within the workplace. Staff also have a duty of care to trainees and colleagues and are therefore expected to co-operate with and implement this policy.

=== '''Our stance''' ===
Our position is one of not allowing the use, possession or supply of drugs, alcohol or substances by staff whilst at work or allowing staff to continue working if they are found, or if there is reason to suspect that they are, under the influence of any substance or if they smell of alcohol.

This policy should be seen in the context of a desire to promote the general wellbeing of all members of staff and the safety for trainees, colleagues and others. Handcrafted is committed to providing confidential support and specialist help where necessary to any member of staff making a disclosure regarding their misuse of substances and their intention to manage the situation more effectively.

==== '''Scope''' ====
This policy applies to all members of staff and anyone else working in our premises. Any breach of this Policy may lead to disciplinary action, up to and including summary dismissal.

=== '''The Policy''' ===
You must not come into work if you’re under the influence of alcohol, drugs (including prescription medication) or Novel Psychoactive Substances (NPS) including those formerly known as legal highs to the extent that your judgment, behaviour or ability to carry out your job is affected. This includes when you are working from home or any other premises.

If you need to drive for work reasons, of course you must also be within the relevant legal drink drive limit.

If you’ve been prescribed medication that you think might affect your ability to do your job safely and efficiently or have a medical condition that may replicate the signs of drug or alcohol intoxication, you must talk to your line manager about this as soon as you can, and before you start work.

===== '''During work''' =====
You must not consume alcohol or illegal drugs or abuse any substances (including NPS’s and solvents) while you’re working on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes if you are working at home or remotely.

===== '''Illegal drugs''' =====
You must never be in possession of, sell, or purchase illegal drugs or other substances whilst you’re working, whether on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes when you are working from home or remotely.

If you’re found in possession of illegal drugs whilst at work, or a work-related event or activity, we may report this to the police.

=== '''The Procedure''' ===
If your manager, or any other Handcrafted manager, director or Trustee has reasonable grounds to think you’re under the influence of drugs or alcohol whilst at work, they will speak to you about the situation. If they think that you are not in an appropriate condition to work, you will usually be suspended from work and invited to an investigatory meeting at a later date. This may lead to disciplinary action, up to and including summary dismissal.

==== '''Work-related events''' ====
Handcrafted policies still apply to you at events or activities that you’re attending. If you’re at a work-related event, such as a team social activity or party, whether held or not held at a Handcrafted location, and you choose to drink alcohol, we trust you will behave respectfully and appropriately at all times. You should consume alcohol only in moderation.

You must never be in possession of, sell, or purchase illegal drugs or other substances (including NPS’s and solvents) while you are at a work-related event or activity.

Any inappropriate behaviour or activity will be investigated under our Disciplinary Procedure and may lead to disciplinary action being taken against you, up to and including summary dismissal.

==== '''Drug or alcohol misuse/dependency''' ====
If you think you’ve got a problem with drug and/or alcohol misuse or dependency, we want you to know that you can talk to us before it becomes an issue at work. Your manager might talk to you if they notice any signs that suggest you could have a problem.

If you talk to your manager, they will offer support and will keep things confidential, unless they have concerns about your safety or that of other people. They will offer appropriate support, such as encouraging you to see your GP, referring you to occupational health, or for alcohol/drug misuse-focused counselling.

If you’re having treatment for a drug/alcohol problem and you need time off for appointments, we will work with you to ensure that the time is made available.

== '''Capability''' ==
This policy applies to all employees of Handcrafted, including full-time, part-time, and temporary staff. The purpose of this Capability Policy is to:

* Identify and address instances of poor staff performance in a fair and supportive manner.
* Promote continuous improvement and professional development among our employees.
* Ensure compliance with ACAS guidelines in managing staff performance.

=== '''Principles''' ===

==== '''Early Intervention''' ====
Poor performance concerns will be addressed promptly through open and supportive communication.

Supervisors and managers will provide regular feedback and coaching to help employees improve their performance.

==== '''Supportive Approach''' ====
Handcrafted is committed to supporting employees in their efforts to improve performance.

Employees will be encouraged to participate in training and development programs to enhance their skills.

==== '''Fair and Objective Assessment''' ====
Performance issues will be assessed objectively, considering relevant factors such as workload, resources, and personal circumstances.

Employees will have the opportunity to provide input and evidence related to their performance.

==== '''Training and Development''' ====
Handcrafted will provide access to training and development opportunities to help employees enhance their skills and address performance gaps.

==== '''Performance Improvement Plan (PIP)''' ====
If an employee's performance remains unsatisfactory after initial interventions, a formal Performance Improvement Plan (PIP) may be implemented.

The PIP will outline clear expectations, goals, timelines, and support mechanisms to help the employee improve their performance.

==== '''Review and Monitoring''' ====
Progress under the PIP will be reviewed regularly.

Managers and employees will discuss progress and make necessary adjustments to the plan as needed.

==== '''Dismissal as a Last Resort''' ====
Dismissal will only be considered as a last resort when all reasonable efforts to support performance improvement have been exhausted.

=== '''Procedure''' ===

==== '''Informal Stage''' ====
The line manager or supervisor will discuss concerns regarding poor performance with the employee.

The employee will be provided with constructive feedback and offered support, including access to training and resources.

==== '''Formal Stage (Performance Improvement Plan - PIP)''' ====
If poor performance persists, the employee will be invited to a formal meeting to discuss the implementation of a PIP.

The PIP will be documented in writing and shared with the employee.

The employee will have the opportunity to review and discuss the PIP and provide input.

==== '''Review Meetings''' ====
Regular review meetings will be scheduled to monitor progress under the PIP.

Adjustments to the plan may be made if necessary.

==== '''Consideration of Further Actions''' ====
If performance does not improve despite the PIP, further actions, including dismissal, may be considered in accordance with Handcrafted HR policies.

==== '''Confidentiality''' ====
All information related to staff performance, including discussions, meetings, and PIPs, will be treated confidentially in line with data protection regulations and Handcrafted policies.

==== '''Appeals''' ====
Employees have the right to appeal against decisions made under this Capability Policy. Appeals should be made in writing to the HR department, and the appeal process will be conducted in accordance with Handcrafted HR policies.

== '''Disciplinary''' ==
This policy is designed to ensure that there are effective and equitable arrangements for handling disciplinary and related matters. The purpose of the disciplinary procedure is to set out the standards of conduct expected of all members of staff and to provide a framework within which managers can work with staff to maintain those standards and encourage improvement where necessary. The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures.

==== '''Scope''' ====
In order to ensure consistent and fair treatment, this procedure applies to all members of staff, although it may not always be followed during a probationary period. It does not apply to trainees, agency workers or self-employed contractors.

Minor conduct issues can usually be resolved informally with your manager. This procedure sets out formal steps to be taken if the matter is more serious or cannot be resolved informally.

Matters relating to poor performance are dealt with via the Handcrafted Capability Policy, and matters relating to genuine sickness absence are dealt with by via the Handcrafted Absence Management policy.

This policy and the procedure set out within it does not form part of any employee’s contract of employment and we may amend it at any time. Dependant on the particular circumstances of the case, Handcrafted reserves the right to resolve matters without recourse to this policy, or to only apply certain aspects of the disciplinary procedure.

==== '''Investigations''' ====
Before any disciplinary hearing is held, or any disciplinary action is taken, the matter will be investigated in order to establish the facts. Any meetings and discussions as part of an investigation are purely for the purpose of fact-finding and are in no way be considered to be a disciplinary hearing. No disciplinary action will be taken without a disciplinary hearing.

In some cases, we may need to suspend you from work while we carry out the investigation. Suspension is not considered to be a disciplinary action and is not indicative of any prejudgment of the matter. You will remain on full pay and benefits during any period of suspension.

==== '''Disciplinary hearing''' ====
Having investigated all the facts, the Company will decide whether:

* No action is needed, or;
* The matter should be dealt with informally, or;
* Formal disciplinary action is necessary.

==== '''Formal disciplinary action''' ====
If formal disciplinary action is the appropriate course of action, a disciplinary hearing will be arranged. You will receive written notice of the date, time and venue of the hearing, including information about the alleged misconduct and its possible consequences. You will normally be given copies of relevant documents and witness statements. You will have a reasonable period of time prior to the hearing to consider and prepare your response.

Where practicable, a different person to the one carrying out the investigation will carry out the disciplinary hearing.

A nominated member of staff will normally be present at any formal hearing or interview to take notes of the proceedings.

You should let us know as early as possible if there are any relevant witnesses you would like to attend the hearing or any documents or other evidence you wish to be considered.

At the hearing you will be presented with the allegations and evidence against you. You will be given the opportunity to respond to the allegations and put forward any mitigating circumstances which you want to be taken into account.

We may adjourn the hearing if we need to carry out any further investigations in the light of any new points you have raised.

We will inform you of the decision either at this hearing or as soon as possible after it has taken place (usually within one week). You will be provided with written reasons for the decision and advised of your right to appeal.

==== '''Your right to be accompanied''' ====
You may be accompanied at the hearing by a trade union representative or a colleague, who will be allowed reasonable paid time off to act as your companion. No-one is obliged to act as a companion if they do not wish to do so. If the Company considers your choice of companion to be unreasonable (for example if they have a conflict of interest or may prejudice the hearing), we may require you to choose someone else.

Your companion may make representations to us and ask questions but should not answer questions on your behalf. You may confer privately with your companion or ask for an adjournment at any time during the hearing.

If you or your companion cannot attend on the date proposed, you can offer an alternative time and date so long as it is reasonable and is within five working days of the date proposed by the Company.

==== '''Disciplinary penalties''' ====
The usual penalties for misconduct are set out below. No penalty should be imposed without a hearing. We aim to treat all members of staff fairly and consistently, and a penalty imposed on another member of staff for similar misconduct will usually be taken into account. However, no sanction will be treated as a precedent, and each case will be assessed on its own merits.

===== '''Stage 1: First written warning''' =====
Where there are no other active warnings on your file, you will usually receive a first written warning. This will usually remain active for six months, if the disciplinary procedure is not invoked again during that time. This written warning (and any subsequent written warnings) will state:

* The misconduct or other matters complained of.
* The action necessary to remedy the situation.
* Any review period which may be agreed.
* The consequences of failure to comply with the warning (either a final written warning, or dismissal with notice).

===== '''Stage 2: Final written warning''' =====
For more serious matters, or in case of further misconduct where there is an active first written warning on your record, you will usually receive a final written warning. This warning will usually remain active for twelve months, if the disciplinary procedure is not invoked again during that time.

===== '''Dismissal or other action''' =====
In instances of gross misconduct, or where your conduct has continued to fall below our standards after due warnings have been given, you may be dismissed. Examples of gross misconduct are given below. In cases of gross misconduct, the dismissal will usually be summary (i.e., without notice).

We may consider other sanctions short of dismissal, including demotion, redeployment to another role or a period of suspension without pay (where permitted by your contract), and/or an extension of a final written warning with a further review period.

Any decision will be confirmed in writing.

==== '''Appeals''' ====
If you are not satisfied with a disciplinary decision, you may appeal within one week of being told of the decision. Your appeal should be made in writing and should indicate the full grounds upon which your appeal is made.

The appeal hearing will, where possible, be held by someone senior to the person who held the original disciplinary hearing. You may bring a colleague or trade union representative with you.

On appeal, a decision may be to confirm the previous decision, or to impose a lesser or greater penalty, or no penalty at all. We will inform you in writing of our final decision as soon as possible, usually within one week of the appeal hearing. There will be no further right to appeal.

If you are appealing against dismissal, the date on which the dismissal takes effect will not be delayed pending the outcome of the appeal. However, if your appeal is successful, you will be reinstated with no loss of continuity or pay.

=== '''Confidentiality''' ===
We aim to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All members of staff must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

Any documentation (such as witness statements, letters, warnings and meeting summaries) will be stored securely, and only shared on a ‘need to know basis’.

=== '''Examples of misconduct''' ===
Examples of misconduct which could lead to disciplinary action include, but are not limited to:

* Unauthorised absence, or failure to comply with any aspect of the sickness absence policy.
* Poor time keeping and/or time wasting.
* Failure to comply with a specific instruction.
* Excessive use of personal email or internet usage.
* Impropriety, whether or not within working hours, which Handcrafted reasonably considers to be detrimental to its interests.
* Failure to disclose any personal interest which represents a conflict of interest with the organisation or its stakeholders.
* Breach of confidentiality.
* Failure to maintain health and safety standards.
* Impaired work due to the consumption of alcohol and/or drugs.
* Persistent or regular unavailability for work due to illness, injury or otherwise.
* Abusive or unacceptable behaviour.
* Bullying and harassment of another staff member.
* Minor breaches of your contract.
* Any review period which may be agreed.

=== '''Examples of gross misconduct''' ===
We regard certain issues as so serious as to warrant dismissal without notice (known as Summary Dismissal). Such matters include, but are not limited to:

* Physical and verbal violence / assault.
* Theft.
* Serious bullying, harassment or victimisation, particularly of a discriminatory nature.
* Making untrue allegations in bad faith against a colleague.
* Deliberate and serious damage to property.
* Fraud or deliberate falsification of records (e.g., in job applications, documents relating to sickness absence, or expense claims).
* Undertaking unauthorised paid or unpaid employment during your working hours.
* Accepting or offering a bribe or other secret payment.
* Serious negligence which causes or might cause unacceptable loss, damage or injury.
* Serious incapacity at work caused by being under the influence of alcohol or drugs.
* A serious breach of confidence.
* Deliberately accessing internet sites containing pornographic, offensive or obscene material.
* Disclosure of any confidential information relating to the organisation
* Serious insubordination or rudeness to managers, colleagues, trainees, contractors, suppliers or professional contacts.
* Bringing Handcrafted into serious disrepute.
* A serious breach of health and safety rules.
* Conviction on a criminal charge relevant to your employment or damaging to Handcrafted’s interests.

== '''Harassment & Bullying''' ==
Handcrafted is committed to providing a working environment that is free of harassment and bullying, and where everyone is treated, and treats others, with dignity and respect. We will not permit or condone any form of bullying or harassment.

==== '''Scope''' ====
This policy covers bullying or harassment of or by anyone engaged to work at Handcrafted Projects, and also by third parties such as contractors or suppliers. The policy encompasses bullying or harassment that occurs in the workplace, and also out of the workplace, such as on external trips or at work-related social events.

This policy does not form part of your contract of employment, and we may amend it at any time.

=== '''Introduction''' ===

==== '''What is harassment?''' ====
Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. A single incident of this nature can amount to harassment if sufficiently serious.

Unlawful harassment may involve sexual harassment, or it may be related to any other of the Protected Characteristics detailed in our Equal Opportunities policy, which includes age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. The Handcrafted stance is that harassment is unacceptable, whether or not it is targeted at any of these categories.

Examples of harassment may include (but are not limited to) the following:

* Displays or circulation of sexually suggestive material or material with racial overtones.
* Use of slang names for racial groups, or age groups, or for disabled persons.
* Professional or social exclusion.
* Unwanted physical conduct, such as touching, pinching, pushing and grabbing.
* Unwelcome sexual advances or suggestive behaviour.
* Offensive emails, text messages or social media content.

It is important to note that harassment occurs even if the harasser perceives his/her behaviour as being harmless and without malice, or ‘just a bit of fun’. What matters is how the behaviour makes the recipient feel, and not what the perpetrator’s intentions were. Also, a person may be harassed even if they were not the intended ‘target’ of the behaviour. For example, a man may be harassed by sexist jokes about women if the jokes create an environment that is offensive to him.

==== '''What is bullying?''' ====
Bullying is a sustained form of psychological abuse. It is defined as offensive, intimidating, malicious or insulting behaviour, involving the abuse or misuse of power, which has the purpose or effect of belittling, humiliating or threatening the recipient.

Workplace bullying usually takes one of three forms: physical, verbal or indirect. It can range from extreme forms such as violence and intimidation, to less obvious actions, such as professional or social exclusion.

Examples of bullying may include (but are not limited to) the following:

* Shouting or swearing at people in public or private.
* Spreading malicious rumours.
* Inappropriate derogatory remarks about someone’s performance.
* Physical or psychological threats.
* Constantly undervaluing effort.
* Rages, often over trivial matters.
* Ignoring or deliberately excluding people.
* Overbearing and intimidating levels of supervision.
* Deliberately sabotaging or impeding work performance.

Please note that managers are duty-bound to give their team members feedback and to generally manage their performance. Legitimate, reasonable and constructive criticism of a team member’s performance or behaviour, or reasonable instructions given to an employee in the course of their employment, will not amount to bullying on their own.

=== '''Procedure''' ===

==== '''What to do if you are being harassed or bullied''' ====

===== '''Informal approach''' =====
You may be able to sort out matters informally. The person may not know that their behaviour is unwelcome or upsetting, so an informal discussion may help them to understand the effects of their behaviour and agree to change it.

If you feel able to, tell the person what behaviour you find offensive and unwelcome, and say that you would like it to stop immediately. You should keep a note of the date and what was said and done. This will be useful if the unacceptable behaviour continues and you wish to make a formal complaint.

If this is too difficult for you, then please talk to your line manager, or a trusted colleague, for advice and assistance. They may for example speak to the person concerned on your behalf or accompany you when you speak to them.

If the informal approach is not appropriate, or has not been successful, you should raise a formal grievance through the Grievance Policy.

===== '''Formal procedure''' =====
If you feel that you need to deal with an issue of harassment or bullying formally, you should do so by following to the Handcrafted Grievance Policy.

We will investigate the issue in a timely, confidential and sensitive manner. The investigation will be conducted where possible by someone with appropriate seniority and experience, and no prior involvement in the issue. Details of the investigation, and the names of the people involved, will only be disclosed on a ‘need to know’ basis. We will consider whether any steps are necessary to manage the ongoing working relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform both parties (separately) of our decision. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

==== '''Consequence of a breach of this policy''' ====
If after due investigation, we consider that a member of staff has been harassed or bullied by another remember of staff or trainee, the matter will be dealt with under the Handcrafted Disciplinary Policy as a case of possible misconduct or gross misconduct. The person concerned may be suspended on full pay during the disciplinary investigation until any eventual disciplinary proceedings have been concluded. If the complaint of bullying or harassment is upheld, a disciplinary penalty may be imposed up to and including dismissal, depending on the seriousness of the offence and all relevant circumstances.

Some bullying or harassment will constitute unlawful discrimination if it relates to any of the Protected Characteristics as detailed above and in the Equal Opportunities policy. Such behaviour could constitute a criminal offence, punishable by a fine and/or imprisonment.

Where it is found that a member of staff has been harassed by a third party, such as a customer, supplier or independent contractor, Handcrafted will take such steps as are reasonably practicable to prevent any recurrence.

If you make a complaint which is not upheld, and Handcrafted has good grounds for believing that the complaint was not made in good faith, we will take disciplinary action against you.

==== '''Protection and support for those involved''' ====
If you raise an issue in good faith, or if you participate in any investigation, you must not suffer any form of retaliation or victimisation as a result. Any member of staff found engaging in retaliation will be subject to disciplinary action.

==== '''Record-keeping''' ====
Information about an issue made by or about a member of staff may be placed on either party’s personnel file, along with a record of the outcome and any other notes or documents compiled during the process. These will be processed in accordance with our Data Protection policy.

==== '''How we can all help to stop bullying and harassment''' ====
We all have a shared responsibility to help create and maintain a working environment free of bullying and harassment. For your part, you can do this by:

* Considering how your own behaviour may affect others and changing it.
* Being receptive, rather than defensive, if asked to change your behaviour.
* Treating your colleagues with dignity and respect.
* Taking a stand if you think inappropriate jokes or comments are being made.
* Making it clear to others when you find their behaviour unacceptable.
* Intervening, if possible, to stop harassment or bullying, and giving support to victims.
* Reporting harassment or bullying to your line manager or another appropriate person.
* Being open, honest and objective in any investigation of complaints.

Managers have a particular responsibility to:

* Set a good example by their own behaviour.
* Ensure that there is a supportive working environment in their team.
* Communicate to team members what standards of behaviour are expected from them.
* Intervene to stop bullying or harassment.
* Report promptly to senior management any complaint of bullying or harassment.

== '''Grievance''' ==
From time to time, you may have a query or grievance relating to your employment with Handcrafted Projects. This policy is intended to encourage communication between you and your line manager to ensure that questions can be answered, and problems arising can, where possible, be fairly and quickly resolved.

==== '''Scope''' ====
The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures. It applies to all Handcrafted members of staff, regardless of length of service. It does not form part of your contract of employment. We may amend it at any time, and we may depart from it depending on the circumstances of any case.

==== '''What is a grievance?''' ====

===== '''Examples of issues that may give rise to a grievance''' =====
The following is a list of the types of issues that may give rise to a grievance, although this list is not exhaustive, and other issues may amount to a grievance:

* Terms and conditions of employment.
* Health and safety.
* Relationships at work.
* Working practices.
* Organisational change.
* Discrimination.
* Bullying and harassment.
* Working environment.

This grievance procedure should not be used to complain about dismissal or disciplinary action, or if your performance is being managed through the formal capability procedure. In this event you should submit an appeal under the appropriate policy.

If you feel you have either witnessed or been the victim of bullying or harassment, please refer to our Bullying and Harassment policy for further guidance and information.

==== '''The Grievance procedure''' ====

===== '''Informal resolution''' =====
If you have a grievance arising from your employment it is often best to try to resolve the matter informally by discussing it with your line manager. If this is not appropriate, you should speak to Dan Northover (CEO) or (Trustee TBC).

If this does not resolve the issue, you should follow the formal procedure detailed below.

===== '''Formal resolution''' =====
If your grievance can not be resolved informally, you should set out it out in writing. You should address this letter to your line manager, unless your grievance is about your manager, in which case it should be submitted to Dan Northover (CEO) or (Trustee TBC). Your written grievance should include:

* An indication that it is a formal grievance.
* A brief description of the nature of your complaint.
* Any relevant facts, dates and names of individuals involved.

On receiving this notice, we will acknowledge receipt and give you a realistic timeframe within which a response will be forthcoming.

In some situations, we may ask you to provide us with formal information before we can progress the matter.

Written grievances will be placed on your personnel file, along with a record of any decisions taken and any notes or other documentation compiled during the grievance process. These will be processed in accordance with our Data Protection policy.

==== '''Grievance investigation''' ====
It may be necessary for us to carry out an investigation into your grievance. This may involve interviewing and taking statements from you and any witnesses, and/or reviewing any relevant documentation.

You must cooperate fully and promptly in any investigation. We may ask you for names of witnesses for example, or to disclose any documentation to us.

When investigating a matter, we will bear in mind any concerns to raise relating to confidentiality, but you should be aware that a full investigation may not be possible without certain disclosures being made, and that, without a full investigation, it may not be possible or appropriate for Handcrafted to reach the decision on your grievance that you wish for.

If any evidence is gathered in the course of the investigation, you will be given a copy in advance of the hearing. However, in exceptional circumstances such evidence given by individuals may have to remain anonymous and/or confidential - in this eventuality you will be given an appropriate summary of the evidence.

We may initiate an investigation before holding a grievance meeting, but on other occasions we may hold a grievance meeting before deciding what investigation (if any) to carry out. In those cases, we will hold a further grievance meeting with you after our investigation and before we reach a decision.

==== '''Grievance meeting''' ====
We will arrange a grievance meeting, normally within one week of receiving your written grievance or of completing any necessary preliminary investigation.

You will be notified of the date, time and location of the meeting (which should be reasonable for you and the organisation). You should make every effort to attend grievance meetings. If you are unable to attend a meeting at the specified time, please let us know immediately, and we will try, within reason, to agree an alternative time.

If you have any difficulty with the grievance meeting, or at any other stage of the procedure, because of a disability or because English is not your first language, please let us know so that we can try to help you. We may for example invite you to bring a friend or a member of your family to the meeting, if this may help.

During the meeting your grievance will be discussed, and both parties will have an opportunity to explain their views. A third party may also be present to keep a note of proceedings. You should take the opportunity to explain your grievance, and how you believe it should be resolved. Any evidence will be taken into full consideration.

If, in the course of the meeting, we feel that further investigation is merited, we will consider adjourning the meeting, and then reconvening it at a later date, once the necessary investigations have been carried out.

We will write to you, usually within one week of the final grievance meeting, to inform you of the outcome and of any further action that we intend to take to resolve the grievance, if applicable. We will also set out your right of appeal.

==== '''Your right to be accompanied''' ====
You may bring a companion (either trade union representative or a work colleague) to any grievance meeting or appeal meeting under this procedure. Please tell us who your chosen companion is in good time before the meeting. If your chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, we may ask you to choose someone else. If Handcrafted does not consider your choice of companion to be a reasonable one, we may require you to choose an alternative. Your companion will be allowed reasonable paid time off to act as your companion. He/she is under no obligation to agree to be your companion.

If you choose to be accompanied, your companion may address the meeting and you will be allowed to confer privately with each other, but he/she should not answer questions on your behalf.

==== '''Appeal''' ====
If you are not satisfied with a grievance decision, you may appeal within one week of being told of the decision. When appealing you should set out in writing which aspects of the decision you are challenging and why.

We will hold an appeal meeting, usually within one week of receiving your written appeal, unless you have raised further evidence which requires investigation. This will be dealt with impartially, and the appeal meeting will be held, if possible, by a more senior manager who has not previously been involved in the case (although they may ask anyone previously involved to be present). You have the right to be accompanied by a companion, as set out above.

We will confirm our final decision in writing, usually within one week of the appeal hearing, unless any subsequent investigation has been necessary. Where appropriate we may hold a meeting to give you this information in person. This is the final stage of the grievance procedure, and there is no further right of appeal.

== '''Whistleblowing & Confidential Disclosures''' ==
This document is the Handcrafted Projects Whistleblowing Policy as defined under Public Interest Disclosure Act 1998. The Act protects workers who disclose information about malpractice at their current or former workplace, provided certain conditions are met.

==== '''Scope''' ====
The policy applies to all staff and trainees. Personal grievances (e.g., bullying, harassment, discrimination) are not normally covered by this policy, these are covered by the Handcrafted Projects Grievance Policy.

=== '''Introduction''' ===
Handcrafted Projects staff and trainees in any capacity, at one time or another may have concerns about what is happening. It is your duty to speak up about genuine concerns. These concerns are usually best resolved by having a conversation with your line manager.

When disclosing a concern, you must reasonably believe two things:

# That you are acting in the public interest; and
# that the disclosure may fall under one or more of the following headings of malpractice (the list is not exclusive):

* a criminal offence e.g., fraud.
* betting, corrupt conduct, inside-information.
* someone’s health and safety is in danger.
* risk or actual damage to the environment.
* a miscarriage of justice.
* an organisation is breaking the law or
* covering up wrong-doing.

You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling that it is none of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to Handcrafted Projects. You may decide to say something but find that you have spoken to the wrong person or raised the issue in the wrong way and are not sure what to do next.

Handcrafted Projects takes any form of misconduct seriously and has introduced this policy to enable staff and trainees to raise concerns early and in the right way. We encourage all individuals, where appropriate, to raise the matter as a concern rather than wait for proof.

==== '''Assurances by Handcrafted Projects''' ====

===== '''Commitment''' =====
The Handcrafted Projects Trustees are committed to this policy. If a genuine concern is disclosed under it, Handcrafted will use all reasonable endeavours to protect you, provided you are acting in good faith. This assurance does not apply to someone who maliciously raises a concern that they know is untrue.

The daily environment for a Handcrafted Projects employee or trainee may be challenging following a whistleblowing disclosure, both whilst the disclosure is being investigated and following the conclusion of the process. If you feel that your environment is not tolerable, discussions should take place with Dan Northover. We will seek to either redeploy you, suitably change your environment, or ensure that you are not disadvantaged as a result of making the disclosure.

===== '''Confidence''' =====
Handcrafted Projects does not tolerate the harassment or victimisation of anyone raising a genuine concern. However, we recognise that you may wish to raise a concern ‘in confidence’. If you ask us to protect your identity, we will not disclose it without your consent. If the situation develops and we are not able to resolve the concern without revealing your identity (for instance because evidence is required in court), we will consult with you on how you would like to proceed.

Handcrafted Projects recognises that if we do not know the identity of the person disclosing a concern, it may be more difficult to resolve the matter. Notwithstanding, we will always endeavour to balance this with the needs of anyone raising a concern.

===== '''Procedure''' =====
Once we have been made aware of a concern, we will make an initial assessment in order to decide what action should be taken. This may involve an internal investigation, or an external review/investigation completed by independent experts who are not involved in our organisation. You will be made aware of who is handling your concern and how they can be contacted.

We will act as quickly as possible to resolve the matter, though the time taken to come to a resolution will depend on the nature of the disclosure. If appropriate and confidentiality allows, you will be kept informed at all times, though this may not always be possible.

When raising a concern, you will be asked how you feel the matter might best be resolved. At this stage, we must be made aware if you any personal interest in the matter. If the concern is deemed to be covered more appropriately by the Grievance Procedure, we will make you aware and direct you to the policy. Records of disclosures will be kept in accordance with applicable law.

===== '''Raising a concern internally''' =====
If you have a concern about misconduct, you should raise it in the first instance with your Line Manager, alternatively with Dan Northover (CEO). This may be done orally or in writing. You will need to state whether you wish to raise the matter in confidence so the appropriate arrangements can be made.

If, after raising these concerns, you still feel the matter has not been addressed, or if you feel that the matter is so serious that you cannot discuss it with your manager or director, you should contact the CEO.

===== '''Raising a concern externally''' =====
In disclosure cases such as criminal misconduct or child or vulnerable adult abuse, you must inform the regulatory authorities without undue delay.

The disclosure process when dealt with internally by Handcrafted Projects may be duty bound to report externally to statutory bodies.

===== '''Keeping the Handcrafted Projects’ Trustees informed''' =====
The CEO will notify the Chair of the Trustees when a whistleblowing case has instigated. Details of the case will not be discussed at that stage. Once the findings are concluded, the Trustees will be fully informed, in confidence.

Complaints Policy

2026-05-19T08:16:32Z

Rebekah Hook: /* Contact details for complaints: */ Added details for Sunderland and Darlington hubs

At Handcrafted, we are committed to continually improving the quality of our services and ensuring that every individual we support receives the best possible experience. We welcome feedback and take all complaints seriously, viewing them as valuable opportunities to learn and enhance our work.

This policy outlines the process for raising complaints, ensuring they are handled fairly, transparently, and in a timely manner. Confidentiality will be maintained throughout, and appropriate support will be provided to those making a complaint.

This policy will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
!Chair of Trustees
|-
|'''Last review and approval'''
|31/05/2023
|}

== Complaints from occupants of Handcrafted supported housing ==
Handcrafted encourages residents of our supported housing to comment on the standard and quality of the services received. This information can be used to improve the service and to address bad practice.

Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness. A complaints procedure forms part of the [[Standard Licence Agreement]].

Complaints can be made for a number of reasons:
* Substandard quality of service
* Behaviour of a member of staff
* Poor attitude of a staff member
* Failure to provide adequate support
* Problems with the accommodation not being resolved in a timely manner

Confidentiality will be maintained throughout the complaints procedure. Only those staff that need to know about the complaint will have access to details.

=== In the first instance ===
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard and the ethos of listening first that we aspire to cultivate with all supported housing residents.

Supported housing residents are seen by support workers at least twice a week and regularly contacted, giving the opportunity for any concerns to be raised and addressed.

=== Formal complaints ===
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level. Contact details for Hub Leads and Managers are given in Appendix A.

Management support will be offered to clients from the outset of a complaint. Access to independent advice or help will assist with overcoming many of the barriers that clients may encounter. This may be from friends, relatives, advice centres or local advocacy group.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

=== Appeals ===
If a complaint cannot be resolved satisfactorily or the occupant is unhappy with a decision, they can appeal further to CEO Dan Northover or Director of Operations John Hinton to look into the matter. Handcrafted staff will support occupants to appeal in writing if they wish to do so or support them by arranging an opportunity to speak to the CEO or Director of Operations.

== Advocacy and escalation ==

=== Independent advocacy ===
Handcrafted recognises that making a complaint can sometimes feel daunting or difficult. To ensure that clients, carers, and family members can access the complaints system fairly and confidently, we will, where appropriate, support them to access independent advocacy services.

* '''Citizens Advice Bureau''' provides free, confidential, and impartial advice that can help individuals express their concerns and navigate the complaints process. Local offices can be found via: https://www.citizensadvice.org.uk
* Other suitable advocacy services may be identified depending on the circumstances and needs of the complainant, for example specialist advocacy groups relating to disability, mental health, or housing. Handcrafted staff can provide guidance and contact information on request.

=== Escalation to the ombudsman ===
If a complaint cannot be resolved through Handcrafted’s internal complaints procedure, it may be escalated to the appropriate external body.

* '''The Charity Commission for England and Wales''' regulates Handcrafted as a registered charity (Charity No. 1146188). They can consider complaints where there is evidence of serious risk of harm, mismanagement, or misconduct in the administration of the charity.
Website: https://www.gov.uk/complain-about-charity

=== Appeals ===
As already noted in the Complaints Policy, appeals regarding complaint outcomes may be directed to the CEO of Handcrafted in the first instance. However, where appropriate, complainants are encouraged to seek support from independent advocacy services and have the right to raise their complaint with the Charity Commission.

== Complaints from other members of the public ==
From time to time, members of the public may wish to make a complaint about one of the properties we manage or the occupants of the properties.

Complaints may include:

* Noise disturbance at a property
* Health and safety hazards posed by the state of a property
* Concerns about criminal activity
* Other antisocial behaviour by occupants

=== What can be done ===
Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness.

When occupying Handcrafted Supported Accommodation, licencees agree to keep the property to a certain standard and to adhere to rules of behaviour. Some complaints may therefore result from breaches of this agreement. Where this is the case, Handcrafted makes a measured, proportional response that may range from agreeing a documented management plan with clear outcomes, through to issuing verbal or written warnings, proceeding eventually to termination of the licence agreement.

=== In the first instance ===
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard and the ethos of listening first that we aspire to cultivate with all residents and members of the public.

Members of the public who have concerns are invited to contact the local Hub Lead who oversees the property by phone or email (Contacts provided in Appendix A) to have a conversation about the concern and see if it can be quickly resolved.

If this is not satisfactory, a formal complaint can be lodged.

=== Formal complaints ===
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level. Contact details for Hub Leads and Managers are given in Appendix A.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

=== Appeals ===
If a complaint cannot be resolved satisfactorily or the member of the public is unhappy with a decision, they can appeal further by emailing or writing to CEO Dan Northover or Director of Operations John Hinton to look into the matter.

== Contact details for complaints: ==

{| class="wikitable"
|+ Contact Details for Complaints
|-
! Location !! Contact Person !! Address !! Phone !! Email
|-
| '''Handcrafted Chester-le-Street''' || Paul Baddams || Handcrafted, 70 Front Street, Chester-le-Street, DH3 3BB || N/A || clshub@handcrafted.org.uk
|-
| '''Handcrafted Durham''' || Lorraine Jones || Handcrafted, Unit 21, Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG || 0191 378 1562 || durhamhub@handcrafted.org.uk
|-
| '''Handcrafted Gateshead''' || Neil Toomey || The Shakespeare, 88/96 Fife Street, Deckham, Gateshead, NE8 3RR || 0191 676 0499 || gatesheadhub@handcrafted.org.uk
|-
|'''Handcrafted Sunderland'''
|Aidan Hughes
|Handcrafted Sunderland, Petersfield Road, Sunderland, SR4 9BB
|07884 113 889
|sunderlandhub@handcrafted.org.uk
|-
|'''Handcrafted Darlington'''
|John Hinton
|Handcrafted Darlington, Salt Yard, Darlington, DL3 7DX
|07414 509647
|darlingtonhub@handcrafted.org.uk
|-
| '''Director of Operations''' || John Hinton || Handcrafted, Unit 21, Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG || N/A || john@handcrafted.org.uk
|}

Complaints Policy

2026-05-05T15:26:54Z

Rebekah Hook: Ownership of policy changed from Ethos & Values Steering Group (no longer active) to Chair of Trustees.

At Handcrafted, we are committed to continually improving the quality of our services and ensuring that every individual we support receives the best possible experience. We welcome feedback and take all complaints seriously, viewing them as valuable opportunities to learn and enhance our work.

This policy outlines the process for raising complaints, ensuring they are handled fairly, transparently, and in a timely manner. Confidentiality will be maintained throughout, and appropriate support will be provided to those making a complaint.

This policy will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
!Chair of Trustees
|-
|'''Last review and approval'''
|31/05/2023
|}

== Complaints from occupants of Handcrafted supported housing ==
Handcrafted encourages residents of our supported housing to comment on the standard and quality of the services received. This information can be used to improve the service and to address bad practice.

Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness. A complaints procedure forms part of the [[Standard Licence Agreement]].

Complaints can be made for a number of reasons:
* Substandard quality of service
* Behaviour of a member of staff
* Poor attitude of a staff member
* Failure to provide adequate support
* Problems with the accommodation not being resolved in a timely manner

Confidentiality will be maintained throughout the complaints procedure. Only those staff that need to know about the complaint will have access to details.

=== In the first instance ===
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard and the ethos of listening first that we aspire to cultivate with all supported housing residents.

Supported housing residents are seen by support workers at least twice a week and regularly contacted, giving the opportunity for any concerns to be raised and addressed.

=== Formal complaints ===
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level. Contact details for Hub Leads and Managers are given in Appendix A.

Management support will be offered to clients from the outset of a complaint. Access to independent advice or help will assist with overcoming many of the barriers that clients may encounter. This may be from friends, relatives, advice centres or local advocacy group.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

=== Appeals ===
If a complaint cannot be resolved satisfactorily or the occupant is unhappy with a decision, they can appeal further to CEO Dan Northover or Project Manager John Hinton to look into the matter. Handcrafted staff will support occupants to appeal in writing if they wish to do so or support them by arranging an opportunity to speak to the CEO or Project Manager.

== Advocacy and escalation ==

=== Independent advocacy ===
Handcrafted recognises that making a complaint can sometimes feel daunting or difficult. To ensure that clients, carers, and family members can access the complaints system fairly and confidently, we will, where appropriate, support them to access independent advocacy services.

* '''Citizens Advice Bureau''' provides free, confidential, and impartial advice that can help individuals express their concerns and navigate the complaints process. Local offices can be found via: https://www.citizensadvice.org.uk
* Other suitable advocacy services may be identified depending on the circumstances and needs of the complainant, for example specialist advocacy groups relating to disability, mental health, or housing. Handcrafted staff can provide guidance and contact information on request.

=== Escalation to the ombudsman ===
If a complaint cannot be resolved through Handcrafted’s internal complaints procedure, it may be escalated to the appropriate external body.

* '''The Charity Commission for England and Wales''' regulates Handcrafted as a registered charity (Charity No. 1146188). They can consider complaints where there is evidence of serious risk of harm, mismanagement, or misconduct in the administration of the charity.
Website: https://www.gov.uk/complain-about-charity

=== Appeals ===
As already noted in the Complaints Policy, appeals regarding complaint outcomes may be directed to the CEO of Handcrafted in the first instance. However, where appropriate, complainants are encouraged to seek support from independent advocacy services and have the right to raise their complaint with the Charity Commission.

== Complaints from other members of the public ==
From time to time, members of the public may wish to make a complaint about one of the properties we manage or the occupants of the properties.

Complaints may include:

* Noise disturbance at a property
* Health and safety hazards posed by the state of a property
* Concerns about criminal activity
* Other antisocial behaviour by occupants

=== What can be done ===
Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness.

When occupying Handcrafted Supported Accommodation, licencees agree to keep the property to a certain standard and to adhere to rules of behaviour. Some complaints may therefore result from breaches of this agreement. Where this is the case, Handcrafted makes a measured, proportional response that may range from agreeing a documented management plan with clear outcomes, through to issuing verbal or written warnings, proceeding eventually to termination of the licence agreement.

=== In the first instance ===
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard and the ethos of listening first that we aspire to cultivate with all residents and members of the public.

Members of the public who have concerns are invited to contact the local Hub Lead who oversees the property by phone or email (Contacts provided in Appendix A) to have a conversation about the concern and see if it can be quickly resolved.

If this is not satisfactory, a formal complaint can be lodged.

=== Formal complaints ===
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level. Contact details for Hub Leads and Managers are given in Appendix A.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

=== Appeals ===
If a complaint cannot be resolved satisfactorily or the member of the public is unhappy with a decision, they can appeal further by emailing or writing to CEO Dan Northover or Project Manager John Hinton to look into the matter.

== Contact details for complaints: ==

{| class="wikitable"
|+ Contact Details for Complaints
|-
! Location !! Contact Person !! Address !! Phone !! Email
|-
| '''Handcrafted Chester-le-Street''' || Paul Baddams || 143c Front Street, Chester-le-Street, DH3 3AU || N/A || clshub@handcrafted.org.uk
|-
| '''Handcrafted Durham''' || Lorraine Jones || Unit 7 Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG || 0191 378 1562 || durhamhub@handcrafted.org.uk
|-
| '''Handcrafted Gateshead''' || Neil Toomey || The Shakespeare, 88/96 Fife Street, Deckham, Gateshead, NE8 3RR || 0191 676 0499 || gatesheadhub@handcrafted.org.uk
|-
| '''Director of Operations''' || John Hinton || Unit 7 Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG || N/A || john@handcrafted.org.uk
|}

Confidentiality Policy

2026-05-01T17:11:38Z

Rebekah Hook: Ownership of policy changed from Ethos & Values Steering Group (no longer active) to CEO.

The purpose of this Confidentiality Policy is to lay down the principles that must be observed by all Handcrafted staff and trainees who have access to person-identifiable information or confidential information. You need to be aware of your responsibilities for safeguarding confidentiality and preserving information security as part of the duty of care we all have to our trainees and residents.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
!CEO
|-
|'''Last review and approval'''
|03/08/2024
|}

== Principles ==
* Because of the nature of our work, you will frequently encounter sensitive information that requires discretion and confidentiality. There will, however, be certain disclosures that you may not be able to keep to yourself and occasions when keeping absolute confidentiality may be impossible.
* Medical, legal and counselling professionals can offer greater confidentiality than we can, but still within the limits below. Any of our trainees who is concerned for their privacy can speak to such people instead.

The balance of public interest favours the prevention and detection of serious crime over the protection of confidences. Murder, manslaughter, rape, treason, kidnapping, child abuse or other cases where individuals have suffered serious harm may all warrant breaching confidentiality. Serious harm to the security of the state or to public order and crimes that involve substantial financial gain and loss may also fall within this category.

In contrast, theft, fraud, or damage to property where loss or damage is less substantial would generally not warrant breach of confidence. (DH, 2003a: 35).

The best practice guidance of the BACP (British Association for Counselling and Psychotherapy) advises that information that could prevent serious harm to individuals is passed on as appropriate to the relevant authorities.

If people are likely to disclose sensitive information, you should in the first instance encourage them to make the disclosure directly to a professional or relevant authority or get their consent to pass it on to either your line manager, the Safeguarding Officer or to relevant authorities such as the police or emergency services. This could be because of one of the reasons listed in 1.3 above, but also if:

* it will have a significant and negative effect on the wider community (e.g. physical or mental health, moral or relationship issues)
* You as a worker need support and advice
In addition to the principles outlined here, staff are reminded that maintaining professional boundaries is essential to safeguarding confidentiality and trust. Staff must not seek or accept personal benefit through their role. Please see the [[Conflict of Interest Policy]] for further guidance.

== Practice ==

=== Breaching Confidentiality ===
If you have decided that you must share sensitive information about identifiable individuals, you must take care you do so gently and respectfully and that you:

* Communicate verbally, not by electronic, digital communication
* Involve the minimum number of people on a 'need-to-know' basis
* Disclose only the minimal amount of information necessary in the first instance
* Disclose only for reasons you best perceive to be the good of the individual or public interest.

==== How and when to ask for consent and anticipate a disclosure ====
We are in a position of trust and people may assume that we will keep their confidences under all circumstances.

You should be clear when talking to trainees and residents that about the possible exceptions to confidentiality. In a one-off or unexpected situation, people about to disclose something very personal and private often look and sound awkward. Observe their body language and, if needed, interrupt them. You can say, ‘''I’m so sorry to interrupt, but if you might be about to disclose something very sensitive, I want to explain that there are some things I am obliged by law to pass on if I know about them''’.

==== How to decide what to pass on and to whom ====
If it is a ‘Safeguarding’ issue then follow safeguarding guidance and only contact the Safeguarding Officer or their deputy.

Safeguarding is a term used to denote measures to protect the health, well-being and human rights of individuals, which allow people — especially children, young people and adults at risk — to live free from abuse, harm and neglect. (See the Handcrafted Safeguarding Policy for more information)

You should make secure notes of facts but ask no leading questions.

Otherwise, ask if they have told anyone else and establish what their support network is. From that, you can tell whether appropriate people are available to support them.

If you are at all unsure about what to do, talk to your line manager or someone more senior without including any information that could identify the individual you are concerned about. Together you can decide what to do next.

==== Information you might want to pass on but are not required to ====
After a very private disclosure, there will be times when you think it would be helpful for others to know, and yet, you know you are not obliged by law or advised by this policy to pass it on. In these cases, discuss with the individual why you believe this and encourage them to share it or permit you to share it.

You can still talk with your line manager about any case anonymously if you need further support and advice.

==== Allegations of historic sexual abuse ====
Widespread media attention on the subject of historic sexual abuse has given greater confidence to individuals who were victims of abuse in the past to come forward. You may find that someone makes a disclosure to you.

In such cases, your priority is to support that individual in making the allegations known to the relevant authorities and/or accessing professional help if they wish.

* Allow them to speak and don’t ask leading questions
* Do not show surprise or alarm or attempt counselling
* Make a private and secure written record of the conversation
* Ask them whether they would like to take the issue further or what they would like you to do with the information.

If possible ascertain if there is an ongoing safeguarding issue (e.g. if the individual concerned is likely to be an active risk to other people) - in such cases, you may need to contact the Safeguarding Officer for the reasons outlined above.

=== Use of Social Media Platforms for Work ===
Trainees and residents, or their friends or family members may ask to be your "friend" on Facebook or another social-media platform. In some cases, where using a social-media messaging service is an effective way to contact someone who is difficult to reach, or where social-media updates could give early warning of someone being at risk, this could be seen as positive.

Nevertheless, the privacy afforded by social media channels and third-party apps varies and is subject to frequent changes that are nearly impossible to monitor and control and which may lead to the unintended disclosure of a vulnerable individual's personal information. It is important for all staff and trainees to be aware of this when responding.

There is no expectation that staff would or should become friends with residents, trainees, their friends or family, on social media. This is a matter of your personal discretion, with the following conditions:

==== Privacy Protection ====
Be aware that posts made through personal online accounts that are public can be seen and may breach Handcrafted policy if they bring the organisation into disrepute. This includes situations when you could be identifiable as a Handcrafted employee or volunteer whilst using social media, or occasions when you may be commenting on Handcrafted-related matters in a public forum.

If you accept contact requests from any individual who engages with Handcrafted services or has a friend or relative engaged with our services, you must ensure that your other contacts are not visible to them. This is to protect the identity of other people with whom you have contact who may also be trusting you with their information.

''i.e. on Facebook, you must set the privacy option to "hide" your friends.''

It is also advised that you protect personal details about your life outside of Handcrafted (e.g. where you live).

==== Protected Individuals ====
Some of the people who use Handcrafted services are particularly at risk and it is vital that we protect their identity and/or do not inadvertently reveal their whereabouts. This includes individuals who are housed in women's refuges, those who are under witness protection, and people who are known to be on the Sex Offender's Register. You are strongly advised not to associate with them via social media platforms.

==== Accountability ====
If you are unsure how this applies to a particular individual and you are in any doubt, make sure you agree on an approach with your line manager and record the decision.

You don't have to add somebody to your contacts just because other team members have done so. Exercise particular caution if you feel under pressure or manipulated to add anybody.

You are encouraged, as a matter of good practice, to make people aware of the privacy implications if possible before accepting their invitation to connect.

==== Lending your device ====
Do not allow somebody else to 'borrow' your device without your close supervision, even for 'a quick phone call' or 'to check email'.

==== Failure to comply ====
Be aware that failure to comply with the above conditions may lead to action under the [[Disciplinary Policy and Procedures]], up to and including dismissal.

=== Referral Contact Details ===
{{Safeguarding contacts}}

Equal Opportunities Policy

2026-05-01T17:11:08Z

Rebekah Hook: Ownership of policy changed from Ethos & Values Steering Group (no longer active) to Chair of Trustees.

Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

This policy outlines our commitment to creating a safe and inclusive environment for all and should be read in conjunction with [https://www.legislation.gov.uk/ukpga/2010/15/contents The Equality Act 2010].

This policy will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
!Chair of Trustees
|-
|'''Last review and approval'''
|05/06/2024
|}

== Our Policy ==
This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

* Age
* Disability
* Race including colour, nationality, ethnic or national origin
* Gender
* Religion or belief
* Sexual orientation
* Gender reassignment
* Civil partnership or marital status
* Pregnancy and maternity
* Criminal record

Our staff and trainees will also be protected from discrimination if:

* They are associated with someone who has a protected characteristic, for example a family member or friend
* They’ve complained about discrimination or supported someone else’s claim

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.

== Our commitments ==
We will:

* Not tolerate any discrimination or harassment based on an individual's identity
* Strive to create an environment where everyone feels respected and valued
* Provide equal opportunity and access to resources and opportunities regardless of identity
* Ensure that all individuals have the same chance to succeed and advance
* Accommodate individuals with disabilities or needs to the best of our ability
* Strive to create a workplace that reflects the diversity of our community
* Provide training and resources to foster an understanding of diversity and inclusion
* Actively seek to recruit and retain a diverse group of individuals
* Celebrate the contributions of a diverse group of individuals
* Hold ourselves and others accountable for creating a culture of inclusivity and respect
* Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated
* Prevent unlawful discrimination, direct and indirect and victimisation
* Comply with our legal obligations
* Oppose and avoid all forms of unlawful discrimination. This includes in:
* pay and benefits
* terms and conditions of employment
* dealing with grievances and discipline
* dismissal
* redundancy
* leave for parents
* requests for flexible working
* selection for employment, promotion, training or other developmental opportunities
* Take seriously and address any breaches of this policy

== Equality Action Planning ==
Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

* Include appropriate equality objectives and responsibilities in each job description
* Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment
* Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
* Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate
* Gather equality information on our workforce and those who use our service using regular anonymous surveys that have multiple choice questions for staff role, ethnicity, gender, age, physical health conditions, mental health conditions, lived experience, and socio economic background
* Make all necessary reasonable adjustments and consider options for flexible working
* Work to make our workforce more representative and where possible, undertake lawful, positive action
* Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination
* Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support
* Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs
* Make sure that there are sufficient resources in place to implement this policy effectively

== Inclusive access to our services ==
As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

== Recruitment of Ex-Offenders ==

In line with our equal opportunities principles, we recognise the valuable contribution that individuals with criminal records can make and are committed to ensuring that they are not unfairly discriminated against.

We actively promote equality of opportunity for all job applicants, including those with a criminal record, in line with the Rehabilitation of Offenders Act 1974 and [https://www.gov.uk/government/publications/recruitment-of-ex-offenders-guidance/recruitment-of-ex-offenders-guidance current guidance from the UK Government on the recruitment of ex-offenders].

During recruitment, we assess applicants’ suitability for roles based on their skills, experience, and ability to perform the role, and not solely on the existence of a criminal record.

Disclosure of a criminal record does not automatically preclude employment or volunteering opportunities with us. However, certain roles are subject to a Disclosure and Barring Service (DBS) check. Any information disclosed through this process will be handled confidentially and will only be considered in relation to the specific role being applied for, and in line with relevant legislation and safeguarding requirements.

All applicants are encouraged to provide information about any unspent convictions at the appropriate stage of recruitment. Where appropriate, a conversation will be arranged to discuss the context of any disclosed convictions and to provide an opportunity for the applicant to explain.

We adhere to the principles of fairness by ensuring that only relevant and proportionate information is considered, and decisions are made on a case-by-case basis.

==== Additional Safeguards and Risk-Assessment Measures ====
Where a DBS disclosure contains information, we use a structured, evidence-based risk-assessment process to ensure decisions are fair, lawful and safeguarding-led.

This includes:

* Checking whether the applicant is barred from working with children and ensuring legal compliance before any further consideration is given.
* Assessing whether any disclosed information indicates a safeguarding risk to residents and trainees or vulnerable people.
* Considering whether the information presents increased risk in roles involving boundaries, lone working, crisis situations or emotional regulation.
* Holding a discussion with the applicant to understand the context, circumstances and any learning or change since the offence.
* Evaluating the nature, seriousness, recency and frequency of any disclosed information in relation to the responsibilities of the role.
* Taking into account mitigating circumstances, evidence of rehabilitation and current lifestyle.
* Reviewing references, interview outcomes and any other relevant evidence to build a balanced picture of suitability.
* Assigning an overall risk level (low, medium or high) and documenting the rationale for this assessment.
* Where appropriate, applying proportionate safeguards such as enhanced supervision, restricted duties, additional training, or no lone working during an initial period.
* Ensuring all decisions are recorded, reviewed and overseen by senior safeguarding leadership where required.

This approach ensures that we remain a fair and inclusive employer while also meeting our legal and safeguarding responsibilities to residents and trainees, staff and the wider community.

== Policy review ==
We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

== Complaints of discrimination ==
If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see [http://www.acas.org.uk www.acas.org.uk]

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the [[Complaints Policy]]

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

Data Privacy Notice

2026-05-01T17:10:22Z

Rebekah Hook: Ownership of policy changed from Ethos & Values Steering Group (no longer active) to CEO.

This privacy notice explains how Handcrafted collects, stores and processes your personal data.

This notice will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
!CEO
|-
|'''Last review and approval'''
|01/07/2023
|}

== What is your personal data? ==
Personal data is any information that identifies you. Whether you come into contact with us as a supporter, volunteer, trainee, or for any other reason, you will be giving us data about yourself. It might not be just obvious things like your name and address, but it can be any piece of information that can be identified as referring to you rather than anyone else. How we treat this information is governed by The Data Protection Act 2018, the UK’s implementation of the General Data Protection Regulation (GDPR).

== Who are we? ==
The charity, Handcrafted Projects, is committed to protecting your privacy and letting you know why we have it and what we are doing with it. Under The Data Protection Act 2018, we are known as a 'Data Controller' because we decide what personal data to collect and what we do with it.

== How do we collect your personal data? ==

=== Whenever you make contact with us: ===
If you ask us about our activities, make a donation to us, buy a product, apply for a vacancy, access training, or get support from us, you are likely to be giving us your personal information.

=== When others tell us about you: ===
If you are referred to us for support by another organisation, or if a third party passes your details to us for any reason, we will get some personal data.

=== If we are giving you support: ===
If you are referred to us for support, we will collect and store the referral form, which includes information such as your name and date of birth and the reasons for the referral. We will then keep an ongoing record of our contact with you, the activities you do with us, our assessments, and reviews of your needs and how we are meeting them.

== How do we use your personal data? ==
We use your personal data in ways that are adequate, relevant and limited to only what is necessary, so that we can

* provide the services that we have been set up to provide as specified in our stated aims and activities (See [[Handcrafted's Charitable Objects]])
* keep up-to-date records of staff, trainees, residents and volunteers
* pay our staff
* comply with the law (for example, the Charities (Protection and Social Investment) Act 2016. We must at all times be able to identify supporters who make major gifts)
* fundraise and promote the interests of the charity (for example, we need to keep your email address so that we can update you on opportunities to support our work)
* communicate between members of the staff, volunteer teams and referring organisations (for example, to let a referrer know that you have been coming along to our training)
* manage risk and ensure safety (for example, contact and next-of-kin details in case of an emergency)

We are careful to only collect and keep the information that we need to do our job. We keep the information we have about you up-to-date and correct it as soon as we find out if there are any errors in it. We are also committed to making sure your personal data is secure and does not fall into the wrong hands.

When your data is stored electronically, we ensure that it can only be accessed by members of the staff team, protected according to our strict passwords and devices policy and stored in systems that are compliant with The Data Protection Act.

== What about sensitive personal information? ==
From time to time, you might tell us about a personal experience or give us information about your health, race, ethnic origin, political opinions, sex life or orientation, or religious beliefs. This is Sensitive Personal Information that is recognised under Data Protection Law as needing particular care.

We will only use this information:

* to tailor our support for you personally
* to internally monitor or evaluate the services we provide

We will not pass these details to anyone else without your permission except in exceptional circumstances where, for example, there is a risk of serious self-harm or a threat to others.

If you give us details of your personal life for inclusion in a blog post or other media, we will make sure that you are happy for us to share this before we publish it. You can change your mind about this at any time and let us know by contacting us.

== What is the legal basis for using your personal data? ==
We are legally allowed to use your personal data if you have given us consent to do so for a specific purpose.

Additionally, we are permitted to keep and process your personal data so that we can fulfil a contract you have with us. This can happen when you ask us to do something for you; it doesn't require a signed piece of paper, but you may be applying for a job, buying a product or getting help from us.

Unusually, we may also have to disclose some of your personal data to protect your “vital interests”. This only applies in cases of life or death, such as where your medical history is disclosed to a hospital’s A&E department after a serious accident.

== Do we ever share your personal data with others? ==
Your personal data will be treated as strictly confidential and will only be shared with other members of the staff team and volunteers in order to provide our services, or if we are legally required to disclose information.

We will never pass your personal data to others so that they can contact you for marketing purposes.

We will only share personally identifiable data with third parties outside of the charity with your consent, as part of a contract, or if it is of vital interest. If we need to do this we will also make sure that any third parties have similar measures in place to protect your privacy according to the Law.

== For how long do we keep your personal data? ==
In accordance with the guidance set out by the Information Commissioner's Office (ICO), we do not keep data for longer than we need to. In some cases, this will be limited because the contact is brief, and we are unlikely to need the information to process a complaint or claim in the future. We audit and delete or archive information annually. However, because we work with vulnerable adults, our policy is that we will keep most data forever.

Documentation obtained for the purpose of contracts we have with third parties (e.g. delivering training courses) will be kept for the appropriate amount of time as specified in the contract.

== Do I have any rights over my personal data? ==
You have the right to request a copy of the personal data which Handcrafted Projects holds about you. You can do this by writing to us. We will respond to all requests within 30 days of receiving a written request.

You have the right to request that Handcrafted Projects correct any details in your data if they are inaccurate or out of date.

Where you have given consent for us to use your personal data for a specific purpose, you have the right to withdraw this consent at any time by telling us.

You can lodge a complaint with the Information Commissioner's Office (ICO).

== Updates to this notice ==
We will regularly review this notice as any of our activities, processes or national regulations change. If there is any significant change to the way we intend to handle your personal information then we will inform you of this.

= Contact details =

=== Contact us ===
Handcrafted, Unit 21, Skillion Business Park, Littleburn Road, Durham, DH7 8HG

Call 0191 3781562 or email info@handcrafted.org.uk

=== Contact the Information Commissioner's Office ===
Information Commissioner's Office, Wycliffe House, Water Lane, Wilmslow, Cheshire SK9 5AF

Call: 0303 123 1113 or email via: https://ico.org.uk/global/contact-us/email/

Complaints Policy

2026-05-01T17:09:42Z

Rebekah Hook: Ownership of policy changed from Ethos & Values Steering Group (no longer active) to Chair of Trustees.

At Handcrafted, we are committed to continually improving the quality of our services and ensuring that every individual we support receives the best possible experience. We welcome feedback and take all complaints seriously, viewing them as valuable opportunities to learn and enhance our work.

This policy outlines the process for raising complaints, ensuring they are handled fairly, transparently, and in a timely manner. Confidentiality will be maintained throughout, and appropriate support will be provided to those making a complaint.

This policy will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
!
|-
|'''Last review and approval'''
|31/05/2023
|}

== Complaints from occupants of Handcrafted supported housing ==
Handcrafted encourages residents of our supported housing to comment on the standard and quality of the services received. This information can be used to improve the service and to address bad practice.

Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness. A complaints procedure forms part of the [[Standard Licence Agreement]].

Complaints can be made for a number of reasons:
* Substandard quality of service
* Behaviour of a member of staff
* Poor attitude of a staff member
* Failure to provide adequate support
* Problems with the accommodation not being resolved in a timely manner

Confidentiality will be maintained throughout the complaints procedure. Only those staff that need to know about the complaint will have access to details.

=== In the first instance ===
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard and the ethos of listening first that we aspire to cultivate with all supported housing residents.

Supported housing residents are seen by support workers at least twice a week and regularly contacted, giving the opportunity for any concerns to be raised and addressed.

=== Formal complaints ===
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level. Contact details for Hub Leads and Managers are given in Appendix A.

Management support will be offered to clients from the outset of a complaint. Access to independent advice or help will assist with overcoming many of the barriers that clients may encounter. This may be from friends, relatives, advice centres or local advocacy group.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

=== Appeals ===
If a complaint cannot be resolved satisfactorily or the occupant is unhappy with a decision, they can appeal further to CEO Dan Northover or Project Manager John Hinton to look into the matter. Handcrafted staff will support occupants to appeal in writing if they wish to do so or support them by arranging an opportunity to speak to the CEO or Project Manager.

== Advocacy and escalation ==

=== Independent advocacy ===
Handcrafted recognises that making a complaint can sometimes feel daunting or difficult. To ensure that clients, carers, and family members can access the complaints system fairly and confidently, we will, where appropriate, support them to access independent advocacy services.

* '''Citizens Advice Bureau''' provides free, confidential, and impartial advice that can help individuals express their concerns and navigate the complaints process. Local offices can be found via: https://www.citizensadvice.org.uk
* Other suitable advocacy services may be identified depending on the circumstances and needs of the complainant, for example specialist advocacy groups relating to disability, mental health, or housing. Handcrafted staff can provide guidance and contact information on request.

=== Escalation to the ombudsman ===
If a complaint cannot be resolved through Handcrafted’s internal complaints procedure, it may be escalated to the appropriate external body.

* '''The Charity Commission for England and Wales''' regulates Handcrafted as a registered charity (Charity No. 1146188). They can consider complaints where there is evidence of serious risk of harm, mismanagement, or misconduct in the administration of the charity.
Website: https://www.gov.uk/complain-about-charity

=== Appeals ===
As already noted in the Complaints Policy, appeals regarding complaint outcomes may be directed to the CEO of Handcrafted in the first instance. However, where appropriate, complainants are encouraged to seek support from independent advocacy services and have the right to raise their complaint with the Charity Commission.

== Complaints from other members of the public ==
From time to time, members of the public may wish to make a complaint about one of the properties we manage or the occupants of the properties.

Complaints may include:

* Noise disturbance at a property
* Health and safety hazards posed by the state of a property
* Concerns about criminal activity
* Other antisocial behaviour by occupants

=== What can be done ===
Handcrafted operates Licence Agreements by which the recipients of our supported-housing provision are granted a licence to occupy the property on certain conditions. This means that Handcrafted staff are permitted to attend properties at any time and resolve issues rapidly, while respecting the occupier's right to privacy and fairness.

When occupying Handcrafted Supported Accommodation, licencees agree to keep the property to a certain standard and to adhere to rules of behaviour. Some complaints may therefore result from breaches of this agreement. Where this is the case, Handcrafted makes a measured, proportional response that may range from agreeing a documented management plan with clear outcomes, through to issuing verbal or written warnings, proceeding eventually to termination of the licence agreement.

=== In the first instance ===
Handcrafted aims to resolve issues informally in the first instance, based on the good communication, positive non-judgemental regard and the ethos of listening first that we aspire to cultivate with all residents and members of the public.

Members of the public who have concerns are invited to contact the local Hub Lead who oversees the property by phone or email (Contacts provided in Appendix A) to have a conversation about the concern and see if it can be quickly resolved.

If this is not satisfactory, a formal complaint can be lodged.

=== Formal complaints ===
Complaints may take the form of a formal letter or email addressed to the Hub Lead or a member of the handcrafted management team, or they may be made verbally when an individual states that they wish to make a complaint, which will then be recorded in writing and referred to the line manager at the appropriate level. Contact details for Hub Leads and Managers are given in Appendix A.

All complaints will initially be dealt with by the Manager. The complaint will be acknowledged within 3 days of receipt and will be responded to within 10 days. If the matter can be resolved quickly and to the satisfaction of the complainant at this stage, it will not be necessary to treat it as a formal complaint.

=== Appeals ===
If a complaint cannot be resolved satisfactorily or the member of the public is unhappy with a decision, they can appeal further by emailing or writing to CEO Dan Northover or Project Manager John Hinton to look into the matter.

== Contact details for complaints: ==

{| class="wikitable"
|+ Contact Details for Complaints
|-
! Location !! Contact Person !! Address !! Phone !! Email
|-
| '''Handcrafted Chester-le-Street''' || Paul Baddams || 143c Front Street, Chester-le-Street, DH3 3AU || N/A || clshub@handcrafted.org.uk
|-
| '''Handcrafted Durham''' || Lorraine Jones || Unit 7 Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG || 0191 378 1562 || durhamhub@handcrafted.org.uk
|-
| '''Handcrafted Gateshead''' || Neil Toomey || The Shakespeare, 88/96 Fife Street, Deckham, Gateshead, NE8 3RR || 0191 676 0499 || gatesheadhub@handcrafted.org.uk
|-
| '''Director of Operations''' || John Hinton || Unit 7 Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG || N/A || john@handcrafted.org.uk
|}

Recruitment Policy

2026-04-16T09:17:53Z

Rebekah Hook: Promotions Policy added

This policy sets out our approach to recruitment at Handcrafted, ensuring that all recruitment processes are fair, consistent, inclusive, and lawful, while also reflecting our commitment to safeguarding and safer recruitment. Our aim is to appoint the most suitable individuals (whether staff, volunteers, or contractors) based on their skills, experience and alignment with our ethos and values.

This policy will be reviewed as required and at least every three years by the group or individual responsible for review and authorised by the Trustees as below:

{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|30/9/2025
|}

= Scope =
This policy applies to the recruitment of all:
* Paid staff
* Volunteers working in roles involving unsupervised work with children and/or vulnerable adults, or accessing sensitive information
* Contractors working in roles involving unsupervised work with children and/or vulnerable adults, or accessing sensitive information

We are committed to:
* '''Fair Recruitment''' – Ensuring equal access to opportunities and decisions based on objective merit.
* '''Safer Recruitment''' – Preventing the appointment of unsuitable individuals to positions involving children, vulnerable adults, or access to sensitive information.

= Safer Recruitment =
== Safer Recruitment of Staff ==
All external recruitment of staff follows safer recruitment practices in line with government best practice. All stages of the recruitment involve at least one person who is trained in safer recruitment.

=== Job Design and Advertisement ===
* Every role must have a clear job description and person specification, including key responsibilities and safeguarding requirements.
* Recruitment packs must include a safeguarding statement and links to Handcrafted policies covering safeguarding and recruitment of ex-offenders.
* Job adverts should be advertised on a variety of platforms to encourage a diverse set of applicants.
* The advert should state any DBS check requirements and include links to the self-declaration form and references form.

=== Application Process ===
* All applicants should complete an application form.
* Applicants should provide a full employment history, explaining any gaps. If this is not provided in full at application, this should be provided as part of pre-employment checks as a condition of employment.
* Two referees must be provided, one of whom should be the most recent employer or manager where possible.

=== Shortlisting and Pre-Interview Checks ===
* A minimum of two staff members should review and score applications against the person specification.
* Shortlisting must be based on objective criteria and documented thoroughly.

=== Interviews ===
* Interviews should be panel-based and based around the same core set of questions for each candidate, developed in advance and aligned with the person specification. Follow-up questions may be asked to clarify answers or explore relevant points further.
* Interview questions should be used to identify candidates’ attitudes and behaviours in relation to meeting the safeguarding requirements of the role and working with children and/or vulnerable adults.
* Interview panels must consist of at least two members, including at least one person trained in safer recruitment.

=== Offer and Pre-Employment Checks ===
Job offers must be conditional and subject to completion of satisfactory pre-employment checks. For all roles involving any safeguarding duties, these will include:
* ID check
* Confirmation of right to work in the UK
* Completion of a self-declaration form
* Completion of an enhanced DBS check (with barred list check where applicable), including social media check
* Receipt of overseas criminal records checks where the candidate has spent time living or working outside of the UK, in line with government guidance. Candidates will be individually risk assessed to determine which kinds of checks are required. This would normally be a police clearance certificate for periods of 6–12 months or more spent overseas, or a reference from an employing organisation covering the time spent overseas for periods of up to 6 months.
* Verification of qualifications listed as essential in the person specification
* Receipt of two references satisfactory to Handcrafted, where possible including one from the most recent employer
* Confirmation of employment history covering all gaps in employment
* References should be from previous positions of paid employment or volunteering where possible.
* At least one reference should be from the most recent position of paid employment or volunteering where possible.
* Character references should only be accepted where it is not possible to find a more appropriate work or volunteering reference, and in these cases we make efforts to ensure that the referee holds a position of good standing in the community.
* References from non-verifiable business/professional emails (i.e. traceable back to the referee organisation’s domain) must be verified via a telephone call to the referee to confirm the email address.

=== Induction and Probation ===
* Pre-employment checks for new staff should be reviewed and risk assessed by the new starter’s first day to highlight any checks which require follow-up actions.
* All new staff should receive a list of key contacts, including the designated safeguarding lead, on their first day of employment.
* All new staff must undergo a structured induction process, including:
** Review of key policies including safeguarding policies.
** Mandatory training in safeguarding.
* A formal probationary period must be completed, including regular reviews to monitor performance against expectations about the role and its safeguarding requirements.

=== Pre-Promotion Safeguarding Checks ===
Where current staff are promoted or change role, DBS check information on record should be reviewed to ensure that a DBS check has been taken at the appropriate level.

== Safer Recruitment of Volunteers ==
* Volunteers should be recruited via an expression of interest form.
* An interview is not required, however an informal meeting or interview may take place to assess suitability for the role where appropriate.
* Relevant vetting checks must be carried out in line with the pre-employment checks for paid staff. Where volunteer roles involve unsupervised work with children and/or vulnerable adults, or accessing sensitive information, safeguarding standards must be applied in line with those for paid staff.
* Clear role descriptions must be given to all volunteers outlining responsibilities and safeguarding expectations.
* Volunteers must receive safeguarding training and policy induction in line with the induction process for paid staff.
* Volunteers must be subject to ongoing supervision to make sure any concerns are addressed.

== Safer Recruitment of Contractors ==
This clause relates to contractors whose roles involve work with children and/or vulnerable adults, or accessing sensitive information.
* An interview is not required, however an informal meeting or interview may take place to assess suitability for the role where appropriate.
* Relevant vetting checks must be carried out in line with the pre-employment checks for paid staff. Where contractor roles involve unsupervised work with children and/or vulnerable adults, or accessing sensitive information, we apply safeguarding standards in line with those for paid staff.
* Clear role descriptions must be given to contractors outlining responsibilities and safeguarding expectations.
* Contractors must receive safeguarding training and policy induction in line with the induction process for paid staff.
* Contractors must be subject to ongoing supervision to make sure any concerns are addressed.
* Written contracts should include details about any safeguarding and confidentiality obligations.

= Fair Recruitment Practices =
== Advertising ==
* Roles should be advertised transparently and appropriately.
* Clear information on the job, criteria, and application process should be provided.

== Application Process ==
* The application form should be used to collect applications, to ensure that questions are standardised and linked to the areas of the person specification (skills and knowledge, experience, ethos and values).

== Shortlisting ==
* Shortlisting should be conducted by at least two people.
* The following process should be used to score applications:
** Applications are scored individually by each panel member against the essential and desirable criteria listed in the person specification for the role, using a consistent scale.
** Scores for the essential criteria are added together to produce an overall score for each applicant. If multiple applicants receive the same score for the essential criteria, the score for the desirable criteria is used to determine which applicants are shortlisted for interview.
** The application score guides, but does not solely determine, the shortlisting decision. Where a lower-scoring candidate is shortlisted, this must be clearly justified in the recruitment record.
* Notes and scores must be documented and stored securely in the recruitment records.
* Panel members should declare conflicts of interest and step back from the process if impartiality cannot be ensured. Conflicts of interest could include the following ties:
** Financial
** Familial

== Interviews ==
* Interview panels must consist of at least two interviewers, with consideration for diversity of perspectives, lived experience and Safer Recruitment training.
* The same panel should interview all shortlisted candidates where possible.
* Candidates must be asked the same core set of questions, developed in advance and aligned with the person specification. Follow-up questions may be asked to clarify answers or explore relevant points further.
* The following process should be used to score interviews:
** Each answer is scored individually by panel members using a consistent scale (e.g. 0 = unsatisfactory, 1 = partially satisfactory, 2 = satisfactory, 3 = excellent).
** Scores are compared and discussed to agree on a final panel score per question and overall score for each candidate.
** The interview score should guide, but not solely determine, the appointment decision. Other valid and documented considerations (e.g. alignment with values, unique strengths) should also inform the outcome. Where a lower-scoring candidate is preferred, this must be clearly justified in the recruitment record.
* Notes and scores must be documented and stored securely in the recruitment records.
* Interviews should normally include a practical task or assessment, except for where this is not relevant. These must be scored using pre-agreed criteria.
* Candidates must be asked in advance whether they require adjustments to fully participate in the interview process, with appropriate adjustments being made where possible.

== Decision-Making and Offers ==
* Written job offers must be made to successful candidates.
* Offers must be subject to satisfactory completion of all pre-employment checks.

= Promotions =

== Internal Promotions ==
Senior Managers should discuss workforce planning on a regular basis (every 3 months, as an agenda item for Senior Leadership Team Meetings). Discussions should include:

* Assessment of upcoming vacancies to determine whether they should be advertised externally or offered only internally
* Any employees who are considered to be working at a level above their current payband (a list of payband expectations will be communicated to all staff) who should be considered for promotion
* Review of any ongoing acting up arrangements

Where we choose to run an internal recruitment, this should be open to all staff members and follow the same principles of safe recruitment and fair recruitment that we use for external recruitment, as detailed in the Recruitment Policy.

Where an employee has consistently demonstrated the ability to perform at a higher level of responsibility, they may be nominated for promotion during a Senior Leadership Team workforce planning discussion. If Senior Managers agree that a promotion is appropriate, the employee may be offered promotion to the relevant pay band, with a revised job title, job description and contract where applicable, without the requirement to undertake a full internal recruitment process.

Managers should be trained and encouraged to have ongoing conversations about career progression/promotion opportunities in their 1-1s with employees.

* It is important for there to be transparency around the fact that there will be more natural opportunities for promotion in some teams than in other hubs. Internal vacancies will be open and advertised to all staff to apply for.
* The more we talk about development and progression opportunities in 1-1s, the more transparent this process can be.

Opportunities for promotion among the Senior Managers should be assessed and approved by the CEO and trustees.

== Temporary Acting Up ==
Sometimes employees may be asked to temporarily cover the duties of a higher-level position due to circumstances such as annual leave, sickness absence, secondments, recruitment delays, or other operational needs.

When an employee undertakes the full duties and responsibilities of a higher-graded role for a continuous period exceeding 4 weeks, they may receive acting-up pay in line with organisational pay policies. This is usually paid at the minimum point of the higher grade or an agreed allowance. In these circumstances, a letter will be sent to the employee to confirm this temporary change in pay and responsibilities.

= Recruitment of Ex-Offenders =
We adhere to government guidance on the recruitment of ex-offenders. For further details, please see our [[Equal Opportunities Policy]], which includes our approach to fair recruitment and the handling of criminal record information.

= Record Keeping and Confidentiality =
* Recruitment records are stored securely and confidentially in line with our [[Data Privacy Notice]], complying with GDPR.
* We will keep records of successful applications indefinitely.
* We will normally keep records of unsuccessful applications for a period of up to 1 year after the end of the recruitment, after which point the records will be destroyed.
* In some cases, we may put unsuccessful applicants on a waiting list for similar roles. If this is the case, we may keep the application indefinitely. We will seek approval from candidates before putting them on the waiting list.
* For some roles, we may ask candidates to complete self-declaration forms during the interview. We will destroy this information immediately if the interview is unsuccessful.

Mileage Policy

2026-04-08T16:06:57Z

Rebekah Hook: Policy signed off

This policy explains when and how mileage can be claimed for approved business travel.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|'''The Human Resources and Wellbeing Steering Group'''
|-
|'''Last review and approval'''
|10/3/2026
|}

== What is Business Mileage? ==
Business mileage is travel that is wholly and necessarily for work purposes, such as:

* Visiting residents
* Travelling between hubs or other work locations
* Attending work meetings, training, or events
* Collecting/delivering work-related items

An employee cannot have tax relief and therefore cannot claim mileage for:

* Ordinary commuting between home and your permanent place of work
* Private travel or detours
* Unauthorised journeys

== Permanent Place of Work ==
If you work in a team attached to a hub, that hub is your permanent place of work.

If you are not part of a hub team, your permanent place of work is the nearest hub to your home address, unless stated otherwise by your line manager. Your permanent place of work may be subject to change if the responsibilities of your role change.

Travel between your home and permanent place of work is considered your “ordinary commute” and is not eligible for mileage reimbursement. Mileage may only be claimed for work-related travel that exceeds the distance of the ordinary commute.

== Vehicle Eligibility and Driver Responsibilities ==
To claim mileage, you must:

* Hold a valid UK driving licence
* Ensure the vehicle is roadworthy and legal (taxed and MOT’d where required)
* Have valid insurance that covers business use (where applicable)

Handcrafted may request evidence of insurance, MOT, or licence at any time.

== Mileage Reimbursement Rates (HMRC AMAP) ==
Mileage will be reimbursed in line with HMRC Approved Mileage Allowance Payments (AMAP). The current rate (February 2026) is:

Cars and vans

* 45p per mile for the first 10,000 miles in the tax year
* 25p per mile for any mileage over 10,000 miles

Motorcycles

* 24p per mile

Bicycles

* 20p per mile

Rates will be reviewed as HMRC guidance changes.

== Other Travel Costs (parking, tolls, etc.) ==
The following may be reimbursed '''if required for business travel''' and supported by receipts:

* Parking fees
* Tolls
* Congestion/ULEZ charges

Parking fines, speeding tickets, and penalties will not be reimbursed.

== Public Transport ==
Employees who travel to work using public transport cannot claim for the costs of travel from their home to their permanent place of work.

If you use public transport to get to any site other than your permanent place of work (e.g. another hub, a resident’s home), you can claim the cost of travel using standard or economy class. If you have a season ticket, you can claim the cost of a daily ticket for each eligible journey.

== Calculating Mileage ==
Mileage should be calculated using:

* Odometer readings '''or'''
* A reasonable route shown on a mapping app (e.g., Google Maps)

You should take the most direct practical route unless there is a clear business reason to do otherwise.

The amount of claimable mileage is calculated monthly using the <nowiki>https://docs.google.com/spreadsheets/d/16lYO2D40U5Ynm66KrpI_L-TLhaNLpmuFsb1x2xR7NfU/edit?gid=2067584221#gid=2067584221</nowiki>. For each working day of the month, you must record the journeys you take for business travel. If the miles travelled on a day exceed that of their ordinary commute, you must subtract your ordinary commute from the total number of miles to calculate the amount of claimable mileage. The spreadsheet will automatically calculate the amount of money that can be claimed, in line with the HMRC Approved Mileage Allowance Payments (AMAP).

Example mileage calculation:

''My permanent place of work is the Durham Hub, which is 4 miles from my home. Therefore, my ordinary commute is 8 miles. If I only travel to the Durham Hub in a day, then I cannot claim any mileage for that day. If I travel further than the Durham Hub, I subtract 8 miles from my total day’s travel to calculate my mileage claim.''

''On Monday, I deliver a catering session in Gateshead in the morning and then attend a training session in the Chester-Le-Street Hub for the afternoon. The Gateshead Hub is 15 miles from home, the Chester-Le-Street Hub is 8 miles from Gateshead, and my return journey home is 8 miles. In total, I have travelled 31 miles, from which I subtract the 8 miles of my ordinary commute. Therefore, my mileage claim for Monday is 23 miles.''

== Submitting Mileage Claims ==
Mileage claims are submitted and paid according to the standard Expenses Claim Procedure for Staff.

Mileage claims must be recorded on the mileage spreadsheet which can then be uploaded to the ‘Staff Expense Claim Form’. Each claim must include:

* the reason for the journey
* the postcode for the start point of the journey
* the postcode for the end point of the journey

=== Compliance and misuse ===
Mileage claims may be refused if:

* Records are incomplete
* The travel was not business-related
* The claim appears inaccurate or excessive

Submitting a false claim may result in disciplinary action and repayment.

Leave & Absence Policy

2026-04-08T16:06:10Z

Rebekah Hook:

''NB. This new policy has been created to replace various absence- and leave- related policies previously found in sections of the: Sickness & Absence Policy, Annual Leave Policy, Absence Management Policy and HR Policy.''

At Handcrafted, we are dedicated to supporting our staff in line with our Christian ethos and values. We understand that life can present challenges, whether through illness or unforeseen circumstances. We aim to provide a supportive environment that also ensures the smooth operation of our charity.

This policy outlines how we manage absences, with a focus on promoting the health and well-being of our team while keeping the charity functioning effectively. We aim to balance compassion for our staff with our responsibilities to colleagues, beneficiaries, and the commitments we've made.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|'''The Human Resources and Wellbeing Steering Group'''
|-
|'''Last review and approval'''
|10/3/2026
|}

= Leave Entitlement =
As a Handcrafted staff member, you are entitled to a specified number of days of annual leave per year as outlined in your contract. This is usually 25 days per year (pro-rata for part-time employees) plus the eight statutory bank holidays.

The holiday year begins on your employment start date.

== Requesting Annual Leave ==

* Requests for annual leave should be made as early as possible. A general guideline is to give notice at least twice the length of the time you are requesting. For example, if you are requesting one week of leave, provide two weeks' notice.
* All leave requests must be submitted through the AirTable form for approval. Ensure that you have your Line Manager's approval before finalising any holiday plans.
* We recommend you do not book any flights/holidays before approval is given. It saves debate later on if leave cannot be granted.
* When planning your leave, consider the impact on your team and ensure that there is adequate coverage during your absence.
* It is advisable to discuss your plans with your team and Line Manager well in advance to avoid any disruptions.

== Carrying Over Leave ==
You can carry over up to 5 days of annual leave, in discussion with your line manager.

== Time Off in Lieu ==
Time Off In Lieu (TOIL): Time off granted for additional hours worked, following the procedures outlined in Working Hours Expectations

* '''Less than Half a Day:''' If you work additional hours that amount to less than half a day, this can be managed as flexitime. Flexitime must be agreed upon in advance with your Line Manager.
* '''Half a Day or More:''' For additional hours amounting to half a day or more, you must seek approval through the AirTable system. TOIL should be agreed upon before working additional hours, as approval for time off cannot be guaranteed retrospectively.
* '''Notice Period for TOIL:''' When requesting TOIL, provide notice based on whichever is greater: a week or twice the requested amount of time off. For example, if you are requesting one day off as TOIL, you should give at least one weeks' notice.
* '''Tracking TOIL:''' TOIL must be tracked consistently and recorded through the AirTable system to ensure transparency and accuracy.

= Types of Absence & Leave =

== Statutory Entitlements ==

=== Maternity Leave ===
We provide Maternity leave and maternity pay in line with statutory regulations. These regulations currently allow all employees 26 weeks Ordinary Maternity Leave and a further 26 weeks Additional Maternity Leave.

During periods of Maternity Leave, you will continue to receive your contractual rights and benefits, with the exception of salary, but including the right to accrue holiday in line with your contract of employment.

You are allowed paid time off for antenatal care, which includes medical appointments as well as antenatal or parenting classes. As the father or pregnant woman’s partner, you have the right to unpaid time off work to go to 2 antenatal appointments.

You can find full details of your entitlements on the Government’s www.gov.uk web site.

=== Paternity Leave ===
If you and your partner are having a baby, adopting a child or having a baby through a surrogacy arrangement, you may be entitled to Paternity Leave and pay in accordance with prevailing legislation. You can discuss your entitlement with your line manager or visit the www.gov.uk web site.

=== Adoption Leave ===
If you adopt a child and are to become the main carer for your child, you may be entitled to Adoption Leave. The rules regarding entitlement to Adoption Leave and pay broadly mirror those for Maternity and Paternity Leave and pay. Full details can be found on the www.gov.uk web site.

=== Parental Leave ===
You’re entitled to 18 weeks’ leave for each child and adopted child, up to their 18th birthday. You can take up to 4 weeks leave each year for each child in whole weeks (for example 1 week or 2 weeks) rather than individual days, unless your child is disabled. You do not have to take all the leave at once. Time off for parental leave is unpaid.

As with other forms of statutory leave, a ‘week’ equals the length of time you normally work over 7 days. We will protect your employment rights whilst you are away. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Shared Parental Leave ===
You and your partner may be able to get Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP) if you are:

* having a baby
* using a surrogate to have a baby
* adopting a child
* fostering a child who you’re planning to adopt

You can use SPL to take leave in blocks separated by periods of work or take it all in one go. You can also choose to be off work together or to stagger the leave and pay.

To get SPL and ShPP, you and your partner need to meet the eligibility criteria - there’s different criteria for birth parents and for adoptive parents or parents using a surrogate. You also need to give notice and give up some of your maternity or adoption leave and pay. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Unpaid Carer’s Leave ===
You are entitled to unpaid leave from your first day of work to give or arrange care for a ‘dependant’ who has:

* a physical or mental illness or injury where care is needed for more than 3 months.
* a disability (as defined in the Equality Act 2010)
* care needs because of their old age.

The dependant can be anyone who relies on you for care.

You can find full details of your entitlements on the www.gov.uk website.

=== Neonatal Care ===
You and your partner may be eligible for Neonatal Care Leave and Statutory Neonatal Care Pay if your newborn baby is premature or sick and needs neonatal care.

This may be for:

* hospital care.
* medical care after leaving.
* palliative or end-of-life care

You can find full details of your entitlements on the www.gov.uk website.

== Other Forms of Leave ==
Beyond what's required by law, Handcrafted offers extra support that reflects our values and helps us work smoothly together. For example, while SSP is required by law, we may choose to provide full or partial pay during illness, especially after your probation period. We also take a flexible approach to absence reviews, adjusting for individual needs such as those related to disability or pregnancy, to ensure fairness and avoid discrimination. Our discretionary leave policies for compassionate or emergency situations allow us to support you during personal crises, staying true to our commitment to balance care with operational needs. We believe these additional benefits not only help our team feel supported but also strengthen our community.

=== Jury Service ===
If you are required to attend Jury Service, please inform your line manager of the dates as soon as possible. Jury Service leave is unpaid. You will be paid a court attendance allowance which will be paid to you directly from the courts. For more details, visit the www.gov.uk website.

=== Public Duties ===
If you have responsibilities for public duties such as J.P., school governor or member of a Health Authority, or you are a member of the Reserve or Auxiliary Armed Forces, leave will be granted as appropriate. All requests for leave must be agreed with your line manager. Time off for public duties is unpaid.

=== Flexible Working ===
You have the right to apply for a change in your working pattern to meet personal changes in your life. Should you wish to make such a change, you will need to submit a written application to your line manager. Full details on how to apply can be found on www.gov.uk website.

=== Religious Festivals ===
We recognise that you may require additional time off for religious festivals which fall outside public holidays. All requests for leave must be agreed with your line manager. Time off for religious festivals is unpaid.

=== Bereavement Leave ===
There may unfortunately be occasions when you need to take time off work following the death of a dependent. For the purposes of this policy, a dependent is:

* your husband, wife, civil partner or partner
* your child
* your parent
* a person who lives in your household (not tenants, lodgers or employees)
* a person who relies on you, such as an elderly neighbour

If you do need time off for bereavement leave, this will be paid but needs your line manager’s approval. All requests will be considered sympathetically.

=== Emergency Domestic Leave ===
There are certain situations where you may need to take additional leave to deal with family related problems, issues or domestic emergencies. This may include occasions such as:

* a child or dependent falling ill, a sudden disruption in care or schooling arrangements, or a child or dependent experiencing a serious incident.
* a major flood, fire or burglary at home where time off is needed to secure your property and make arrangements for ongoing accommodation.

If you do need time off to manage an emergency during working hours, this will be paid but needs your line manager’s approval. Contact by phone to request leave should be made at the earliest possible opportunity on the day.

Your line manager may ask you to take annual leave (or parental leave where relevant) if you want more time, for example, to put in place care arrangements or deal with extended circumstances.

=== Medical and Dental Appointments ===
Wherever possible, all routine appointments with your doctor, dentist or hospital should be made outside your normal working hours, or at a time that causes the least disruption to work. This includes check-ups and investigatory appointments.

We recognise that there will be occasions when time off is required for appointments of a more serious nature. These must be agreed in advance with your line manager. Time taken for such appointments will be paid; however, we will expect you to make up the time in the same working week, in agreement with your line manager. If the time is not made up, your line manager may ask you to take annual leave.

== Absence Notifications ==
As a member of staff, if you are unable to attend work because of sickness, or any other unplanned reason, you must telephone your line manager (or in his/her absence the Managing Director) to notify them of your absence an hour before you are required to start work. Messages must not be left with unauthorised persons. Text or email messages are not acceptable – you or someone phoning on your behalf must make direct contact.

You will need to give the following information:

* The nature of your illness
* The date on which you expect to be fit to return. If the date is unknown, you are required to ring in each day, unless advised otherwise by your line manager.
* Whether you intend to visit your GP.

You must:

* Keep your line manager informed of your condition when absent through regular contact, the frequency of which is to be agreed with your line manager.
* Ensure that appropriate certification documents are submitted on time, e.g., a first ‘Fit Note’ must be provided on the 8th calendar day of any absence, and subsequent Notes on the next day after the previous Note expires. (NB A fit note is a document issued by your Healthcare professional to provide evidence of the advice they have given about your fitness for work)
* Attend and fully engage in all Absence Review Meetings requested by your line manager.
* Obtain permission from your line manager to carry out any outside occupation (including unpaid occupations and voluntary work) when you are on sick leave. Failure to do so may be considered a disciplinary matter.

=== Absence of up to seven calendar days ===
If you have been absent for seven days or less, you must complete a self-certification as soon as you get back to work. If the absence included a Saturday and/or Sunday or non-working days, these days should be recorded for statutory sick pay purposes even if you would not normally work on these days.

=== Absences of more than seven calendar days ===
For illness of more than 7 calendar days (including weekends or any other non-working days), a doctor's certificate is required (a ‘Fit Note’). In the interest of health and safety, you can return to work before the end of the certificated period, but this can only be done with your line manager’s agreement. Each ‘Fit Note’ should provide continued certification of the absence, otherwise your entitlement to Statutory Sick Pay may be withheld.

For guidance on fit notes, see https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees.

== Absence review meetings ==
If you have been absent from work for more than 5 days in any 12-month period, you will be asked to attend an Absence Review Meeting.

Subsequent Absence Review Meetings will be held after each further 5 days of absence within a 12-month period.

The purpose of the Attendance Review is to:

* Provide you with the opportunity to discuss reasons for the attendance problems you are having, e.g., problems at home or at work.
* Identify the likelihood of further absence.
* Agree solutions to address causes of absence from work.
* Explore whether part-time or reduced/different duties could help overcome the issues causing your absence, and so expedite a return to work.
* Agree targets and timescales for improvement as appropriate, in the context of the health issue(s) at hand.
* At the Review Meeting after 10 days absence in a year (and at subsequent meetings), make you aware that, where no specific health or disability related issues have been identified, then a lack of improvement in your attendance could result in a capability or disciplinary procedure which might ultimately lead to dismissal. See [[Capability Policy|Handcrafted Capability Policy]].

== Sick Pay Provisions ==
During the probationary period, SSP only will be paid. Your line manager has some discretion regarding this if they feel circumstances merit.

Following the probationary period, you will receive your normal remuneration during sickness absence for a maximum of 4 weeks in any twelve-month rolling period, provided that you provide your line manager with a fit note in the case of absence of more than seven consecutive days (see above). Statutory Sick Pay (SSP) will be triggered to make up full pay.

Beyond the 4 weeks of full pay, if long-term sickness continues with medical certification, you will be entitled to:

* up to a further 8 weeks on 50% pay (SSP will be included in the 50% pay, not in addition to).
* a further 16 weeks of SSP alone.

=== Statutory sick pay (SSP) guidance ===
This policy is to be interpreted in the light of the Government’s SSP Guidance:

* https://www.gov.uk/statutory-sick-pay/overview
* https://www.gov.uk/employers-sick-pay/overview

and form SSP1:

* https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.

Mileage Policy

2026-04-08T16:03:33Z

Rebekah Hook: Policy added

This policy explains when and how mileage can be claimed for approved business travel.

== What is Business Mileage? ==
Business mileage is travel that is wholly and necessarily for work purposes, such as:

* Visiting residents
* Travelling between hubs or other work locations
* Attending work meetings, training, or events
* Collecting/delivering work-related items

An employee cannot have tax relief and therefore cannot claim mileage for:

* Ordinary commuting between home and your permanent place of work
* Private travel or detours
* Unauthorised journeys

== Permanent Place of Work ==
If you work in a team attached to a hub, that hub is your permanent place of work.

If you are not part of a hub team, your permanent place of work is the nearest hub to your home address, unless stated otherwise by your line manager. Your permanent place of work may be subject to change if the responsibilities of your role change.

Travel between your home and permanent place of work is considered your “ordinary commute” and is not eligible for mileage reimbursement. Mileage may only be claimed for work-related travel that exceeds the distance of the ordinary commute.

== Vehicle Eligibility and Driver Responsibilities ==
To claim mileage, you must:

* Hold a valid UK driving licence
* Ensure the vehicle is roadworthy and legal (taxed and MOT’d where required)
* Have valid insurance that covers business use (where applicable)

Handcrafted may request evidence of insurance, MOT, or licence at any time.

== Mileage Reimbursement Rates (HMRC AMAP) ==
Mileage will be reimbursed in line with HMRC Approved Mileage Allowance Payments (AMAP). The current rate (February 2026) is:

Cars and vans

* 45p per mile for the first 10,000 miles in the tax year
* 25p per mile for any mileage over 10,000 miles

Motorcycles

* 24p per mile

Bicycles

* 20p per mile

Rates will be reviewed as HMRC guidance changes.

== Other Travel Costs (parking, tolls, etc.) ==
The following may be reimbursed '''if required for business travel''' and supported by receipts:

* Parking fees
* Tolls
* Congestion/ULEZ charges

Parking fines, speeding tickets, and penalties will not be reimbursed.

== Public Transport ==
Employees who travel to work using public transport cannot claim for the costs of travel from their home to their permanent place of work.

If you use public transport to get to any site other than your permanent place of work (e.g. another hub, a resident’s home), you can claim the cost of travel using standard or economy class. If you have a season ticket, you can claim the cost of a daily ticket for each eligible journey.

== Calculating Mileage ==
Mileage should be calculated using:

* Odometer readings '''or'''
* A reasonable route shown on a mapping app (e.g., Google Maps)

You should take the most direct practical route unless there is a clear business reason to do otherwise.

The amount of claimable mileage is calculated monthly using the <nowiki>https://docs.google.com/spreadsheets/d/16lYO2D40U5Ynm66KrpI_L-TLhaNLpmuFsb1x2xR7NfU/edit?gid=2067584221#gid=2067584221</nowiki>. For each working day of the month, you must record the journeys you take for business travel. If the miles travelled on a day exceed that of their ordinary commute, you must subtract your ordinary commute from the total number of miles to calculate the amount of claimable mileage. The spreadsheet will automatically calculate the amount of money that can be claimed, in line with the HMRC Approved Mileage Allowance Payments (AMAP).

Example mileage calculation:

''My permanent place of work is the Durham Hub, which is 4 miles from my home. Therefore, my ordinary commute is 8 miles. If I only travel to the Durham Hub in a day, then I cannot claim any mileage for that day. If I travel further than the Durham Hub, I subtract 8 miles from my total day’s travel to calculate my mileage claim.''

''On Monday, I deliver a catering session in Gateshead in the morning and then attend a training session in the Chester-Le-Street Hub for the afternoon. The Gateshead Hub is 15 miles from home, the Chester-Le-Street Hub is 8 miles from Gateshead, and my return journey home is 8 miles. In total, I have travelled 31 miles, from which I subtract the 8 miles of my ordinary commute. Therefore, my mileage claim for Monday is 23 miles.''

== Submitting Mileage Claims ==
Mileage claims are submitted and paid according to the standard Expenses Claim Procedure for Staff.

Mileage claims must be recorded on the mileage spreadsheet which can then be uploaded to the ‘Staff Expense Claim Form’. Each claim must include:

* the reason for the journey
* the postcode for the start point of the journey
* the postcode for the end point of the journey

=== Compliance and misuse ===
Mileage claims may be refused if:

* Records are incomplete
* The travel was not business-related
* The claim appears inaccurate or excessive

Submitting a false claim may result in disciplinary action and repayment.

Template:Policies List

2026-04-08T16:01:03Z

Rebekah Hook: Mileage Policy added

* [[Behaviour Management Plan]]
* [[CCTV Review Policy]]
* [[Complaints Policy]]
* [[Confidentiality Policy]]
* [[Conflict of Interest Policy]]
* [[Cyber Policy]]
* [[Data Privacy Notice]]
* [[Equal Opportunities Policy]]
* [[Finance Policy]]
* [[Health and Safety Policy]]
* [[HR Policy]]
* [[Information Advice and Guidance (IAG) Policy]]
* [[Leave & Absence Policy]]
* [[Lone Working Policy]]
* [[Mileage Policy]]
* [[Missing Child Policy]]
* [[Missing Persons Policy]]
* [[Modern Day Slavery Statement]]
* [[On Call Working Policy]]
* [[Recruitment Policy]]
* [[Safeguarding Children Policy]]
* [[Safeguarding Vulnerable Adults Policy]]
* [[Staff Wellbeing Policy]]
* [[Statement of Purpose: Engage Hub]]
* [[Supported Housing Policy]]
* [[Training Policy]]

Template:Policies List

2026-04-07T11:07:17Z

Rebekah Hook: moved Leave & Absence Policy into alphabetical position in list

* [[Behaviour Management Plan]]
* [[CCTV Review Policy]]
* [[Complaints Policy]]
* [[Confidentiality Policy]]
* [[Conflict of Interest Policy]]
* [[Cyber Policy]]
* [[Data Privacy Notice]]
* [[Equal Opportunities Policy]]
* [[Finance Policy]]
* [[Health and Safety Policy]]
* [[HR Policy]]
* [[Information Advice and Guidance (IAG) Policy]]
* [[Leave & Absence Policy]]
* [[Lone Working Policy]]
* [[Missing Child Policy]]
* [[Missing Persons Policy]]
* [[Modern Day Slavery Statement]]
* [[On Call Working Policy]]
* [[Recruitment Policy]]
* [[Safeguarding Children Policy]]
* [[Safeguarding Vulnerable Adults Policy]]
* [[Staff Wellbeing Policy]]
* [[Statement of Purpose: Engage Hub]]
* [[Supported Housing Policy]]
* [[Training Policy]]

HR Policy

2026-04-02T13:49:30Z

Rebekah Hook: This section copied from Working Hours Expectations organisational guide (this organisational guide has now been removed, and split into HR and Leave & Absence Policies)

{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|29/09/2025
|}

=== '''Overview''' ===
Our mission at Handcrafted is to connect with the excluded people in society and empower them to turn their lives around. Our staff work at the forefront of this mission. Our policy for Human Resources and Staff Wellbeing is built on the following principles and commitments:

# The trustees and senior management will build the capability of our team and give them the framework they need to work effectively.
# Our staff are key to our mission to connect with excluded people in society and empower them to turn their lives around.
# Our belief is that everyone is created with value and purpose; have something to contribute; live better together; should be treated with compassion and empathy; are unconditionally loved; and should have the opportunity to make a fresh start. This is true for our staff, as well as trainees. We are committed to treating our staff in this way and expect them to do likewise to other staff and trainees.
# The trustees and senior management want to see our values of creativity, empathy, empowerment and community to be present in our staff team. We want them to be able to work creatively and walk shoulder to shoulder with each other and our trainees. We want them to be empowered in their lives and empower others. And we want our staff to be part of an accepting, supporting community.
This policy should be read in conjunction with the following associated policies and guides:

* [[Absence Management Policy]]
* [[Cyber Policy]]
* [[Recruitment Policy]]
* [[On Call Working Policy]]

== '''Equal Opportunities''' ==
Handcrafted is committed to creating an inclusive and diverse workplace. We strive to create an environment where all individuals are respected and valued regardless of age, culture, gender, race, ability, sexual orientation, or any other form of identity. We are committed to fostering a culture of inclusivity, respect, and acceptance, and to creating a safe and diverse workspace for everyone.

We encourage everyone to be open and honest about their experiences and to share their perspectives with others. We want everyone to feel included and welcomed.

Our diversity and inclusion policy outlines our commitment to creating a safe and inclusive environment for all.

==== '''Our Policy''' ====
This policy sets out the commitment of Handcrafted Projects, its Board of Directors and senior management to promote equality of opportunity and work to eliminate unlawful and unfair practice in the workplace.

This policy defines our commitment to creating a working environment free of bullying, harassment, victimisation, and unlawful discrimination, promoting dignity and respect for all, and where individual differences and the contributions, of all who work to provide and those who use our services, are recognised and valued.

We value our staff and trainees and recognise the contribution they make to our organisation, and we are committed to providing equality for all irrespective of:

* Age
* Disability
* Race including colour, nationality, ethnic or national origin.
* Gender
* Religion or belief
* Sexual orientation
* Gender reassignment
* Civil partnership or marital status
* Pregnancy and maternity
* Criminal record

Our staff and trainees will also be protected from discrimination if:

* They are associated with someone who has a protected characteristic, for example a family member or friend.
* They’ve complained about discrimination or supported someone else’s claim.

We will work to ensure that all our staff and trainees, as well as those who apply or seek to apply to work with us, will be treated fairly and will not be subjected to discrimination on any of these grounds and will feel respected and able to give their best.

==== '''Our commitments''' ====
We will:

* Not tolerate any discrimination or harassment based on an individual's identity.
* Strive to create an environment where everyone feels respected and valued.
* Provide equal opportunity and access to resources and opportunities regardless of identity.
* Ensure that all individuals have the same chance to succeed and advance.
* Accommodate individuals with disabilities or needs to the best of our ability.
* Strive to create a workplace that reflects the diversity of our community.
* Provide training and resources to foster an understanding of diversity and inclusion.
* Actively seek to recruit and retain a diverse group of individuals.
* Celebrate the contributions of a diverse group of individuals.
* Hold ourselves and others accountable for creating a culture of inclusivity and respect.
* Promote a productive and harmonious workplace where there is mutual respect and where harassment and bullying are not tolerated.
* Prevent unlawful discrimination, direct and indirect and victimisation.
* Comply with our legal obligations.
* Oppose and avoid all forms of unlawful discrimination. This includes in:
** pay and benefits.
** terms and conditions of employment
** dealing with grievances and discipline
** dismissal
** redundancy
** leave for parents.
** requests for flexible working
** selection for employment, promotion, training or other developmental opportunities
* Take seriously and address any breaches of this policy.

==== '''How we will implement this in our workforce''' ====
Dan Northover has overall responsibility for the implementation of this policy. Line Managers, Project Managers and Training Supervisors are accountable for delivering the equality commitments in their areas of responsibility and all staff and trainees are expected to promote and abide by the policy.

To implement this policy, we will:

* Include appropriate equality objectives and responsibilities in each job description.
* Provide our staff with the necessary knowledge and skills to help ensure that our workplaces are free from discrimination and harassment.
* Train all those who are responsible for recruitment and selection, whether for vacant posts, promotions or training opportunities
* Regularly review our employment policies and procedures to ensure they do not unlawfully or unfairly discriminate.
* Gather equality information on our workforce and those who use our service.
* Make all necessary reasonable adjustments and consider options for flexible working.
* Work to make our workforce more representative and where possible, undertake lawful, positive action.
* Seek commitments from our suppliers that they are taking steps to promote equality and eliminate discrimination.
* Make whatever reasonable adjustments are required to provide disabled people with a fair chance to access our employment opportunities, activities, training and support.
* Make whatever reasonable adjustments are required to correctly safeguard trainees with convictions and other vulnerable individuals who access our workshops, live in our houses or work at our hubs.
* Make sure that there are sufficient resources in place to implement this policy effectively.

==== '''Inclusive access to our services''' ====
As part of providing services in line with our charitable aims and commitments, we may offer activities that are restricted to groups with particular needs. People who generally meet the criteria of these groups will only be excluded on an individual basis for specific reasons, not for any shared characteristic.

We will ensure to the best of our ability that the activities provided within restricted groups are also available to all our trainees where possible while managing risk.

==== '''Policy review''' ====
We will keep this policy under review and will regularly assess the progress we are making toward achieving our equality commitments. We will report on our progress in meeting this policy at Board meetings and take action when we identify areas where inequality or discrimination may exist. This policy will be reviewed and updated in response to emerging challenges and formally reviewed every three years.

==== '''Complaints of discrimination''' ====
If you are a member of staff and believe that you have suffered any form of discrimination, harassment or victimisation, you can raise this matter through the grievance procedure, (or other procedure if appropriate) a copy of which is available from Dan Northover. All grievances will be dealt with promptly and in accordance with the agreed procedures.

As a member of staff of Handcrafted, you also have the right to make a complaint to an Employment Tribunal. However, you normally must raise your grievance under our internal procedures first. For more information, speak to Dan Northover or, for guidance on statutory disciplinary and grievance procedures, see www.acas.org.uk.

If you are a trainee or service user and believe that suffered any form of discrimination, harassment or victimisation, please refer to the Handcrafted Complaints Policy: Handcrafted Complaints Policy.docx

Anyone who makes a complaint of discrimination must not be victimised. We will make every effort to ensure victimisation does not occur and any complaints will be taken seriously and dealt with promptly.

== '''Working Hours Expectations''' ==
At Handcrafted, we value flexibility in working hours while ensuring that all staff meet the expectations set out in their contracts. Your working hours expectations are set out in your contract and further details on leave can be found in the [[Leave & Absence Policy]].

== '''Absence management''' ==
Please refer to the [[Absence Management Policy]].

== '''Infectious diseases''' ==
Handcrafted has a legal responsibility under the general duties of the Health and Safety at Work etc, Act 1974, to as far as is reasonably practicable, safeguard members of staff against risks to their health, including those risks posed by infectious diseases.

In addition, there are specific regulations relevant to the control of infection including the Management of Health and Safety at Work Regulations 1999 and the Control of Substances Hazardous to Health Regulations 2002 (as amended). These regulations require employers to carry out risk assessments, record any significant findings and provide staff with adequate information, instruction and training on any risks to their health which they may face at work.

Due to the nature of the services that we provide staff may be exposed to infectious diseases or blood borne viruses (BBVs). Handcrafted will fulfil its duty as an employer to protect its members of staff and will ensure they are provided with information and training as appropriate on the potential risks posed by infectious diseases and BBVs. This policy is to be read in conjunction with risk assessments in place at Handcrafted places of work which identify who may be exposed to the risk of infection and describes management procedures to control this risk.

In particular, staff need to be aware of the risk of infection in the following areas:

* Use of sharp objects in the workshop
* Risk of sharps injury while cleaning properties and disposing of rubbish on Handcrafted premises (especially drug paraphernalia)
* Airborne viruses during pandemics such as COVID-19
* The preparation of food

It is therefore important that strict hygiene precautions are observed at all times by Handcrafted staff and trainees are prompted to maintain safe practices.

=== '''General''' ===

==== '''Designated leads''' ====
The designated lead for infection prevention and control at each Handcrafted hub is the Hub Manager. Their responsibility includes activities within the properties associated with their hub.

The designated lead will ensure:

* systems are in place that assess the risk of and prevent, detect and control the risk of infection.
* sufficient resources are available to secure effective prevention and control of infection.
* staff, trainees, contractors and other persons who directly or indirectly provide work are provided with appropriate information, instruction, training and supervision in the precautions to follow.
* policies and procedures are being implemented.
* a suitable and sufficient risk assessment is carried out with respect to prevention and control of infection.
* an appropriate standard of cleanliness and hygiene is maintained throughout the premises at all times and that the premises are maintained in good physical repair and condition.
* appropriate standards of cleanliness and hygiene are maintained in relation to equipment at all times and that the equipment is maintained in good physical repair and condition.
* that a suitable cleaning schedule is in place and followed
* there are suitable and sufficient hand washing facilities and antimicrobial hand rubs where appropriate.
* suitable information on infections is provided to visitors and contractors, including the importance of hand washing.
* information regarding infection is passed on to any other person, as necessary.
* individuals who develop an infection are identified promptly and that they receive the appropriate treatment and care.
* the local health protection unit is informed of any outbreaks or serious incidents relating to infection within (the relevant timeframe)
* all eligible groups are enabled and supported to take up the offer of immunisation programmes.
* all staff are fully trained in and co-operate with our control of infection procedures.

Accordingly, it may at times be necessary to

* stagger start and finish times so that fewer people are together at once.
* cancel non-essential travel.
* cancel non-essential training sessions.
* support working from home for staff where possible.
* ensure that facilities are suitable to minimise the spread of infection, e.g., allowing a distance of more than two metres between attendees, and
* keep a record of relevant immunisations.

==== '''Training''' ====
Handcrafted will

* provide suitable training, including
** induction training to all staff on the prevention and control of infection
** safe handling and disposal of sharps
** prevention of occupational exposure to blood-borne viruses (BBVs), including prevention of sharps injuries
** disinfection
** food hygiene
** safe handling and disposal of waste
* keep a record of all training and updates to staff.

=== '''Infection outbreak procedure''' ===
Handcrafted insists that its staff follow any Government guidance published on self-isolation/quarantine.

Staff and trainees must report symptoms of infectious diseases and staff who have infectious disease symptoms must not come to work and, in the case of diarrhoea and vomiting, stay away for at least 48 hours after the symptoms have stopped.

Where required, notifiable outbreaks will be reported to the relevant authority e.g., HSE by Operations Director.

Handcrafted and its staff and trainees will cooperate with any investigation by a relevant authority and comply with any investigation findings.

In case of an outbreak, procedures will be put in place to keep the number of staff or trainees in contact with affected persons to a minimum and ensure they are not involved with food handling.

Staff must pay strict attention to infection control procedures, in particular to the washing of hands and the wearing of protective clothing if required.

== '''Substance misuse''' ==
This Policy will explain the responsibilities and principle behind the Handcrafted’s approach to managing the misuse of illegal drugs, alcohol and other substances by employees. Handcrafted aims to ensure that it provides a safe and productive work environment that promotes the health, safety and wellbeing of its staff.

Handcrafted has a responsibility to provide its trainees with the best possible service and ensure that all services are delivered effectively and without compromise, at the same time maintaining and promoting our reputation and integrity.

We have a duty under the Health & Safety at Work Act 1974 to ensure, as far as is reasonably practicable, the health, safety and welfare of our staff and others. This includes taking all reasonable steps to resolve drug (illegal, prescription or recreational), alcohol and other substance misuse-related problems within the workplace. Staff also have a duty of care to trainees and colleagues and are therefore expected to co-operate with and implement this policy.

=== '''Our stance''' ===
Our position is one of not allowing the use, possession or supply of drugs, alcohol or substances by staff whilst at work or allowing staff to continue working if they are found, or if there is reason to suspect that they are, under the influence of any substance or if they smell of alcohol.

This policy should be seen in the context of a desire to promote the general wellbeing of all members of staff and the safety for trainees, colleagues and others. Handcrafted is committed to providing confidential support and specialist help where necessary to any member of staff making a disclosure regarding their misuse of substances and their intention to manage the situation more effectively.

==== '''Scope''' ====
This policy applies to all members of staff and anyone else working in our premises. Any breach of this Policy may lead to disciplinary action, up to and including summary dismissal.

=== '''The Policy''' ===
You must not come into work if you’re under the influence of alcohol, drugs (including prescription medication) or Novel Psychoactive Substances (NPS) including those formerly known as legal highs to the extent that your judgment, behaviour or ability to carry out your job is affected. This includes when you are working from home or any other premises.

If you need to drive for work reasons, of course you must also be within the relevant legal drink drive limit.

If you’ve been prescribed medication that you think might affect your ability to do your job safely and efficiently or have a medical condition that may replicate the signs of drug or alcohol intoxication, you must talk to your line manager about this as soon as you can, and before you start work.

===== '''During work''' =====
You must not consume alcohol or illegal drugs or abuse any substances (including NPS’s and solvents) while you’re working on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes if you are working at home or remotely.

===== '''Illegal drugs''' =====
You must never be in possession of, sell, or purchase illegal drugs or other substances whilst you’re working, whether on Handcrafted premises or directly outside, or in any vehicle being used for Handcrafted business. This includes when you are working from home or remotely.

If you’re found in possession of illegal drugs whilst at work, or a work-related event or activity, we may report this to the police.

=== '''The Procedure''' ===
If your manager, or any other Handcrafted manager, director or Trustee has reasonable grounds to think you’re under the influence of drugs or alcohol whilst at work, they will speak to you about the situation. If they think that you are not in an appropriate condition to work, you will usually be suspended from work and invited to an investigatory meeting at a later date. This may lead to disciplinary action, up to and including summary dismissal.

==== '''Work-related events''' ====
Handcrafted policies still apply to you at events or activities that you’re attending. If you’re at a work-related event, such as a team social activity or party, whether held or not held at a Handcrafted location, and you choose to drink alcohol, we trust you will behave respectfully and appropriately at all times. You should consume alcohol only in moderation.

You must never be in possession of, sell, or purchase illegal drugs or other substances (including NPS’s and solvents) while you are at a work-related event or activity.

Any inappropriate behaviour or activity will be investigated under our Disciplinary Procedure and may lead to disciplinary action being taken against you, up to and including summary dismissal.

==== '''Drug or alcohol misuse/dependency''' ====
If you think you’ve got a problem with drug and/or alcohol misuse or dependency, we want you to know that you can talk to us before it becomes an issue at work. Your manager might talk to you if they notice any signs that suggest you could have a problem.

If you talk to your manager, they will offer support and will keep things confidential, unless they have concerns about your safety or that of other people. They will offer appropriate support, such as encouraging you to see your GP, referring you to occupational health, or for alcohol/drug misuse-focused counselling.

If you’re having treatment for a drug/alcohol problem and you need time off for appointments, we will work with you to ensure that the time is made available.

== '''Capability''' ==
This policy applies to all employees of Handcrafted, including full-time, part-time, and temporary staff. The purpose of this Capability Policy is to:

* Identify and address instances of poor staff performance in a fair and supportive manner.
* Promote continuous improvement and professional development among our employees.
* Ensure compliance with ACAS guidelines in managing staff performance.

=== '''Principles''' ===

==== '''Early Intervention''' ====
Poor performance concerns will be addressed promptly through open and supportive communication.

Supervisors and managers will provide regular feedback and coaching to help employees improve their performance.

==== '''Supportive Approach''' ====
Handcrafted is committed to supporting employees in their efforts to improve performance.

Employees will be encouraged to participate in training and development programs to enhance their skills.

==== '''Fair and Objective Assessment''' ====
Performance issues will be assessed objectively, considering relevant factors such as workload, resources, and personal circumstances.

Employees will have the opportunity to provide input and evidence related to their performance.

==== '''Training and Development''' ====
Handcrafted will provide access to training and development opportunities to help employees enhance their skills and address performance gaps.

==== '''Performance Improvement Plan (PIP)''' ====
If an employee's performance remains unsatisfactory after initial interventions, a formal Performance Improvement Plan (PIP) may be implemented.

The PIP will outline clear expectations, goals, timelines, and support mechanisms to help the employee improve their performance.

==== '''Review and Monitoring''' ====
Progress under the PIP will be reviewed regularly.

Managers and employees will discuss progress and make necessary adjustments to the plan as needed.

==== '''Dismissal as a Last Resort''' ====
Dismissal will only be considered as a last resort when all reasonable efforts to support performance improvement have been exhausted.

=== '''Procedure''' ===

==== '''Informal Stage''' ====
The line manager or supervisor will discuss concerns regarding poor performance with the employee.

The employee will be provided with constructive feedback and offered support, including access to training and resources.

==== '''Formal Stage (Performance Improvement Plan - PIP)''' ====
If poor performance persists, the employee will be invited to a formal meeting to discuss the implementation of a PIP.

The PIP will be documented in writing and shared with the employee.

The employee will have the opportunity to review and discuss the PIP and provide input.

==== '''Review Meetings''' ====
Regular review meetings will be scheduled to monitor progress under the PIP.

Adjustments to the plan may be made if necessary.

==== '''Consideration of Further Actions''' ====
If performance does not improve despite the PIP, further actions, including dismissal, may be considered in accordance with Handcrafted HR policies.

==== '''Confidentiality''' ====
All information related to staff performance, including discussions, meetings, and PIPs, will be treated confidentially in line with data protection regulations and Handcrafted policies.

==== '''Appeals''' ====
Employees have the right to appeal against decisions made under this Capability Policy. Appeals should be made in writing to the HR department, and the appeal process will be conducted in accordance with Handcrafted HR policies.

== '''Disciplinary''' ==
This policy is designed to ensure that there are effective and equitable arrangements for handling disciplinary and related matters. The purpose of the disciplinary procedure is to set out the standards of conduct expected of all members of staff and to provide a framework within which managers can work with staff to maintain those standards and encourage improvement where necessary. The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures.

==== '''Scope''' ====
In order to ensure consistent and fair treatment, this procedure applies to all members of staff, although it may not always be followed during a probationary period. It does not apply to trainees, agency workers or self-employed contractors.

Minor conduct issues can usually be resolved informally with your manager. This procedure sets out formal steps to be taken if the matter is more serious or cannot be resolved informally.

Matters relating to poor performance are dealt with via the Handcrafted Capability Policy, and matters relating to genuine sickness absence are dealt with by via the Handcrafted Absence Management policy.

This policy and the procedure set out within it does not form part of any employee’s contract of employment and we may amend it at any time. Dependant on the particular circumstances of the case, Handcrafted reserves the right to resolve matters without recourse to this policy, or to only apply certain aspects of the disciplinary procedure.

==== '''Investigations''' ====
Before any disciplinary hearing is held, or any disciplinary action is taken, the matter will be investigated in order to establish the facts. Any meetings and discussions as part of an investigation are purely for the purpose of fact-finding and are in no way be considered to be a disciplinary hearing. No disciplinary action will be taken without a disciplinary hearing.

In some cases, we may need to suspend you from work while we carry out the investigation. Suspension is not considered to be a disciplinary action and is not indicative of any prejudgment of the matter. You will remain on full pay and benefits during any period of suspension.

==== '''Disciplinary hearing''' ====
Having investigated all the facts, the Company will decide whether:

* No action is needed, or;
* The matter should be dealt with informally, or;
* Formal disciplinary action is necessary.

==== '''Formal disciplinary action''' ====
If formal disciplinary action is the appropriate course of action, a disciplinary hearing will be arranged. You will receive written notice of the date, time and venue of the hearing, including information about the alleged misconduct and its possible consequences. You will normally be given copies of relevant documents and witness statements. You will have a reasonable period of time prior to the hearing to consider and prepare your response.

Where practicable, a different person to the one carrying out the investigation will carry out the disciplinary hearing.

A nominated member of staff will normally be present at any formal hearing or interview to take notes of the proceedings.

You should let us know as early as possible if there are any relevant witnesses you would like to attend the hearing or any documents or other evidence you wish to be considered.

At the hearing you will be presented with the allegations and evidence against you. You will be given the opportunity to respond to the allegations and put forward any mitigating circumstances which you want to be taken into account.

We may adjourn the hearing if we need to carry out any further investigations in the light of any new points you have raised.

We will inform you of the decision either at this hearing or as soon as possible after it has taken place (usually within one week). You will be provided with written reasons for the decision and advised of your right to appeal.

==== '''Your right to be accompanied''' ====
You may be accompanied at the hearing by a trade union representative or a colleague, who will be allowed reasonable paid time off to act as your companion. No-one is obliged to act as a companion if they do not wish to do so. If the Company considers your choice of companion to be unreasonable (for example if they have a conflict of interest or may prejudice the hearing), we may require you to choose someone else.

Your companion may make representations to us and ask questions but should not answer questions on your behalf. You may confer privately with your companion or ask for an adjournment at any time during the hearing.

If you or your companion cannot attend on the date proposed, you can offer an alternative time and date so long as it is reasonable and is within five working days of the date proposed by the Company.

==== '''Disciplinary penalties''' ====
The usual penalties for misconduct are set out below. No penalty should be imposed without a hearing. We aim to treat all members of staff fairly and consistently, and a penalty imposed on another member of staff for similar misconduct will usually be taken into account. However, no sanction will be treated as a precedent, and each case will be assessed on its own merits.

===== '''Stage 1: First written warning''' =====
Where there are no other active warnings on your file, you will usually receive a first written warning. This will usually remain active for six months, if the disciplinary procedure is not invoked again during that time. This written warning (and any subsequent written warnings) will state:

* The misconduct or other matters complained of.
* The action necessary to remedy the situation.
* Any review period which may be agreed.
* The consequences of failure to comply with the warning (either a final written warning, or dismissal with notice).

===== '''Stage 2: Final written warning''' =====
For more serious matters, or in case of further misconduct where there is an active first written warning on your record, you will usually receive a final written warning. This warning will usually remain active for twelve months, if the disciplinary procedure is not invoked again during that time.

===== '''Dismissal or other action''' =====
In instances of gross misconduct, or where your conduct has continued to fall below our standards after due warnings have been given, you may be dismissed. Examples of gross misconduct are given below. In cases of gross misconduct, the dismissal will usually be summary (i.e., without notice).

We may consider other sanctions short of dismissal, including demotion, redeployment to another role or a period of suspension without pay (where permitted by your contract), and/or an extension of a final written warning with a further review period.

Any decision will be confirmed in writing.

==== '''Appeals''' ====
If you are not satisfied with a disciplinary decision, you may appeal within one week of being told of the decision. Your appeal should be made in writing and should indicate the full grounds upon which your appeal is made.

The appeal hearing will, where possible, be held by someone senior to the person who held the original disciplinary hearing. You may bring a colleague or trade union representative with you.

On appeal, a decision may be to confirm the previous decision, or to impose a lesser or greater penalty, or no penalty at all. We will inform you in writing of our final decision as soon as possible, usually within one week of the appeal hearing. There will be no further right to appeal.

If you are appealing against dismissal, the date on which the dismissal takes effect will not be delayed pending the outcome of the appeal. However, if your appeal is successful, you will be reinstated with no loss of continuity or pay.

=== '''Confidentiality''' ===
We aim to deal with disciplinary matters sensitively and with due respect for the privacy of any individuals involved. All members of staff must treat as confidential any information communicated to them in connection with an investigation or disciplinary matter.

Any documentation (such as witness statements, letters, warnings and meeting summaries) will be stored securely, and only shared on a ‘need to know basis’.

=== '''Examples of misconduct''' ===
Examples of misconduct which could lead to disciplinary action include, but are not limited to:

* Unauthorised absence, or failure to comply with any aspect of the sickness absence policy.
* Poor time keeping and/or time wasting.
* Failure to comply with a specific instruction.
* Excessive use of personal email or internet usage.
* Impropriety, whether or not within working hours, which Handcrafted reasonably considers to be detrimental to its interests.
* Failure to disclose any personal interest which represents a conflict of interest with the organisation or its stakeholders.
* Breach of confidentiality.
* Failure to maintain health and safety standards.
* Impaired work due to the consumption of alcohol and/or drugs.
* Persistent or regular unavailability for work due to illness, injury or otherwise.
* Abusive or unacceptable behaviour.
* Bullying and harassment of another staff member.
* Minor breaches of your contract.
* Any review period which may be agreed.

=== '''Examples of gross misconduct''' ===
We regard certain issues as so serious as to warrant dismissal without notice (known as Summary Dismissal). Such matters include, but are not limited to:

* Physical and verbal violence / assault.
* Theft.
* Serious bullying, harassment or victimisation, particularly of a discriminatory nature.
* Making untrue allegations in bad faith against a colleague.
* Deliberate and serious damage to property.
* Fraud or deliberate falsification of records (e.g., in job applications, documents relating to sickness absence, or expense claims).
* Undertaking unauthorised paid or unpaid employment during your working hours.
* Accepting or offering a bribe or other secret payment.
* Serious negligence which causes or might cause unacceptable loss, damage or injury.
* Serious incapacity at work caused by being under the influence of alcohol or drugs.
* A serious breach of confidence.
* Deliberately accessing internet sites containing pornographic, offensive or obscene material.
* Disclosure of any confidential information relating to the organisation
* Serious insubordination or rudeness to managers, colleagues, trainees, contractors, suppliers or professional contacts.
* Bringing Handcrafted into serious disrepute.
* A serious breach of health and safety rules.
* Conviction on a criminal charge relevant to your employment or damaging to Handcrafted’s interests.

== '''Harassment & Bullying''' ==
Handcrafted is committed to providing a working environment that is free of harassment and bullying, and where everyone is treated, and treats others, with dignity and respect. We will not permit or condone any form of bullying or harassment.

==== '''Scope''' ====
This policy covers bullying or harassment of or by anyone engaged to work at Handcrafted Projects, and also by third parties such as contractors or suppliers. The policy encompasses bullying or harassment that occurs in the workplace, and also out of the workplace, such as on external trips or at work-related social events.

This policy does not form part of your contract of employment, and we may amend it at any time.

=== '''Introduction''' ===

==== '''What is harassment?''' ====
Harassment is any unwanted physical, verbal or non-verbal conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that person. A single incident of this nature can amount to harassment if sufficiently serious.

Unlawful harassment may involve sexual harassment, or it may be related to any other of the Protected Characteristics detailed in our Equal Opportunities policy, which includes age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation. The Handcrafted stance is that harassment is unacceptable, whether or not it is targeted at any of these categories.

Examples of harassment may include (but are not limited to) the following:

* Displays or circulation of sexually suggestive material or material with racial overtones.
* Use of slang names for racial groups, or age groups, or for disabled persons.
* Professional or social exclusion.
* Unwanted physical conduct, such as touching, pinching, pushing and grabbing.
* Unwelcome sexual advances or suggestive behaviour.
* Offensive emails, text messages or social media content.

It is important to note that harassment occurs even if the harasser perceives his/her behaviour as being harmless and without malice, or ‘just a bit of fun’. What matters is how the behaviour makes the recipient feel, and not what the perpetrator’s intentions were. Also, a person may be harassed even if they were not the intended ‘target’ of the behaviour. For example, a man may be harassed by sexist jokes about women if the jokes create an environment that is offensive to him.

==== '''What is bullying?''' ====
Bullying is a sustained form of psychological abuse. It is defined as offensive, intimidating, malicious or insulting behaviour, involving the abuse or misuse of power, which has the purpose or effect of belittling, humiliating or threatening the recipient.

Workplace bullying usually takes one of three forms: physical, verbal or indirect. It can range from extreme forms such as violence and intimidation, to less obvious actions, such as professional or social exclusion.

Examples of bullying may include (but are not limited to) the following:

* Shouting or swearing at people in public or private.
* Spreading malicious rumours.
* Inappropriate derogatory remarks about someone’s performance.
* Physical or psychological threats.
* Constantly undervaluing effort.
* Rages, often over trivial matters.
* Ignoring or deliberately excluding people.
* Overbearing and intimidating levels of supervision.
* Deliberately sabotaging or impeding work performance.

Please note that managers are duty-bound to give their team members feedback and to generally manage their performance. Legitimate, reasonable and constructive criticism of a team member’s performance or behaviour, or reasonable instructions given to an employee in the course of their employment, will not amount to bullying on their own.

=== '''Procedure''' ===

==== '''What to do if you are being harassed or bullied''' ====

===== '''Informal approach''' =====
You may be able to sort out matters informally. The person may not know that their behaviour is unwelcome or upsetting, so an informal discussion may help them to understand the effects of their behaviour and agree to change it.

If you feel able to, tell the person what behaviour you find offensive and unwelcome, and say that you would like it to stop immediately. You should keep a note of the date and what was said and done. This will be useful if the unacceptable behaviour continues and you wish to make a formal complaint.

If this is too difficult for you, then please talk to your line manager, or a trusted colleague, for advice and assistance. They may for example speak to the person concerned on your behalf or accompany you when you speak to them.

If the informal approach is not appropriate, or has not been successful, you should raise a formal grievance through the Grievance Policy.

===== '''Formal procedure''' =====
If you feel that you need to deal with an issue of harassment or bullying formally, you should do so by following to the Handcrafted Grievance Policy.

We will investigate the issue in a timely, confidential and sensitive manner. The investigation will be conducted where possible by someone with appropriate seniority and experience, and no prior involvement in the issue. Details of the investigation, and the names of the people involved, will only be disclosed on a ‘need to know’ basis. We will consider whether any steps are necessary to manage the ongoing working relationship between you and the person accused during the investigation.

Once the investigation is complete, we will inform both parties (separately) of our decision. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.

==== '''Consequence of a breach of this policy''' ====
If after due investigation, we consider that a member of staff has been harassed or bullied by another remember of staff or trainee, the matter will be dealt with under the Handcrafted Disciplinary Policy as a case of possible misconduct or gross misconduct. The person concerned may be suspended on full pay during the disciplinary investigation until any eventual disciplinary proceedings have been concluded. If the complaint of bullying or harassment is upheld, a disciplinary penalty may be imposed up to and including dismissal, depending on the seriousness of the offence and all relevant circumstances.

Some bullying or harassment will constitute unlawful discrimination if it relates to any of the Protected Characteristics as detailed above and in the Equal Opportunities policy. Such behaviour could constitute a criminal offence, punishable by a fine and/or imprisonment.

Where it is found that a member of staff has been harassed by a third party, such as a customer, supplier or independent contractor, Handcrafted will take such steps as are reasonably practicable to prevent any recurrence.

If you make a complaint which is not upheld, and Handcrafted has good grounds for believing that the complaint was not made in good faith, we will take disciplinary action against you.

==== '''Protection and support for those involved''' ====
If you raise an issue in good faith, or if you participate in any investigation, you must not suffer any form of retaliation or victimisation as a result. Any member of staff found engaging in retaliation will be subject to disciplinary action.

==== '''Record-keeping''' ====
Information about an issue made by or about a member of staff may be placed on either party’s personnel file, along with a record of the outcome and any other notes or documents compiled during the process. These will be processed in accordance with our Data Protection policy.

==== '''How we can all help to stop bullying and harassment''' ====
We all have a shared responsibility to help create and maintain a working environment free of bullying and harassment. For your part, you can do this by:

* Considering how your own behaviour may affect others and changing it.
* Being receptive, rather than defensive, if asked to change your behaviour.
* Treating your colleagues with dignity and respect.
* Taking a stand if you think inappropriate jokes or comments are being made.
* Making it clear to others when you find their behaviour unacceptable.
* Intervening, if possible, to stop harassment or bullying, and giving support to victims.
* Reporting harassment or bullying to your line manager or another appropriate person.
* Being open, honest and objective in any investigation of complaints.

Managers have a particular responsibility to:

* Set a good example by their own behaviour.
* Ensure that there is a supportive working environment in their team.
* Communicate to team members what standards of behaviour are expected from them.
* Intervene to stop bullying or harassment.
* Report promptly to senior management any complaint of bullying or harassment.

== '''Grievance''' ==
From time to time, you may have a query or grievance relating to your employment with Handcrafted Projects. This policy is intended to encourage communication between you and your line manager to ensure that questions can be answered, and problems arising can, where possible, be fairly and quickly resolved.

==== '''Scope''' ====
The policy complies with the Acas Code of Practice on Disciplinary and Grievance Procedures. It applies to all Handcrafted members of staff, regardless of length of service. It does not form part of your contract of employment. We may amend it at any time, and we may depart from it depending on the circumstances of any case.

==== '''What is a grievance?''' ====

===== '''Examples of issues that may give rise to a grievance''' =====
The following is a list of the types of issues that may give rise to a grievance, although this list is not exhaustive, and other issues may amount to a grievance:

* Terms and conditions of employment.
* Health and safety.
* Relationships at work.
* Working practices.
* Organisational change.
* Discrimination.
* Bullying and harassment.
* Working environment.

This grievance procedure should not be used to complain about dismissal or disciplinary action, or if your performance is being managed through the formal capability procedure. In this event you should submit an appeal under the appropriate policy.

If you feel you have either witnessed or been the victim of bullying or harassment, please refer to our Bullying and Harassment policy for further guidance and information.

==== '''The Grievance procedure''' ====

===== '''Informal resolution''' =====
If you have a grievance arising from your employment it is often best to try to resolve the matter informally by discussing it with your line manager. If this is not appropriate, you should speak to Dan Northover (CEO) or Richard Alty (Trustee).

If this does not resolve the issue, you should follow the formal procedure detailed below.

===== '''Formal resolution''' =====
If your grievance can not be resolved informally, you should set out it out in writing. You should address this letter to your line manager, unless your grievance is about your manager, in which case it should be submitted to Dan Northover (CEO) or Richard Alty (Trustee). Your written grievance should include:

* An indication that it is a formal grievance.
* A brief description of the nature of your complaint.
* Any relevant facts, dates and names of individuals involved.

On receiving this notice, we will acknowledge receipt and give you a realistic timeframe within which a response will be forthcoming.

In some situations, we may ask you to provide us with formal information before we can progress the matter.

Written grievances will be placed on your personnel file, along with a record of any decisions taken and any notes or other documentation compiled during the grievance process. These will be processed in accordance with our Data Protection policy.

==== '''Grievance investigation''' ====
It may be necessary for us to carry out an investigation into your grievance. This may involve interviewing and taking statements from you and any witnesses, and/or reviewing any relevant documentation.

You must cooperate fully and promptly in any investigation. We may ask you for names of witnesses for example, or to disclose any documentation to us.

When investigating a matter, we will bear in mind any concerns to raise relating to confidentiality, but you should be aware that a full investigation may not be possible without certain disclosures being made, and that, without a full investigation, it may not be possible or appropriate for Handcrafted to reach the decision on your grievance that you wish for.

If any evidence is gathered in the course of the investigation, you will be given a copy in advance of the hearing. However, in exceptional circumstances such evidence given by individuals may have to remain anonymous and/or confidential - in this eventuality you will be given an appropriate summary of the evidence.

We may initiate an investigation before holding a grievance meeting, but on other occasions we may hold a grievance meeting before deciding what investigation (if any) to carry out. In those cases, we will hold a further grievance meeting with you after our investigation and before we reach a decision.

==== '''Grievance meeting''' ====
We will arrange a grievance meeting, normally within one week of receiving your written grievance or of completing any necessary preliminary investigation.

You will be notified of the date, time and location of the meeting (which should be reasonable for you and the organisation). You should make every effort to attend grievance meetings. If you are unable to attend a meeting at the specified time, please let us know immediately, and we will try, within reason, to agree an alternative time.

If you have any difficulty with the grievance meeting, or at any other stage of the procedure, because of a disability or because English is not your first language, please let us know so that we can try to help you. We may for example invite you to bring a friend or a member of your family to the meeting, if this may help.

During the meeting your grievance will be discussed, and both parties will have an opportunity to explain their views. A third party may also be present to keep a note of proceedings. You should take the opportunity to explain your grievance, and how you believe it should be resolved. Any evidence will be taken into full consideration.

If, in the course of the meeting, we feel that further investigation is merited, we will consider adjourning the meeting, and then reconvening it at a later date, once the necessary investigations have been carried out.

We will write to you, usually within one week of the final grievance meeting, to inform you of the outcome and of any further action that we intend to take to resolve the grievance, if applicable. We will also set out your right of appeal.

==== '''Your right to be accompanied''' ====
You may bring a companion (either trade union representative or a work colleague) to any grievance meeting or appeal meeting under this procedure. Please tell us who your chosen companion is in good time before the meeting. If your chosen companion is unavailable at the time a meeting is scheduled and will not be available for more than five working days afterwards, we may ask you to choose someone else. If Handcrafted does not consider your choice of companion to be a reasonable one, we may require you to choose an alternative. Your companion will be allowed reasonable paid time off to act as your companion. He/she is under no obligation to agree to be your companion.

If you choose to be accompanied, your companion may address the meeting and you will be allowed to confer privately with each other, but he/she should not answer questions on your behalf.

==== '''Appeal''' ====
If you are not satisfied with a grievance decision, you may appeal within one week of being told of the decision. When appealing you should set out in writing which aspects of the decision you are challenging and why.

We will hold an appeal meeting, usually within one week of receiving your written appeal, unless you have raised further evidence which requires investigation. This will be dealt with impartially, and the appeal meeting will be held, if possible, by a more senior manager who has not previously been involved in the case (although they may ask anyone previously involved to be present). You have the right to be accompanied by a companion, as set out above.

We will confirm our final decision in writing, usually within one week of the appeal hearing, unless any subsequent investigation has been necessary. Where appropriate we may hold a meeting to give you this information in person. This is the final stage of the grievance procedure, and there is no further right of appeal.

== '''Whistleblowing & Confidential Disclosures''' ==
This document is the Handcrafted Projects Whistleblowing Policy as defined under Public Interest Disclosure Act 1998. The Act protects workers who disclose information about malpractice at their current or former workplace, provided certain conditions are met.

==== '''Scope''' ====
The policy applies to all staff and trainees. Personal grievances (e.g., bullying, harassment, discrimination) are not normally covered by this policy, these are covered by the Handcrafted Projects Grievance Policy.

=== '''Introduction''' ===
Handcrafted Projects staff and trainees in any capacity, at one time or another may have concerns about what is happening. It is your duty to speak up about genuine concerns. These concerns are usually best resolved by having a conversation with your line manager.

When disclosing a concern, you must reasonably believe two things:

# That you are acting in the public interest; and
# that the disclosure may fall under one or more of the following headings of malpractice (the list is not exclusive):

* a criminal offence e.g., fraud.
* betting, corrupt conduct, inside-information.
* someone’s health and safety is in danger.
* risk or actual damage to the environment.
* a miscarriage of justice.
* an organisation is breaking the law or
* covering up wrong-doing.

You may be worried about raising such issues or may want to keep the concerns to yourself, perhaps feeling that it is none of your business or that it is only a suspicion. You may feel that raising the matter would be disloyal to colleagues, managers or to Handcrafted Projects. You may decide to say something but find that you have spoken to the wrong person or raised the issue in the wrong way and are not sure what to do next.

Handcrafted Projects takes any form of misconduct seriously and has introduced this policy to enable staff and trainees to raise concerns early and in the right way. We encourage all individuals, where appropriate, to raise the matter as a concern rather than wait for proof.

==== '''Assurances by Handcrafted Projects''' ====

===== '''Commitment''' =====
The Handcrafted Projects Trustees are committed to this policy. If a genuine concern is disclosed under it, Handcrafted will use all reasonable endeavours to protect you, provided you are acting in good faith. This assurance does not apply to someone who maliciously raises a concern that they know is untrue.

The daily environment for a Handcrafted Projects employee or trainee may be challenging following a whistleblowing disclosure, both whilst the disclosure is being investigated and following the conclusion of the process. If you feel that your environment is not tolerable, discussions should take place with Dan Northover. We will seek to either redeploy you, suitably change your environment, or ensure that you are not disadvantaged as a result of making the disclosure.

===== '''Confidence''' =====
Handcrafted Projects does not tolerate the harassment or victimisation of anyone raising a genuine concern. However, we recognise that you may wish to raise a concern ‘in confidence’. If you ask us to protect your identity, we will not disclose it without your consent. If the situation develops and we are not able to resolve the concern without revealing your identity (for instance because evidence is required in court), we will consult with you on how you would like to proceed.

Handcrafted Projects recognises that if we do not know the identity of the person disclosing a concern, it may be more difficult to resolve the matter. Notwithstanding, we will always endeavour to balance this with the needs of anyone raising a concern.

===== '''Procedure''' =====
Once we have been made aware of a concern, we will make an initial assessment in order to decide what action should be taken. This may involve an internal investigation, or an external review/investigation completed by independent experts who are not involved in our organisation. You will be made aware of who is handling your concern and how they can be contacted.

We will act as quickly as possible to resolve the matter, though the time taken to come to a resolution will depend on the nature of the disclosure. If appropriate and confidentiality allows, you will be kept informed at all times, though this may not always be possible.

When raising a concern, you will be asked how you feel the matter might best be resolved. At this stage, we must be made aware if you any personal interest in the matter. If the concern is deemed to be covered more appropriately by the Grievance Procedure, we will make you aware and direct you to the policy. Records of disclosures will be kept in accordance with applicable law.

===== '''Raising a concern internally''' =====
If you have a concern about misconduct, you should raise it in the first instance with your Line Manager, alternatively with Dan Northover (CEO). This may be done orally or in writing. You will need to state whether you wish to raise the matter in confidence so the appropriate arrangements can be made.

If, after raising these concerns, you still feel the matter has not been addressed, or if you feel that the matter is so serious that you cannot discuss it with your manager or director, you should contact the CEO.

===== '''Raising a concern externally''' =====
In disclosure cases such as criminal misconduct or child or vulnerable adult abuse, you must inform the regulatory authorities without undue delay.

The disclosure process when dealt with internally by Handcrafted Projects may be duty bound to report externally to statutory bodies.

===== '''Keeping the Handcrafted Projects’ Trustees informed''' =====
The CEO will notify the Chair of the Trustees when a whistleblowing case has instigated. Details of the case will not be discussed at that stage. Once the findings are concluded, the Trustees will be fully informed, in confidence.

Leave & Absence Policy

2026-04-01T16:25:35Z

Rebekah Hook: /* Carrying Over Leave */

''NB. This new policy has been created to replace various absence- and leave- related policies previously found in sections of the: Sickness & Absence Policy, Annual Leave Policy, Absence Management Policy and HR Policy.''

At Handcrafted, we are dedicated to supporting our staff in line with our Christian ethos and values. We understand that life can present challenges, whether through illness or unforeseen circumstances. We aim to provide a supportive environment that also ensures the smooth operation of our charity.

This policy outlines how we manage absences, with a focus on promoting the health and well-being of our team while keeping the charity functioning effectively. We aim to balance compassion for our staff with our responsibilities to colleagues, beneficiaries, and the commitments we've made.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|[[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|
|}

= Leave Entitlement =
As a Handcrafted staff member, you are entitled to a specified number of days of annual leave per year as outlined in your contract. This is usually 25 days per year (pro-rata for part-time employees) plus the eight statutory bank holidays.

The holiday year begins on your employment start date.

== Requesting Annual Leave ==

* Requests for annual leave should be made as early as possible. A general guideline is to give notice at least twice the length of the time you are requesting. For example, if you are requesting one week of leave, provide two weeks' notice.
* All leave requests must be submitted through the AirTable form for approval. Ensure that you have your Line Manager's approval before finalising any holiday plans.
* We recommend you do not book any flights/holidays before approval is given. It saves debate later on if leave cannot be granted.
* When planning your leave, consider the impact on your team and ensure that there is adequate coverage during your absence.
* It is advisable to discuss your plans with your team and Line Manager well in advance to avoid any disruptions.

== Carrying Over Leave ==
You can carry over up to 5 days of annual leave, in discussion with your line manager.

== Time Off in Lieu ==
Time Off In Lieu (TOIL): Time off granted for additional hours worked, following the procedures outlined in Working Hours Expectations

* '''Less than Half a Day:''' If you work additional hours that amount to less than half a day, this can be managed as flexitime. Flexitime must be agreed upon in advance with your Line Manager.
* '''Half a Day or More:''' For additional hours amounting to half a day or more, you must seek approval through the AirTable system. TOIL should be agreed upon before working additional hours, as approval for time off cannot be guaranteed retrospectively.
* '''Notice Period for TOIL:''' When requesting TOIL, provide notice based on whichever is greater: a week or twice the requested amount of time off. For example, if you are requesting one day off as TOIL, you should give at least one weeks' notice.
* '''Tracking TOIL:''' TOIL must be tracked consistently and recorded through the AirTable system to ensure transparency and accuracy.

= Types of Absence & Leave =

== Statutory Entitlements ==

=== Maternity Leave ===
We provide Maternity leave and maternity pay in line with statutory regulations. These regulations currently allow all employees 26 weeks Ordinary Maternity Leave and a further 26 weeks Additional Maternity Leave.

During periods of Maternity Leave, you will continue to receive your contractual rights and benefits, with the exception of salary, but including the right to accrue holiday in line with your contract of employment.

You are allowed paid time off for antenatal care, which includes medical appointments as well as antenatal or parenting classes. As the father or pregnant woman’s partner, you have the right to unpaid time off work to go to 2 antenatal appointments.

You can find full details of your entitlements on the Government’s www.gov.uk web site.

=== Paternity Leave ===
If you and your partner are having a baby, adopting a child or having a baby through a surrogacy arrangement, you may be entitled to Paternity Leave and pay in accordance with prevailing legislation. You can discuss your entitlement with your line manager or visit the www.gov.uk web site.

=== Adoption Leave ===
If you adopt a child and are to become the main carer for your child, you may be entitled to Adoption Leave. The rules regarding entitlement to Adoption Leave and pay broadly mirror those for Maternity and Paternity Leave and pay. Full details can be found on the www.gov.uk web site.

=== Parental Leave ===
You’re entitled to 18 weeks’ leave for each child and adopted child, up to their 18th birthday. You can take up to 4 weeks leave each year for each child in whole weeks (for example 1 week or 2 weeks) rather than individual days, unless your child is disabled. You do not have to take all the leave at once. Time off for parental leave is unpaid.

As with other forms of statutory leave, a ‘week’ equals the length of time you normally work over 7 days. We will protect your employment rights whilst you are away. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Shared Parental Leave ===
You and your partner may be able to get Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP) if you are:

* having a baby
* using a surrogate to have a baby
* adopting a child
* fostering a child who you’re planning to adopt

You can use SPL to take leave in blocks separated by periods of work or take it all in one go. You can also choose to be off work together or to stagger the leave and pay.

To get SPL and ShPP, you and your partner need to meet the eligibility criteria - there’s different criteria for birth parents and for adoptive parents or parents using a surrogate. You also need to give notice and give up some of your maternity or adoption leave and pay. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Unpaid Carer’s Leave ===
You are entitled to unpaid leave from your first day of work to give or arrange care for a ‘dependant’ who has:

* a physical or mental illness or injury where care is needed for more than 3 months.
* a disability (as defined in the Equality Act 2010)
* care needs because of their old age.

The dependant can be anyone who relies on you for care.

You can find full details of your entitlements on the www.gov.uk website.

=== Neonatal Care ===
You and your partner may be eligible for Neonatal Care Leave and Statutory Neonatal Care Pay if your newborn baby is premature or sick and needs neonatal care.

This may be for:

* hospital care.
* medical care after leaving.
* palliative or end-of-life care

You can find full details of your entitlements on the www.gov.uk website.

== Other Forms of Leave ==
Beyond what's required by law, Handcrafted offers extra support that reflects our values and helps us work smoothly together. For example, while SSP is required by law, we may choose to provide full or partial pay during illness, especially after your probation period. We also take a flexible approach to absence reviews, adjusting for individual needs such as those related to disability or pregnancy, to ensure fairness and avoid discrimination. Our discretionary leave policies for compassionate or emergency situations allow us to support you during personal crises, staying true to our commitment to balance care with operational needs. We believe these additional benefits not only help our team feel supported but also strengthen our community.

=== Jury Service ===
If you are required to attend Jury Service, please inform your line manager of the dates as soon as possible. Jury Service leave is unpaid. You will be paid a court attendance allowance which will be paid to you directly from the courts. For more details, visit the www.gov.uk website.

=== Public Duties ===
If you have responsibilities for public duties such as J.P., school governor or member of a Health Authority, or you are a member of the Reserve or Auxiliary Armed Forces, leave will be granted as appropriate. All requests for leave must be agreed with your line manager. Time off for public duties is unpaid.

=== Flexible Working ===
You have the right to apply for a change in your working pattern to meet personal changes in your life. Should you wish to make such a change, you will need to submit a written application to your line manager. Full details on how to apply can be found on www.gov.uk website.

=== Religious Festivals ===
We recognise that you may require additional time off for religious festivals which fall outside public holidays. All requests for leave must be agreed with your line manager. Time off for religious festivals is unpaid.

=== Bereavement Leave ===
There may unfortunately be occasions when you need to take time off work following the death of a dependent. For the purposes of this policy, a dependent is:

* your husband, wife, civil partner or partner
* your child
* your parent
* a person who lives in your household (not tenants, lodgers or employees)
* a person who relies on you, such as an elderly neighbour

If you do need time off for bereavement leave, this will be paid but needs your line manager’s approval. All requests will be considered sympathetically.

=== Emergency Domestic Leave ===
There are certain situations where you may need to take additional leave to deal with family related problems, issues or domestic emergencies. This may include occasions such as:

* a child or dependent falling ill, a sudden disruption in care or schooling arrangements, or a child or dependent experiencing a serious incident.
* a major flood, fire or burglary at home where time off is needed to secure your property and make arrangements for ongoing accommodation.

If you do need time off to manage an emergency during working hours, this will be paid but needs your line manager’s approval. Contact by phone to request leave should be made at the earliest possible opportunity on the day.

Your line manager may ask you to take annual leave (or parental leave where relevant) if you want more time, for example, to put in place care arrangements or deal with extended circumstances.

=== Medical and Dental Appointments ===
Wherever possible, all routine appointments with your doctor, dentist or hospital should be made outside your normal working hours, or at a time that causes the least disruption to work. This includes check-ups and investigatory appointments.

We recognise that there will be occasions when time off is required for appointments of a more serious nature. These must be agreed in advance with your line manager. Time taken for such appointments will be paid; however, we will expect you to make up the time in the same working week, in agreement with your line manager. If the time is not made up, your line manager may ask you to take annual leave.

== Absence Notifications ==
As a member of staff, if you are unable to attend work because of sickness, or any other unplanned reason, you must telephone your line manager (or in his/her absence the Managing Director) to notify them of your absence an hour before you are required to start work. Messages must not be left with unauthorised persons. Text or email messages are not acceptable – you or someone phoning on your behalf must make direct contact.

You will need to give the following information:

* The nature of your illness
* The date on which you expect to be fit to return. If the date is unknown, you are required to ring in each day, unless advised otherwise by your line manager.
* Whether you intend to visit your GP.

You must:

* Keep your line manager informed of your condition when absent through regular contact, the frequency of which is to be agreed with your line manager.
* Ensure that appropriate certification documents are submitted on time, e.g., a first ‘Fit Note’ must be provided on the 8th calendar day of any absence, and subsequent Notes on the next day after the previous Note expires. (NB A fit note is a document issued by your Healthcare professional to provide evidence of the advice they have given about your fitness for work)
* Attend and fully engage in all Absence Review Meetings requested by your line manager.
* Obtain permission from your line manager to carry out any outside occupation (including unpaid occupations and voluntary work) when you are on sick leave. Failure to do so may be considered a disciplinary matter.

=== Absence of up to seven calendar days ===
If you have been absent for seven days or less, you must complete a self-certification as soon as you get back to work. If the absence included a Saturday and/or Sunday or non-working days, these days should be recorded for statutory sick pay purposes even if you would not normally work on these days.

=== Absences of more than seven calendar days ===
For illness of more than 7 calendar days (including weekends or any other non-working days), a doctor's certificate is required (a ‘Fit Note’). In the interest of health and safety, you can return to work before the end of the certificated period, but this can only be done with your line manager’s agreement. Each ‘Fit Note’ should provide continued certification of the absence, otherwise your entitlement to Statutory Sick Pay may be withheld.

For guidance on fit notes, see https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees.

== Absence review meetings ==
If you have been absent from work for more than 5 days in any 12-month period, you will be asked to attend an Absence Review Meeting.

Subsequent Absence Review Meetings will be held after each further 5 days of absence within a 12-month period.

The purpose of the Attendance Review is to:

* Provide you with the opportunity to discuss reasons for the attendance problems you are having, e.g., problems at home or at work.
* Identify the likelihood of further absence.
* Agree solutions to address causes of absence from work.
* Explore whether part-time or reduced/different duties could help overcome the issues causing your absence, and so expedite a return to work.
* Agree targets and timescales for improvement as appropriate, in the context of the health issue(s) at hand.
* At the Review Meeting after 10 days absence in a year (and at subsequent meetings), make you aware that, where no specific health or disability related issues have been identified, then a lack of improvement in your attendance could result in a capability or disciplinary procedure which might ultimately lead to dismissal. See [[Capability Policy|Handcrafted Capability Policy]].

== Sick Pay Provisions ==
During the probationary period, SSP only will be paid. Your line manager has some discretion regarding this if they feel circumstances merit.

Following the probationary period, you will receive your normal remuneration during sickness absence for a maximum of 4 weeks in any twelve-month rolling period, provided that you provide your line manager with a fit note in the case of absence of more than seven consecutive days (see above). Statutory Sick Pay (SSP) will be triggered to make up full pay.

Beyond the 4 weeks of full pay, if long-term sickness continues with medical certification, you will be entitled to:

* up to a further 8 weeks on 50% pay (SSP will be included in the 50% pay, not in addition to).
* a further 16 weeks of SSP alone.

=== Statutory sick pay (SSP) guidance ===
This policy is to be interpreted in the light of the Government’s SSP Guidance:

* https://www.gov.uk/statutory-sick-pay/overview
* https://www.gov.uk/employers-sick-pay/overview

and form SSP1:

* https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.

Absence Management Policy

2026-03-31T09:37:00Z

Rebekah Hook: Redirected page to Leave & Absence Policy

#REDIRECT [[Leave & Absence Policy]]''Note: This policy has now been replaced by the [[Leave & Absence Policy]]''

At Handcrafted, we are dedicated to supporting our staff in line with our Christian ethos and values. We understand that life can present challenges, whether through illness or unforeseen circumstances. We aim to provide a supportive environment that also ensures the smooth operation of our charity.

This policy outlines how we manage absences, with a focus on promoting the health and well-being of our team while keeping the charity functioning effectively. We aim to balance compassion for our staff with our responsibilities to colleagues, beneficiaries, and the commitments we've made.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
!Group or individual responsible for review
![[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|03/08/2024
|}
= Reasons for Absence from Work =
We recognise that there are times when you may not be able to attend work for a variety of reasons, including

* '''Health-Related Absences'''
** Personal illness or injury
** Doctor’s or specialist appointments
** Hospitalisation or surgery
** Chronic or long-term health conditions
** Mental health concerns
* '''Family and Care Responsibilities'''
** Serious illness of a close relative
** Bereavement
** Unavoidable childcare emergencies
** Carer's leave
** Maternity/paternity leave
** Neonatal care leave
* '''Compassionate and Emergency Leave'''
** Domestic emergencies
** Other compassionate reasons
* '''Legal and Civic Duties'''
** Court appearances
** Public duties
* '''Religious and Cultural Observances'''
** Religious observances
* '''Unforeseen Circumstances'''
** Travel disruptions

= Statutory Entitlements =
Handcrafted has a legal obligation to provide Statutory Sick Pay (SSP) to employees who are too unwell to work, ensuring they receive financial support during their absence. Details of sick leave and sick pay entitlements are included in your employment contract, and this policy explains the steps to follow when reporting sickness and the documentation required. In addition, we comply with statutory provisions such as Carer’s Leave and Neonatal Care Leave, which allow for unpaid and paid leave, respectively, in specific circumstances. We're also required by law to consider flexible working requests from day one of your employment, and we'll respond within two months, with any refusals needing a valid legal reason. These legal requirements are part of our commitment to following the rules and looking out for our team.

= Discretionary Aspects =
Beyond what's required by law, Handcrafted offers extra support that reflects our values and helps us work smoothly together. For example, while SSP is required by law, we may choose to provide full or partial pay during illness, especially after your probation period. We also take a flexible approach to absence reviews, adjusting for individual needs such as those related to disability or pregnancy, to ensure fairness and avoid discrimination. Our discretionary leave policies for compassionate or emergency situations allow us to support you during personal crises, staying true to our commitment to balance care with operational needs. We believe these additional benefits not only help our team feel supported but also strengthen our community.

= Responsibilities of Staff =
We ask that all staff members familiarise themselves with this policy and you must always attend work unless there is a valid reason that you can’t attend. If you can’t make it to work due to illness or another unexpected reason, let your line manager know at least an hour before your scheduled start time. You must contact your manager directly if you are able. Messages through others, by text social media, email or answerphone messages are not acceptable.

== Absence Notification Requirements ==
When you notify your manager about your absence, please share:

* The reason for your absence
* When you expect to return, and keep us updated if it’s uncertain (unless your manager advises otherwise)
* Whether you plan to see a GP, if relevant

== Absence Documentation ==

* '''Short-Term Absences (1-7 days):''' When you return to work, please complete a self-certification form if your absence was up to seven days.
* '''Long-Term Absences (8 days or more):''' If you're absent for more than seven days, a doctor’s certificate (Fit Note) is required. We may ask for additional certificates for ongoing absences.

= Absence Reviews =
We want to ensure that any absence is managed with care and attention. Absence reviews help us check in with you and offer support if needed, while also considering how your absence might impact our charity’s ability to provide services and support your colleagues.

We typically begin an absence review when one of the following occurs:

* '''Number of Absences:''' If you’ve had more than 3 (or 4) separate absences in a 12-month period.
* '''Duration of Absence:''' If you’ve been absent for more than 10 working days in a rolling 12-month period.

== Absence Review Meetings ==
When a review is triggered, we’ll meet with you to:

* Check on your wellbeing
* Discuss the reasons for your absence
* See if there are any patterns in your absence
* Explore how we can support you in improving your attendance

During this discussion, we’ll consider:

* Whether your absence is related to a disability, mental health, or ongoing health issue
* If work-related factors might have contributed
* What adjustments can be made to your role to help you return to work or improve attendance
* Whether flexible working arrangements could help you balance work and personal life

We’re committed to being flexible and understanding of individual circumstances, and the formal review process can be adapted as needed to avoid discrimination and support you. We encourage you to reach out to your manager at any time for help or to discuss your needs informally. Our goal is to foster a culture where managers are approachable and equipped to find the best solutions for both you and the charity.

Please note that sustained or repeated absences that impact your ability to do your job may need to be addressed through a capability review as per the Handcrafted Capability Policy.

= Sick Pay Provisions =

* '''During Probation:''' Only Statutory Sick Pay (SSP) is provided. However, your manager may use discretion in special cases. For more details on SSP, please go to the gov.uk website
* '''After Probation:''' Once your probation is over, you are eligible for normal pay for up to 4 weeks of absence per year, as long as you provide a Fit Note for absences longer than seven days.
* '''Extended Absence:''' If your absence goes beyond 4 weeks, your pay will be reduced to 50% for up to 8 more weeks. After this period, only SSP will be available, as long as you continue to provide medical certification.

In keeping with our commitment to being flexible and understanding of individual circumstances, your manager may make allowances regarding sick pay and the frequency with which you need to formally update them; for example, in cases of long-term illness or serious health conditions.

== External Work During Sick Leave ==
If you are on sick leave and want to engage in outside work, including volunteering, please obtain permission from your line manager. Doing so without permission could affect your sick pay.

= Compassionate and Emergency Leave =
We understand that life can be unpredictable, and sometimes you need time off for personal reasons. Handcrafted may provide leave for the following situations:

* '''Bereavement:''' Up to 5 days of paid leave for the death of a close relative.
* '''Domestic Emergencies:''' Time off to handle emergencies at home, with details decided case by case.
* '''Unavoidable Childcare Emergencies:''' Up to 2 days of paid leave, with any additional time treated as unpaid or taken from annual leave.

These provisions are designed to offer support during difficult times, while also ensuring fairness and consistency.

= Manager’s Responsibilities =
Our managers play a key role in supporting staff and ensuring the smooth running of our charity. Their responsibilities include:

* '''Monitoring Absences:''' Keeping accurate records and identifying any concerning patterns.
* '''Conducting Return-to-Work Interviews:''' When you return, your manager will meet with you to discuss your health, reasons for absence, and any required paperwork.
* '''Supporting Staff:''' Offering adjustments and support to help you get back to work comfortably.

= Guidance and Compliance =
This policy follows current UK employment law and statutory requirements, including Statutory Sick Pay (SSP) guidelines. If any discrepancies arise, government SSP guidance will take priority.

Leave & Absence Policy

2026-03-31T09:35:41Z

Rebekah Hook: Explanation note added to top of policy

''NB. This new policy has been created to replace various absence- and leave- related policies previously found in sections of the: Sickness & Absence Policy, Annual Leave Policy, Absence Management Policy and HR Policy.''

At Handcrafted, we are dedicated to supporting our staff in line with our Christian ethos and values. We understand that life can present challenges, whether through illness or unforeseen circumstances. We aim to provide a supportive environment that also ensures the smooth operation of our charity.

This policy outlines how we manage absences, with a focus on promoting the health and well-being of our team while keeping the charity functioning effectively. We aim to balance compassion for our staff with our responsibilities to colleagues, beneficiaries, and the commitments we've made.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|[[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|
|}

= Leave Entitlement =
As a Handcrafted staff member, you are entitled to a specified number of days of annual leave per year as outlined in your contract. This is usually 25 days per year (pro-rata for part-time employees) plus the eight statutory bank holidays.

The holiday year begins on your employment start date.

== Requesting Annual Leave ==

* Requests for annual leave should be made as early as possible. A general guideline is to give notice at least twice the length of the time you are requesting. For example, if you are requesting one week of leave, provide two weeks' notice.
* All leave requests must be submitted through the AirTable form for approval. Ensure that you have your Line Manager's approval before finalising any holiday plans.
* We recommend you do not book any flights/holidays before approval is given. It saves debate later on if leave cannot be granted.
* When planning your leave, consider the impact on your team and ensure that there is adequate coverage during your absence.
* It is advisable to discuss your plans with your team and Line Manager well in advance to avoid any disruptions.

== Carrying Over Leave ==
Handcrafted's policy on carrying over unused leave to the next year will be outlined in your contract or discussed with your Line Manager. Generally, any leave not taken within the year will be forfeited unless agreed otherwise.

== Time Off in Lieu ==
Time Off In Lieu (TOIL): Time off granted for additional hours worked, following the procedures outlined in Working Hours Expectations

* '''Less than Half a Day:''' If you work additional hours that amount to less than half a day, this can be managed as flexitime. Flexitime must be agreed upon in advance with your Line Manager.
* '''Half a Day or More:''' For additional hours amounting to half a day or more, you must seek approval through the AirTable system. TOIL should be agreed upon before working additional hours, as approval for time off cannot be guaranteed retrospectively.
* '''Notice Period for TOIL:''' When requesting TOIL, provide notice based on whichever is greater: a week or twice the requested amount of time off. For example, if you are requesting one day off as TOIL, you should give at least one weeks' notice.
* '''Tracking TOIL:''' TOIL must be tracked consistently and recorded through the AirTable system to ensure transparency and accuracy.

= Types of Absence & Leave =

== Statutory Entitlements ==

=== Maternity Leave ===
We provide Maternity leave and maternity pay in line with statutory regulations. These regulations currently allow all employees 26 weeks Ordinary Maternity Leave and a further 26 weeks Additional Maternity Leave.

During periods of Maternity Leave, you will continue to receive your contractual rights and benefits, with the exception of salary, but including the right to accrue holiday in line with your contract of employment.

You are allowed paid time off for antenatal care, which includes medical appointments as well as antenatal or parenting classes. As the father or pregnant woman’s partner, you have the right to unpaid time off work to go to 2 antenatal appointments.

You can find full details of your entitlements on the Government’s www.gov.uk web site.

=== Paternity Leave ===
If you and your partner are having a baby, adopting a child or having a baby through a surrogacy arrangement, you may be entitled to Paternity Leave and pay in accordance with prevailing legislation. You can discuss your entitlement with your line manager or visit the www.gov.uk web site.

=== Adoption Leave ===
If you adopt a child and are to become the main carer for your child, you may be entitled to Adoption Leave. The rules regarding entitlement to Adoption Leave and pay broadly mirror those for Maternity and Paternity Leave and pay. Full details can be found on the www.gov.uk web site.

=== Parental Leave ===
You’re entitled to 18 weeks’ leave for each child and adopted child, up to their 18th birthday. You can take up to 4 weeks leave each year for each child in whole weeks (for example 1 week or 2 weeks) rather than individual days, unless your child is disabled. You do not have to take all the leave at once. Time off for parental leave is unpaid.

As with other forms of statutory leave, a ‘week’ equals the length of time you normally work over 7 days. We will protect your employment rights whilst you are away. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Shared Parental Leave ===
You and your partner may be able to get Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP) if you are:

* having a baby
* using a surrogate to have a baby
* adopting a child
* fostering a child who you’re planning to adopt

You can use SPL to take leave in blocks separated by periods of work or take it all in one go. You can also choose to be off work together or to stagger the leave and pay.

To get SPL and ShPP, you and your partner need to meet the eligibility criteria - there’s different criteria for birth parents and for adoptive parents or parents using a surrogate. You also need to give notice and give up some of your maternity or adoption leave and pay. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Unpaid Carer’s Leave ===
You are entitled to unpaid leave from your first day of work to give or arrange care for a ‘dependant’ who has:

* a physical or mental illness or injury where care is needed for more than 3 months.
* a disability (as defined in the Equality Act 2010)
* care needs because of their old age.

The dependant can be anyone who relies on you for care.

You can find full details of your entitlements on the www.gov.uk website.

=== Neonatal Care ===
You and your partner may be eligible for Neonatal Care Leave and Statutory Neonatal Care Pay if your newborn baby is premature or sick and needs neonatal care.

This may be for:

* hospital care.
* medical care after leaving.
* palliative or end-of-life care

You can find full details of your entitlements on the www.gov.uk website.

== Other Forms of Leave ==
Beyond what's required by law, Handcrafted offers extra support that reflects our values and helps us work smoothly together. For example, while SSP is required by law, we may choose to provide full or partial pay during illness, especially after your probation period. We also take a flexible approach to absence reviews, adjusting for individual needs such as those related to disability or pregnancy, to ensure fairness and avoid discrimination. Our discretionary leave policies for compassionate or emergency situations allow us to support you during personal crises, staying true to our commitment to balance care with operational needs. We believe these additional benefits not only help our team feel supported but also strengthen our community.

=== Jury Service ===
If you are required to attend Jury Service, please inform your line manager of the dates as soon as possible. Jury Service leave is unpaid. You will be paid a court attendance allowance which will be paid to you directly from the courts. For more details, visit the www.gov.uk website.

=== Public Duties ===
If you have responsibilities for public duties such as J.P., school governor or member of a Health Authority, or you are a member of the Reserve or Auxiliary Armed Forces, leave will be granted as appropriate. All requests for leave must be agreed with your line manager. Time off for public duties is unpaid.

=== Flexible Working ===
You have the right to apply for a change in your working pattern to meet personal changes in your life. Should you wish to make such a change, you will need to submit a written application to your line manager. Full details on how to apply can be found on www.gov.uk website.

=== Religious Festivals ===
We recognise that you may require additional time off for religious festivals which fall outside public holidays. All requests for leave must be agreed with your line manager. Time off for religious festivals is unpaid.

=== Bereavement Leave ===
There may unfortunately be occasions when you need to take time off work following the death of a dependent. For the purposes of this policy, a dependent is:

* your husband, wife, civil partner or partner
* your child
* your parent
* a person who lives in your household (not tenants, lodgers or employees)
* a person who relies on you, such as an elderly neighbour

If you do need time off for bereavement leave, this will be paid but needs your line manager’s approval. All requests will be considered sympathetically.

=== Emergency Domestic Leave ===
There are certain situations where you may need to take additional leave to deal with family related problems, issues or domestic emergencies. This may include occasions such as:

* a child or dependent falling ill, a sudden disruption in care or schooling arrangements, or a child or dependent experiencing a serious incident.
* a major flood, fire or burglary at home where time off is needed to secure your property and make arrangements for ongoing accommodation.

If you do need time off to manage an emergency during working hours, this will be paid but needs your line manager’s approval. Contact by phone to request leave should be made at the earliest possible opportunity on the day.

Your line manager may ask you to take annual leave (or parental leave where relevant) if you want more time, for example, to put in place care arrangements or deal with extended circumstances.

=== Medical and Dental Appointments ===
Wherever possible, all routine appointments with your doctor, dentist or hospital should be made outside your normal working hours, or at a time that causes the least disruption to work. This includes check-ups and investigatory appointments.

We recognise that there will be occasions when time off is required for appointments of a more serious nature. These must be agreed in advance with your line manager. Time taken for such appointments will be paid; however, we will expect you to make up the time in the same working week, in agreement with your line manager. If the time is not made up, your line manager may ask you to take annual leave.

== Absence Notifications ==
As a member of staff, if you are unable to attend work because of sickness, or any other unplanned reason, you must telephone your line manager (or in his/her absence the Managing Director) to notify them of your absence an hour before you are required to start work. Messages must not be left with unauthorised persons. Text or email messages are not acceptable – you or someone phoning on your behalf must make direct contact.

You will need to give the following information:

* The nature of your illness
* The date on which you expect to be fit to return. If the date is unknown, you are required to ring in each day, unless advised otherwise by your line manager.
* Whether you intend to visit your GP.

You must:

* Keep your line manager informed of your condition when absent through regular contact, the frequency of which is to be agreed with your line manager.
* Ensure that appropriate certification documents are submitted on time, e.g., a first ‘Fit Note’ must be provided on the 8th calendar day of any absence, and subsequent Notes on the next day after the previous Note expires. (NB A fit note is a document issued by your Healthcare professional to provide evidence of the advice they have given about your fitness for work)
* Attend and fully engage in all Absence Review Meetings requested by your line manager.
* Obtain permission from your line manager to carry out any outside occupation (including unpaid occupations and voluntary work) when you are on sick leave. Failure to do so may be considered a disciplinary matter.

=== Absence of up to seven calendar days ===
If you have been absent for seven days or less, you must complete a self-certification as soon as you get back to work. If the absence included a Saturday and/or Sunday or non-working days, these days should be recorded for statutory sick pay purposes even if you would not normally work on these days.

=== Absences of more than seven calendar days ===
For illness of more than 7 calendar days (including weekends or any other non-working days), a doctor's certificate is required (a ‘Fit Note’). In the interest of health and safety, you can return to work before the end of the certificated period, but this can only be done with your line manager’s agreement. Each ‘Fit Note’ should provide continued certification of the absence, otherwise your entitlement to Statutory Sick Pay may be withheld.

For guidance on fit notes, see https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees.

== Absence review meetings ==
If you have been absent from work for more than 5 days in any 12-month period, you will be asked to attend an Absence Review Meeting.

Subsequent Absence Review Meetings will be held after each further 5 days of absence within a 12-month period.

The purpose of the Attendance Review is to:

* Provide you with the opportunity to discuss reasons for the attendance problems you are having, e.g., problems at home or at work.
* Identify the likelihood of further absence.
* Agree solutions to address causes of absence from work.
* Explore whether part-time or reduced/different duties could help overcome the issues causing your absence, and so expedite a return to work.
* Agree targets and timescales for improvement as appropriate, in the context of the health issue(s) at hand.
* At the Review Meeting after 10 days absence in a year (and at subsequent meetings), make you aware that, where no specific health or disability related issues have been identified, then a lack of improvement in your attendance could result in a capability or disciplinary procedure which might ultimately lead to dismissal. See [[Capability Policy|Handcrafted Capability Policy]].

== Sick Pay Provisions ==
During the probationary period, SSP only will be paid. Your line manager has some discretion regarding this if they feel circumstances merit.

Following the probationary period, you will receive your normal remuneration during sickness absence for a maximum of 4 weeks in any twelve-month rolling period, provided that you provide your line manager with a fit note in the case of absence of more than seven consecutive days (see above). Statutory Sick Pay (SSP) will be triggered to make up full pay.

Beyond the 4 weeks of full pay, if long-term sickness continues with medical certification, you will be entitled to:

* up to a further 8 weeks on 50% pay (SSP will be included in the 50% pay, not in addition to).
* a further 16 weeks of SSP alone.

=== Statutory sick pay (SSP) guidance ===
This policy is to be interpreted in the light of the Government’s SSP Guidance:

* https://www.gov.uk/statutory-sick-pay/overview
* https://www.gov.uk/employers-sick-pay/overview

and form SSP1:

* https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.

Leave & Absence Policy

2026-03-31T09:33:39Z

Rebekah Hook:

At Handcrafted, we are dedicated to supporting our staff in line with our Christian ethos and values. We understand that life can present challenges, whether through illness or unforeseen circumstances. We aim to provide a supportive environment that also ensures the smooth operation of our charity.

This policy outlines how we manage absences, with a focus on promoting the health and well-being of our team while keeping the charity functioning effectively. We aim to balance compassion for our staff with our responsibilities to colleagues, beneficiaries, and the commitments we've made.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|[[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|
|}

= Leave Entitlement =
As a Handcrafted staff member, you are entitled to a specified number of days of annual leave per year as outlined in your contract. This is usually 25 days per year (pro-rata for part-time employees) plus the eight statutory bank holidays.

The holiday year begins on your employment start date.

== Requesting Annual Leave ==

* Requests for annual leave should be made as early as possible. A general guideline is to give notice at least twice the length of the time you are requesting. For example, if you are requesting one week of leave, provide two weeks' notice.
* All leave requests must be submitted through the AirTable form for approval. Ensure that you have your Line Manager's approval before finalising any holiday plans.
* We recommend you do not book any flights/holidays before approval is given. It saves debate later on if leave cannot be granted.
* When planning your leave, consider the impact on your team and ensure that there is adequate coverage during your absence.
* It is advisable to discuss your plans with your team and Line Manager well in advance to avoid any disruptions.

== Carrying Over Leave ==
Handcrafted's policy on carrying over unused leave to the next year will be outlined in your contract or discussed with your Line Manager. Generally, any leave not taken within the year will be forfeited unless agreed otherwise.

== Time Off in Lieu ==
Time Off In Lieu (TOIL): Time off granted for additional hours worked, following the procedures outlined in Working Hours Expectations

* '''Less than Half a Day:''' If you work additional hours that amount to less than half a day, this can be managed as flexitime. Flexitime must be agreed upon in advance with your Line Manager.
* '''Half a Day or More:''' For additional hours amounting to half a day or more, you must seek approval through the AirTable system. TOIL should be agreed upon before working additional hours, as approval for time off cannot be guaranteed retrospectively.
* '''Notice Period for TOIL:''' When requesting TOIL, provide notice based on whichever is greater: a week or twice the requested amount of time off. For example, if you are requesting one day off as TOIL, you should give at least one weeks' notice.
* '''Tracking TOIL:''' TOIL must be tracked consistently and recorded through the AirTable system to ensure transparency and accuracy.

= Types of Absence & Leave =

== Statutory Entitlements ==

=== Maternity Leave ===
We provide Maternity leave and maternity pay in line with statutory regulations. These regulations currently allow all employees 26 weeks Ordinary Maternity Leave and a further 26 weeks Additional Maternity Leave.

During periods of Maternity Leave, you will continue to receive your contractual rights and benefits, with the exception of salary, but including the right to accrue holiday in line with your contract of employment.

You are allowed paid time off for antenatal care, which includes medical appointments as well as antenatal or parenting classes. As the father or pregnant woman’s partner, you have the right to unpaid time off work to go to 2 antenatal appointments.

You can find full details of your entitlements on the Government’s www.gov.uk web site.

=== Paternity Leave ===
If you and your partner are having a baby, adopting a child or having a baby through a surrogacy arrangement, you may be entitled to Paternity Leave and pay in accordance with prevailing legislation. You can discuss your entitlement with your line manager or visit the www.gov.uk web site.

=== Adoption Leave ===
If you adopt a child and are to become the main carer for your child, you may be entitled to Adoption Leave. The rules regarding entitlement to Adoption Leave and pay broadly mirror those for Maternity and Paternity Leave and pay. Full details can be found on the www.gov.uk web site.

=== Parental Leave ===
You’re entitled to 18 weeks’ leave for each child and adopted child, up to their 18th birthday. You can take up to 4 weeks leave each year for each child in whole weeks (for example 1 week or 2 weeks) rather than individual days, unless your child is disabled. You do not have to take all the leave at once. Time off for parental leave is unpaid.

As with other forms of statutory leave, a ‘week’ equals the length of time you normally work over 7 days. We will protect your employment rights whilst you are away. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Shared Parental Leave ===
You and your partner may be able to get Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP) if you are:

* having a baby
* using a surrogate to have a baby
* adopting a child
* fostering a child who you’re planning to adopt

You can use SPL to take leave in blocks separated by periods of work or take it all in one go. You can also choose to be off work together or to stagger the leave and pay.

To get SPL and ShPP, you and your partner need to meet the eligibility criteria - there’s different criteria for birth parents and for adoptive parents or parents using a surrogate. You also need to give notice and give up some of your maternity or adoption leave and pay. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Unpaid Carer’s Leave ===
You are entitled to unpaid leave from your first day of work to give or arrange care for a ‘dependant’ who has:

* a physical or mental illness or injury where care is needed for more than 3 months.
* a disability (as defined in the Equality Act 2010)
* care needs because of their old age.

The dependant can be anyone who relies on you for care.

You can find full details of your entitlements on the www.gov.uk website.

=== Neonatal Care ===
You and your partner may be eligible for Neonatal Care Leave and Statutory Neonatal Care Pay if your newborn baby is premature or sick and needs neonatal care.

This may be for:

* hospital care.
* medical care after leaving.
* palliative or end-of-life care

You can find full details of your entitlements on the www.gov.uk website.

== Other Forms of Leave ==
Beyond what's required by law, Handcrafted offers extra support that reflects our values and helps us work smoothly together. For example, while SSP is required by law, we may choose to provide full or partial pay during illness, especially after your probation period. We also take a flexible approach to absence reviews, adjusting for individual needs such as those related to disability or pregnancy, to ensure fairness and avoid discrimination. Our discretionary leave policies for compassionate or emergency situations allow us to support you during personal crises, staying true to our commitment to balance care with operational needs. We believe these additional benefits not only help our team feel supported but also strengthen our community.

=== Jury Service ===
If you are required to attend Jury Service, please inform your line manager of the dates as soon as possible. Jury Service leave is unpaid. You will be paid a court attendance allowance which will be paid to you directly from the courts. For more details, visit the www.gov.uk website.

=== Public Duties ===
If you have responsibilities for public duties such as J.P., school governor or member of a Health Authority, or you are a member of the Reserve or Auxiliary Armed Forces, leave will be granted as appropriate. All requests for leave must be agreed with your line manager. Time off for public duties is unpaid.

=== Flexible Working ===
You have the right to apply for a change in your working pattern to meet personal changes in your life. Should you wish to make such a change, you will need to submit a written application to your line manager. Full details on how to apply can be found on www.gov.uk website.

=== Religious Festivals ===
We recognise that you may require additional time off for religious festivals which fall outside public holidays. All requests for leave must be agreed with your line manager. Time off for religious festivals is unpaid.

=== Bereavement Leave ===
There may unfortunately be occasions when you need to take time off work following the death of a dependent. For the purposes of this policy, a dependent is:

* your husband, wife, civil partner or partner
* your child
* your parent
* a person who lives in your household (not tenants, lodgers or employees)
* a person who relies on you, such as an elderly neighbour

If you do need time off for bereavement leave, this will be paid but needs your line manager’s approval. All requests will be considered sympathetically.

=== Emergency Domestic Leave ===
There are certain situations where you may need to take additional leave to deal with family related problems, issues or domestic emergencies. This may include occasions such as:

* a child or dependent falling ill, a sudden disruption in care or schooling arrangements, or a child or dependent experiencing a serious incident.
* a major flood, fire or burglary at home where time off is needed to secure your property and make arrangements for ongoing accommodation.

If you do need time off to manage an emergency during working hours, this will be paid but needs your line manager’s approval. Contact by phone to request leave should be made at the earliest possible opportunity on the day.

Your line manager may ask you to take annual leave (or parental leave where relevant) if you want more time, for example, to put in place care arrangements or deal with extended circumstances.

=== Medical and Dental Appointments ===
Wherever possible, all routine appointments with your doctor, dentist or hospital should be made outside your normal working hours, or at a time that causes the least disruption to work. This includes check-ups and investigatory appointments.

We recognise that there will be occasions when time off is required for appointments of a more serious nature. These must be agreed in advance with your line manager. Time taken for such appointments will be paid; however, we will expect you to make up the time in the same working week, in agreement with your line manager. If the time is not made up, your line manager may ask you to take annual leave.

== Absence Notifications ==
As a member of staff, if you are unable to attend work because of sickness, or any other unplanned reason, you must telephone your line manager (or in his/her absence the Managing Director) to notify them of your absence an hour before you are required to start work. Messages must not be left with unauthorised persons. Text or email messages are not acceptable – you or someone phoning on your behalf must make direct contact.

You will need to give the following information:

* The nature of your illness
* The date on which you expect to be fit to return. If the date is unknown, you are required to ring in each day, unless advised otherwise by your line manager.
* Whether you intend to visit your GP.

You must:

* Keep your line manager informed of your condition when absent through regular contact, the frequency of which is to be agreed with your line manager.
* Ensure that appropriate certification documents are submitted on time, e.g., a first ‘Fit Note’ must be provided on the 8th calendar day of any absence, and subsequent Notes on the next day after the previous Note expires. (NB A fit note is a document issued by your Healthcare professional to provide evidence of the advice they have given about your fitness for work)
* Attend and fully engage in all Absence Review Meetings requested by your line manager.
* Obtain permission from your line manager to carry out any outside occupation (including unpaid occupations and voluntary work) when you are on sick leave. Failure to do so may be considered a disciplinary matter.

=== Absence of up to seven calendar days ===
If you have been absent for seven days or less, you must complete a self-certification as soon as you get back to work. If the absence included a Saturday and/or Sunday or non-working days, these days should be recorded for statutory sick pay purposes even if you would not normally work on these days.

=== Absences of more than seven calendar days ===
For illness of more than 7 calendar days (including weekends or any other non-working days), a doctor's certificate is required (a ‘Fit Note’). In the interest of health and safety, you can return to work before the end of the certificated period, but this can only be done with your line manager’s agreement. Each ‘Fit Note’ should provide continued certification of the absence, otherwise your entitlement to Statutory Sick Pay may be withheld.

For guidance on fit notes, see https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees.

== Absence review meetings ==
If you have been absent from work for more than 5 days in any 12-month period, you will be asked to attend an Absence Review Meeting.

Subsequent Absence Review Meetings will be held after each further 5 days of absence within a 12-month period.

The purpose of the Attendance Review is to:

* Provide you with the opportunity to discuss reasons for the attendance problems you are having, e.g., problems at home or at work.
* Identify the likelihood of further absence.
* Agree solutions to address causes of absence from work.
* Explore whether part-time or reduced/different duties could help overcome the issues causing your absence, and so expedite a return to work.
* Agree targets and timescales for improvement as appropriate, in the context of the health issue(s) at hand.
* At the Review Meeting after 10 days absence in a year (and at subsequent meetings), make you aware that, where no specific health or disability related issues have been identified, then a lack of improvement in your attendance could result in a capability or disciplinary procedure which might ultimately lead to dismissal. See [[Capability Policy|Handcrafted Capability Policy]].

== Sick Pay Provisions ==
During the probationary period, SSP only will be paid. Your line manager has some discretion regarding this if they feel circumstances merit.

Following the probationary period, you will receive your normal remuneration during sickness absence for a maximum of 4 weeks in any twelve-month rolling period, provided that you provide your line manager with a fit note in the case of absence of more than seven consecutive days (see above). Statutory Sick Pay (SSP) will be triggered to make up full pay.

Beyond the 4 weeks of full pay, if long-term sickness continues with medical certification, you will be entitled to:

* up to a further 8 weeks on 50% pay (SSP will be included in the 50% pay, not in addition to).
* a further 16 weeks of SSP alone.

=== Statutory sick pay (SSP) guidance ===
This policy is to be interpreted in the light of the Government’s SSP Guidance:

* https://www.gov.uk/statutory-sick-pay/overview
* https://www.gov.uk/employers-sick-pay/overview

and form SSP1:

* https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.

Leave & Absence Policy

2026-03-31T09:31:50Z

Rebekah Hook: Policy created. Amalgamated and refined version of sections previously found in: Sickness & Absence Policy, Annual Leave Policy, Absence Management Policy and HR Policy

At Handcrafted, we are dedicated to supporting our staff in line with our Christian ethos and values. We understand that life can present challenges, whether through illness or unforeseen circumstances. We aim to provide a supportive environment that also ensures the smooth operation of our charity.

This policy outlines how we manage absences, with a focus on promoting the health and well-being of our team while keeping the charity functioning effectively. We aim to balance compassion for our staff with our responsibilities to colleagues, beneficiaries, and the commitments we've made.

This policy will be reviewed as required and at least annually by the group or individual responsible for review and authorised by the Trustees as below:
{| class="wikitable"
|'''Group or individual responsible for review'''
|[[The Human Resources and Wellbeing Steering Group|'''The Human Resources and Wellbeing Steering Group''']]
|-
|'''Last review and approval'''
|
|}

= Leave Entitlement =
As a Handcrafted staff member, you are entitled to a specified number of days of annual leave per year as outlined in your contract. This is usually 25 days per year (pro-rata for part-time employees) plus the eight statutory bank holidays.

The holiday year begins on your employment start date.

== Requesting Annual Leave ==

* Requests for annual leave should be made as early as possible. A general guideline is to give notice at least twice the length of the time you are requesting. For example, if you are requesting one week of leave, provide two weeks' notice.
* All leave requests must be submitted through the AirTable form for approval. Ensure that you have your Line Manager's approval before finalising any holiday plans.
* We recommend you do not book any flights/holidays before approval is given. It saves debate later on if leave cannot be granted.
* When planning your leave, consider the impact on your team and ensure that there is adequate coverage during your absence.
* It is advisable to discuss your plans with your team and Line Manager well in advance to avoid any disruptions.

== Carrying Over Leave ==
Handcrafted's policy on carrying over unused leave to the next year will be outlined in your contract or discussed with your Line Manager. Generally, any leave not taken within the year will be forfeited unless agreed otherwise.

== Time Off in Lieu ==
Time Off In Lieu (TOIL): Time off granted for additional hours worked, following the procedures outlined in Working Hours Expectations

* '''Less than Half a Day:''' If you work additional hours that amount to less than half a day, this can be managed as flexitime. Flexitime must be agreed upon in advance with your Line Manager.
* '''Half a Day or More:''' For additional hours amounting to half a day or more, you must seek approval through the AirTable system. TOIL should be agreed upon before working additional hours, as approval for time off cannot be guaranteed retrospectively.
* '''Notice Period for TOIL:''' When requesting TOIL, provide notice based on whichever is greater: a week or twice the requested amount of time off. For example, if you are requesting one day off as TOIL, you should give at least one weeks' notice.
* '''Tracking TOIL:''' TOIL must be tracked consistently and recorded through the AirTable system to ensure transparency and accuracy.

= Types of Absence & Leave =

== Statutory Entitlements ==

=== Maternity Leave ===
We provide Maternity leave and maternity pay in line with statutory regulations. These regulations currently allow all employees 26 weeks Ordinary Maternity Leave and a further 26 weeks Additional Maternity Leave.

During periods of Maternity Leave, you will continue to receive your contractual rights and benefits, with the exception of salary, but including the right to accrue holiday in line with your contract of employment.

You are allowed paid time off for antenatal care, which includes medical appointments as well as antenatal or parenting classes. As the father or pregnant woman’s partner, you have the right to unpaid time off work to go to 2 antenatal appointments.

You can find full details of your entitlements on the Government’s www.gov.uk web site.

=== Paternity Leave ===
If you and your partner are having a baby, adopting a child or having a baby through a surrogacy arrangement, you may be entitled to Paternity Leave and pay in accordance with prevailing legislation. You can discuss your entitlement with your line manager or visit the www.gov.uk web site.

=== Adoption Leave ===
If you adopt a child and are to become the main carer for your child, you may be entitled to Adoption Leave. The rules regarding entitlement to Adoption Leave and pay broadly mirror those for Maternity and Paternity Leave and pay. Full details can be found on the www.gov.uk web site.

=== Parental Leave ===
You’re entitled to 18 weeks’ leave for each child and adopted child, up to their 18th birthday. You can take up to 4 weeks leave each year for each child in whole weeks (for example 1 week or 2 weeks) rather than individual days, unless your child is disabled. You do not have to take all the leave at once. Time off for parental leave is unpaid.

As with other forms of statutory leave, a ‘week’ equals the length of time you normally work over 7 days. We will protect your employment rights whilst you are away. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Shared Parental Leave ===
You and your partner may be able to get Shared Parental Leave (SPL) and Statutory Shared Parental Pay (ShPP) if you are:

* having a baby
* using a surrogate to have a baby
* adopting a child
* fostering a child who you’re planning to adopt

You can use SPL to take leave in blocks separated by periods of work or take it all in one go. You can also choose to be off work together or to stagger the leave and pay.

To get SPL and ShPP, you and your partner need to meet the eligibility criteria - there’s different criteria for birth parents and for adoptive parents or parents using a surrogate. You also need to give notice and give up some of your maternity or adoption leave and pay. You can discuss your entitlement with your line manager or visit the www.gov.uk website.

=== Unpaid Carer’s Leave ===
You are entitled to unpaid leave from your first day of work to give or arrange care for a ‘dependant’ who has:

* a physical or mental illness or injury where care is needed for more than 3 months.
* a disability (as defined in the Equality Act 2010)
* care needs because of their old age.

The dependant can be anyone who relies on you for care.

You can find full details of your entitlements on the www.gov.uk website.

=== Neonatal Care ===
You and your partner may be eligible for Neonatal Care Leave and Statutory Neonatal Care Pay if your newborn baby is premature or sick and needs neonatal care.

This may be for:

* hospital care.
* medical care after leaving.
* palliative or end-of-life care

You can find full details of your entitlements on the www.gov.uk website.

== Other Forms of Leave ==
Beyond what's required by law, Handcrafted offers extra support that reflects our values and helps us work smoothly together. For example, while SSP is required by law, we may choose to provide full or partial pay during illness, especially after your probation period. We also take a flexible approach to absence reviews, adjusting for individual needs such as those related to disability or pregnancy, to ensure fairness and avoid discrimination. Our discretionary leave policies for compassionate or emergency situations allow us to support you during personal crises, staying true to our commitment to balance care with operational needs. We believe these additional benefits not only help our team feel supported but also strengthen our community.

=== Jury Service ===
If you are required to attend Jury Service, please inform your line manager of the dates as soon as possible. Jury Service leave is unpaid. You will be paid a court attendance allowance which will be paid to you directly from the courts. For more details, visit the [[www.gov.uk]] website.

=== Public Duties ===
If you have responsibilities for public duties such as J.P., school governor or member of a Health Authority, or you are a member of the Reserve or Auxiliary Armed Forces, leave will be granted as appropriate. All requests for leave must be agreed with your line manager. Time off for public duties is unpaid.

=== Flexible Working ===
You have the right to apply for a change in your working pattern to meet personal changes in your life. Should you wish to make such a change, you will need to submit a written application to your line manager. Full details on how to apply can be found on [[gov.uk]] website.

=== Religious Festivals ===
We recognise that you may require additional time off for religious festivals which fall outside public holidays. All requests for leave must be agreed with your line manager. Time off for religious festivals is unpaid.

=== Bereavement Leave ===
There may unfortunately be occasions when you need to take time off work following the death of a dependent. For the purposes of this policy, a dependent is:

* your husband, wife, civil partner or partner
* your child
* your parent
* a person who lives in your household (not tenants, lodgers or employees)
* a person who relies on you, such as an elderly neighbour

If you do need time off for bereavement leave, this will be paid but needs your line manager’s approval. All requests will be considered sympathetically.

=== Emergency Domestic Leave ===
There are certain situations where you may need to take additional leave to deal with family related problems, issues or domestic emergencies. This may include occasions such as:

* a child or dependent falling ill, a sudden disruption in care or schooling arrangements, or a child or dependent experiencing a serious incident.
* a major flood, fire or burglary at home where time off is needed to secure your property and make arrangements for ongoing accommodation.

If you do need time off to manage an emergency during working hours, this will be paid but needs your line manager’s approval. Contact by phone to request leave should be made at the earliest possible opportunity on the day.

Your line manager may ask you to take annual leave (or parental leave where relevant) if you want more time, for example, to put in place care arrangements or deal with extended circumstances.

=== Medical and Dental Appointments ===
Wherever possible, all routine appointments with your doctor, dentist or hospital should be made outside your normal working hours, or at a time that causes the least disruption to work. This includes check-ups and investigatory appointments.

We recognise that there will be occasions when time off is required for appointments of a more serious nature. These must be agreed in advance with your line manager. Time taken for such appointments will be paid; however, we will expect you to make up the time in the same working week, in agreement with your line manager. If the time is not made up, your line manager may ask you to take annual leave.

== Absence Notifications ==
As a member of staff, if you are unable to attend work because of sickness, or any other unplanned reason, you must telephone your line manager (or in his/her absence the Managing Director) to notify them of your absence an hour before you are required to start work. Messages must not be left with unauthorised persons. Text or email messages are not acceptable – you or someone phoning on your behalf must make direct contact.

You will need to give the following information:

* The nature of your illness
* The date on which you expect to be fit to return. If the date is unknown, you are required to ring in each day, unless advised otherwise by your line manager.
* Whether you intend to visit your GP.

You must:

* Keep your line manager informed of your condition when absent through regular contact, the frequency of which is to be agreed with your line manager.
* Ensure that appropriate certification documents are submitted on time, e.g., a first ‘Fit Note’ must be provided on the 8th calendar day of any absence, and subsequent Notes on the next day after the previous Note expires. (NB A fit note is a document issued by your Healthcare professional to provide evidence of the advice they have given about your fitness for work)
* Attend and fully engage in all Absence Review Meetings requested by your line manager.
* Obtain permission from your line manager to carry out any outside occupation (including unpaid occupations and voluntary work) when you are on sick leave. Failure to do so may be considered a disciplinary matter.

=== Absence of up to seven calendar days ===
If you have been absent for seven days or less, you must complete a self-certification as soon as you get back to work. If the absence included a Saturday and/or Sunday or non-working days, these days should be recorded for statutory sick pay purposes even if you would not normally work on these days.

=== Absences of more than seven calendar days ===
For illness of more than 7 calendar days (including weekends or any other non-working days), a doctor's certificate is required (a ‘Fit Note’). In the interest of health and safety, you can return to work before the end of the certificated period, but this can only be done with your line manager’s agreement. Each ‘Fit Note’ should provide continued certification of the absence, otherwise your entitlement to Statutory Sick Pay may be withheld.

For guidance on fit notes, see https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees.

== Absence review meetings ==
If you have been absent from work for more than 5 days in any 12-month period, you will be asked to attend an Absence Review Meeting.

Subsequent Absence Review Meetings will be held after each further 5 days of absence within a 12-month period.

The purpose of the Attendance Review is to:

* Provide you with the opportunity to discuss reasons for the attendance problems you are having, e.g., problems at home or at work.
* Identify the likelihood of further absence.
* Agree solutions to address causes of absence from work.
* Explore whether part-time or reduced/different duties could help overcome the issues causing your absence, and so expedite a return to work.
* Agree targets and timescales for improvement as appropriate, in the context of the health issue(s) at hand.
* At the Review Meeting after 10 days absence in a year (and at subsequent meetings), make you aware that, where no specific health or disability related issues have been identified, then a lack of improvement in your attendance could result in a capability or disciplinary procedure which might ultimately lead to dismissal. See [[Capability Policy|Handcrafted Capability Policy]].

== Sick Pay Provisions ==
During the probationary period, SSP only will be paid. Your line manager has some discretion regarding this if they feel circumstances merit.

Following the probationary period, you will receive your normal remuneration during sickness absence for a maximum of 4 weeks in any twelve-month rolling period, provided that you provide your line manager with a fit note in the case of absence of more than seven consecutive days (see above). Statutory Sick Pay (SSP) will be triggered to make up full pay.

Beyond the 4 weeks of full pay, if long-term sickness continues with medical certification, you will be entitled to:

* up to a further 8 weeks on 50% pay (SSP will be included in the 50% pay, not in addition to).
* a further 16 weeks of SSP alone.

=== Statutory sick pay (SSP) guidance ===
This policy is to be interpreted in the light of the Government’s SSP Guidance:

* https://www.gov.uk/statutory-sick-pay/overview
* https://www.gov.uk/employers-sick-pay/overview

and form SSP1:

* https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.