Handcrafted Policy - User contributions [en]

On Call Working Policy

2026-07-24T12:05:12Z

Seymour Jacklin: updated review and approval details

This policy outlines our arrangements for out-of-hours support and the conditions under which on-call duties are undertaken and compensated. It ensures fair, consistent, and effective delivery of essential services outside core hours.

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 Deputy Director of Operations: Engage Hub|'''The Deputy Director of Operations: Young People''']]
|-
|'''Last review and approval'''
| 11/02/2025 (currently being reviewed - July 2026)
|}

= Introduction & Purpose =

Handcrafted currently operates core hours between 8:30am and 5pm, Monday to Friday. We recognise the importance of supporting critical services outside these core hours, including weekends and bank holidays.

This policy provides a framework to ensure:

* Key systems and services can be adequately supported and an effective response and resolution provided to matters requiring urgent attention outside our core business hours
* A consistent approach to the implementation of on-call and call-out arrangements
* Members of staff who may be required to provide an essential on-call and call-out service in order to respond to service user needs and to operational requirements are rewarded on a consistent, fair and equitable basis

This policy aims to harmonise practice across the organisation.

= Scope =

This policy applies to all members of staff who work on-call outside their normal working hours on an approved on-call rota or call-out arrangements to deliver business-critical services outside core hours.

It does not apply to colleagues who participate in planned events outside of core business hours, such as open days.

= Definitions =

'''On-Call''': Non-work time, during which members of staff are required to be available to handle job-related activities and emergencies out of hours.

A member of staff is on-call when, as part of an established arrangement expressly approved by their line manager or designated manager, they are available outside core service hours to work as required and to physically attend the specified site or sites if the matter cannot be dealt with remotely.

= Principles =

* While on-call, staff may need to respond to urgent issues before the next working day, remotely or by attending the workplace.
* Staff are not expected to remain at home but must comply with responsibilities outlined below.
* Staff called to work during an emergency (whether on-call or not) receive a call-out payment for hours worked but not the on-call payment.
* On-call rotas are for covering essential services, not for events suited to overtime or standard non-core shifts.
* Rotas will be managed on a voluntary opt-in basis where possible.
* All eligible staff will have equal opportunity to participate in the rota and receive associated payments.
* Line managers will ensure fair distribution of cover.
* On-call duty may be contractual where it is an essential job requirement and will be specified in the employment contract.
* Managers must minimise inconvenience an*

Safeguarding Children Policy

2026-07-24T09:49:32Z

Seymour Jacklin: Working Together superseded 2023 by 2026 - updated references

At Handcrafted, we are committed to creating a safe and supportive environment for all children and young people who engage with our services. We recognise our responsibility to safeguard and promote their welfare, ensuring they are protected from harm, abuse, and exploitation.

This policy sets out our approach to safeguarding children, outlining the procedures staff and volunteers must follow to identify, report, and respond to concerns. It is reviewed as required and at least annually by the Safeguarding Steering Group, with final approval from the Trustees.

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 Safeguarding Steering Group]]'''
|-
|'''Last review and approval'''
|16/07/2025. (Currently being reviewed - July 2026)
|}

== About Handcrafted ==

{| class="wikitable"
|+ Organisation Details
| '''Name of Organisation''' || Handcrafted Projects
|-
| '''Address''' || Unit 21, Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, DH7 8HG
|-
| '''Phone''' || 0191 378 1562
|-
| '''Registered Charity No.''' || 1146188
|-
| '''Registered Company No.''' || 07884740
|}

=== Our objectives ===
Handcrafted exists for the following purposes:

# To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society. For the purpose of this clause "socially excluded" means being excluded from society, or parts of society, as a result of one of the following factors: unemployed; financial hardship; old age; substance abuse or dependency including alcohol and drugs and poor education or skills attainment.
# The relief of unemployment for the benefit of the public in such ways as may be thought fit, including assistance to find employment.
# The relief of financial hardship by providing people with goods and services which they could not otherwise afford through lack of means.
# The advancement of the Christian faith for the benefit of the public.

=== Our commitments ===
Handcrafted Projects is committed to:

# Taking all reasonable measures to ensure the risks of harm to child beneficiaries of Handcrafted, in accordance with our objectives (hereafter, 'trainees'), are minimised.
# Working with other agencies to ensure that a joined-up approach to safeguarding children is taken. This includes working to agreed local policies and procedures in partnership with other local services.
# Keeping a record of all safeguarding concerns that arise with respect to trainees' safety.
# Keeping a record of all decisions that are made to minimise risks of harm to trainees.
# Reporting safeguarding concerns when necessary, to relevant other agencies, emergency services, or local authorities.
# Having a senior member of the organisation to take lead responsibility for dealing with safeguarding issues, providing advice and support to other staff, liaising with other staff, and working with other agencies. They will be known as the Handcrafted Safeguarding Officer (HSO).
# Having at least two members of the Board of Trustees to take responsibility for liaising with and providing advice and support to the Nominated Person as they and other staff deal with safeguarding issues. These trustees will take lead responsibility for ensuring that this policy, other Handcrafted policies and statutory guidance are adhered to at all times, and for ensuring that this policy is kept up to date. They will be known as Nominated Trustees with Safeguarding Oversight (NOTSOs).
# Encouraging trainees to respect and care for others and taking action to prevent any physical, verbal or other abuse from taking place.
# Creating an environment of listening, where trainees feel able to voice their concerns about inappropriate behaviour, and where trainees are listened to and taken seriously by all staff.
# Creating an environment of accountability, where strong sanctions are provided to deter abuse, victimisation and cover-up of serious malpractice, and where these sanctions are clearly and consistently communicated to trainees and staff.
# Ensuring our policies and procedures are maintained and updated to comply with current local and national legal and statutory requirements and guidance.
# Ensuring our policies and procedures apply to all staff and trainees, whatever their gender, age, ethnicity, ability, sexuality, religion.
# Ensuring that all staff and trainees are made aware of their responsibility to ensure the wellbeing and safety of others, and ensuring that policies and procedures including this policy are clearly and consistently communicated to staff and easily accessible for reference.

=== The purpose and scope of this policy ===
This policy should be read in conjunction with:

# Statutory guidance from the Department for Education, "Working Together to Safeguard Children 2026".
# Statutory guidance from the Department for Education, "What to do if you're worried a child is being abused", 2015.
# Advice and guidance from the Social Care Institute for Excellence.
# Advice and guidance from the National Society for the Prevention of Cruelty to Children, hereafter 'NSPCC'.
# The Handcrafted Safeguarding Appendices.

This policy sets out how Handcrafted fulfils its statutory responsibilities for the safeguarding of children according to the Department for Education's statutory guidance, ensuring that all Handcrafted trainees are protected, respected, listened to, and treated with dignity and empathy. It sets out how Handcrafted ensures that its safeguarding commitments are fulfilled so that safeguarding is central to the achievement of the charity's objectives.

This policy covers the safeguarding of all people under the age of 18 who benefit from Handcrafted's work. All members of Handcrafted staff, volunteers and contractors, are expected to comply with this policy.

=== Contextual Safeguarding Approach ===
We have adopted the principles of Contextual Safeguarding in our approach to our work in safeguarding children.

=== Definitions ===
According to "Working Together to Safeguard Children 2018", the safeguarding duties apply to all children up to the age of 18 years whether living with their families, in state care, or living independently.

According to "Working Together to Safeguard Children 2018":

Safeguarding means:

* Protecting children from maltreatment
* Preventing impairment of children's mental and physical health or development
* Ensuring that children grow up in circumstances consistent with the provision of safe and effective care
* Taking action to enable all children to have the best outcomes.

=== Assurance ===
This policy is reviewed at least once a year by the Safeguarding Steering Group and subsequently approved and endorsed by the Handcrafted Board of Trustees.

=== Partnerships ===
Where multi-agency partnerships are in place, partner organisations are to be made aware of our safeguarding procedures as outlined in this policy.

== Safeguarding Measures ==
Handcrafted's safeguarding commitments will be met by taking appropriate action to ensure that:

* Handcrafted provides a safe environment for trainees and staff
* Staff are recruited safely
* Safeguarding concerns are identified and reported
* Trainees who may be affected by safeguarding concerns are supported appropriately
* Awareness is raised among trainees and staff of the importance of safeguarding and actions that they can take to ensure Handcrafted is a safe place.

=== Safe environment ===

==== Supervised environments ====
Measures will be taken to ensure that all environments in which an activity organised by Handcrafted takes place are safe for Handcrafted trainees.

* Staff will adhere to the Handcrafted Health & Safety Policy at all times.
* Staff will adhere to the Handcrafted Lone Working Policy at all times.
* Staff will adhere to the Handcrafted Equal Opportunities Policy at all times.
* Environments where a gathered activity is taking place with more than one trainee in attendance will, at all times, be supervised by more than one member of Handcrafted staff.

==== Trained & identifiable staff ====
All Handcrafted staff will be appropriately trained to recognise and report any safeguarding concerns. In particular, the Handcrafted Safeguarding Officer (HSO), Nominated Trustees with Safeguarding Oversight (NOTSOs) and Training Supervisors will be trained externally by thirtyone:eight on a regular basis.

Staff who have evidence of valid up-to-date safeguarding training will be issued with Handcrafted uniform. This is bright blue and bears the Handcrafted logo so that staff can be easily identified by trainees and other staff. Trainees will never be permitted to wear a Handcrafted uniform.

==== Staff supervision ====
The HSO will be responsible for supervising the actions of Handcrafted staff to minimise the risk of harm to trainees and to respond to safeguarding risks and concerns. (See [[Safeguarding Children Policy#Supervising staff|Appendix 1]])

The chair of Trustees will be responsible for supervising the actions of the HSO.

The HSO and NOTSOs will make use of the provision of support and supervision offered on an ad-hoc basis by thirtyone:eight.

==== Professional Boundaries ====
Breaches of professional boundaries, including any attempt to gain personal benefit from a position of trust, are considered safeguarding concerns. Staff receive training at induction and annually on conditioning, professional boundaries, gifts, and financial interactions to help prevent and identify risks of exploitation.

=== Safe recruitment ===
Measures will be taken to ensure that all Handcrafted paid staff and volunteers are appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. (see [[Safeguarding Children Policy#Appendix 2: Safe Recruitment|Appendix 2]])

=== Identifying and reporting concerns ===

==== Identifying concerns for children ====
All Handcrafted workers have a duty of care and are expected to work with the organisation, statutory authorities and multidisciplinary agencies to safeguard children. Staff cannot assume it is somebody else's job to raise a concern if something comes to their attention. To enable them to carry out their duties, all front-line staff are trained on how to recognise the signs of abuse in children (See Appendix 8) and how to raise a concern. Staff receive training on the Prevent Duty and know how to implement that training.

The NSPCC have identified the following categories of abuse and neglect (See Appendix 8):

* Child neglect
* Child sexual abuse
* Child sexual exploitation
* Harmful sexual behaviour
* Bullying
* Online abuse
* Physical abuse
* Female genital mutilation (FGM)
* Domestic abuse
* Child trafficking and modern slavery
* County lines
* Emotional abuse

==== Reporting and record-keeping (see Appendix 11) ====
Suspicions must not be discussed with anyone other than the HSO or their Deputy. As soon as possible, employees should make a written record of their concerns and keep it in a secure place. The HSO/Deputy is to collate and clarify the precise details of an allegation or suspicion and, if necessary, pass this information on to statutory agencies who have a legal duty to investigate. Safeguarding concerns are recorded in the standard progress notes and 'flagged' for rapid review by the HSO/Deputy. Handcrafted keeps an online record for every trainee, including some basic personal information and a record of each engagement of that trainee with Handcrafted's services.

==== Confidentiality ====
Details of safeguarding concerns that have been recorded by a member of staff will be shared with the HSO/Deputy so that they can collaborate with the staff to determine the appropriate course of action. It may be necessary to pass information on to statutory agencies or to the Handcrafted Safeguarding Steering Group. If this is the case, information that could be used to identify the trainee(s) concerned will be anonymised wherever possible.

=== Supporting people ===

==== Holistic, person-centred and empowering support ====
Handcrafted aims to offer holistic, person-centred and empowering support to every trainee who engages with our services. When staff are dealing with a safeguarding concern, they will keep this support approach in mind and maintain the high standard of support to which Handcrafted is committed.

Staff will pay close attention to the needs of trainees who may be the victims of any form of abuse, and in their record-keeping will ascertain how Handcrafted can appropriately work to meet these needs as well as the historical details of any allegations. A holistic, person-centred and trauma-informed approach will be taken in planning how best to support victims.

Staff will treat both victims and perpetrators of safeguarding cases with dignity and respect, in line with Handcrafted's ethos.

==== Confidentiality and disclosure guidance ====
Handcrafted staff will at all times adhere to the Handcrafted Confidentiality Policy and Guidance.

When a trainee makes a disclosure to a member of staff which leads the staff to suspect there may be a risk to their safety or wellbeing, the member of staff will inform the trainee that they are required by law to record the disclosure and to report it to the HSO. Wherever possible, the member of staff will anticipate a disclosure being made and warn the trainee before they disclose sensitive information that they will have to record and report it.

=== Raising awareness ===

==== Staff training ====
Handcrafted is committed to ongoing safeguarding training and development opportunities for all employed and supervised workers, developing a culture of awareness of safeguarding issues to help protect everyone for whom we are in a position of trust. During the induction period (two weeks) for new members of staff, every employee will complete Mandatory Safeguarding Training (including familiarisation with the contents of this policy and its appendices) along with Mandatory Training on Lone Working and Confidentiality and Disclosure before they are permitted to work unsupervised with trainees or residents. This training is updated and repeated annually for all members of the team. Staff will also have dedicated time to access further safeguarding training resources appropriate to their role that are offered by partner organisations such as thirtyone:eight.

==== Educating & empowering trainees ====
Handcrafted also recognises the importance of empowering trainees to recognise and report safeguarding issues. We believe that all individuals should have the right to feel safe and protected from harm or abuse and that it is our responsibility to ensure trainees have the knowledge and skills necessary to recognise and report any concerns they may have.

We are therefore committed to raising awareness for trainees on what constitutes abuse or neglect, how to recognise the signs of abuse, and how to report any concerns they may have. This is primarily through the 1:1 support work that we do with each of our trainees. Our support workers help trainees to improve their ability to recognise early warning signs, identify when they might be in an unsafe situation, and raise the alarm themselves.

We also raise awareness through posters prominently displayed in our hubs including contact details for the safeguarding officers and information on the importance of consent, boundaries, and healthy relationships.

The safeguarding lead and deputies are responsible for ensuring that all information materials are accessible, easy to understand, and culturally appropriate.

At induction, when a trainee initially engages in using our service, it is the responsibility of the inducting staff member to explain the 'blue shirts' policy at Handcrafted, whereby members of staff with safeguarding training can be identified. They will also be advised on how to

* recognise and respond to inappropriate behaviour
* seek support if needed
* raise any concerns about another trainee or a staff member
* contact one of the charity's safeguarding officers.

Appropriate training on specific topics, such as domestic violence, will be tailored to the needs of different trainee groups and delivered in a variety of formats, including workshops, one-to-one sessions, and signposting to online resources.

Overall, our aim is to ensure that trainees are equipped with the knowledge and skills they need to recognise and respond to safeguarding issues. By empowering trainees in this way, we believe we can create a safer and more supportive environment for all.

== Roles and Responsibilities ==

=== All staff ===
All Handcrafted staff have a duty to comply with this policy. This includes taking all reasonable measures to ensure that Handcrafted is a safe environment, challenging all inappropriate behaviour among trainees or colleagues, identifying and reporting any safeguarding concerns, supporting trainees appropriately and raising awareness about safeguarding among trainees and colleagues.

=== Handcrafted Safeguarding Officer (HSO) ===
Name: Daniel Northover, CEO

Email: dan@handcraftedproject.com

Phone: 07917 037479

The Handcrafted Safeguarding Officer (HSO) has a duty to collate precise details of safeguarding concerns and allegations which are reported by staff. They will liaise with the staff who have provided the report to decide on what the appropriate course of action should be, and support staff to take the appropriate steps. They will provide advice to staff who have queries about Handcrafted's approach to safeguarding, or about specific cases. Where a case is reported externally to another agency, the HSO will take responsibility for liaising with that agency. They will take reasonable measures to ensure that a joined-up and holistic approach is taken to supporting those affected by the case. They will attend the meetings of the Handcrafted Safeguarding Steering Group. They will ensure that every Handcrafted staff member has a valid DBS check, and be responsible for the renewal of these checks as they approach expiry.

=== Handcrafted Deputy Safeguarding Officers ===
Ruth Crichton (ruth@handcraftedproject.com)

Stacey Nicholas (stacey@handcraftedproject.com)

The Handcrafted Deputy Safeguarding Officer (HDSO) will assist the HSO with their duties. However, in accordance with the organisation's Confidentiality Policy and Guidance, the HSO will not share identifying details with them of trainees who are affected by safeguarding cases. The HDSO will take a lead on raising awareness within Handcrafted of the importance of safeguarding. This will include ensuring that this policy is clearly and consistently shared with staff, and that safeguarding procedures are displayed clearly in Handcrafted premises.

=== Handcrafted Chair of Trustees ===
Name: Dr Paul Morley

The Handcrafted Chair of Trustees will work with the rest of the Trustees to ensure that Handcrafted abides at all times with this policy, in conjunction with the organisation's other policies. They will take overall responsibility for ensuring that all safeguarding concerns, cases and decisions are recorded and the HSO carries out their role, as detailed in this policy.

=== Nominated Trustees with Safeguarding Oversight (NOTSOs) ===
Name: Eileen Brady

Email: eileenbrady63@gmail.com

The Nominated Trustees with Safeguarding Oversight (NOTSOs) will liaise with the HSO and provide them with advice and guidance on safeguarding matters. This may include advising the HSO on individual cases. However, in accordance with the Handcrafted's Confidentiality Policy and Guidance, the HSO will not share identifying details with them of trainees who are affected by safeguarding cases. The NOTSOs should also provide the HSO with advice and guidance on the Handcrafted's strategic approach to safeguarding, helping the HSO to ensure that Handcrafted fulfils all the commitments stated at the start of this policy. The NOTSOs will be members of the Handcrafted Safeguarding Steering Group. At least one NOTSO will attend each meeting of the group, to ensure quoracy.

=== Handcrafted Safeguarding Steering Group ===
The Handcrafted Safeguarding Steering Group will consist of the HSO, at least 2 NOTSOs, and at least 2 other Handcrafted staff. The group will meet at least once per month. A meeting will be quorate if the HSO, a NOTSO and another staff member are present. In the meetings, individual safeguarding cases will be discussed, without disclosure of identifying details of trainees. Members will take a collaborative approach to discuss the appropriate way to proceed with the most challenging cases. Handcrafted's approach to safeguarding will be continually reviewed at the meetings.

=== Statutory services and partner organisations ===

==== Gateshead Safeguarding Children Partnership ====
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

Gateshead Safeguarding Children Partnership (GSCP) has 3 statutory members: Gateshead Council, Northumbria Police, Newcastle Gateshead Clinical Commissioning Group. Handcrafted staff will at all times comply with GCSP's policies and procedures. GCSP has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Durham Safeguarding Children Partnership ====
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

Durham Safeguarding Children Partnership (DSCP) "supports a wide range of organisations to coordinate Early Help and safeguarding services across County Durham. By working together organisations are better able to identify and respond to the needs of children and young people. The DSCP fulfils a wide range of responsibilities to support safeguarding activity in County Durham, some of these are legal responsibilities and others are local arrangements agreed by the partnership."

Handcrafted staff will at all times comply with DSCP's policies and procedures. DSCP has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Sunderland Safeguarding Children Partnership (SSCP) ====
Who to contact
* Telephone: 0191 561 7007 (Children’s Safeguarding)
* Out of hours / Emergency Duty Team: 0191 520 5560

Website: [https://www.safeguardingchildrensunderland.com/ Sunderland Safeguarding Children Partnership]

Sunderland Safeguarding Children Partnership has three statutory safeguarding partners: Sunderland City Council; North East and North Cumbria NHS; Northumbria Police.

Handcrafted staff will at all times comply with SSCP’s policies and procedures. SSCP has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.
==== Childline ====
0800 1111 (24/7, free of charge)

Childline provide advice and support to children who are concerned about their own safety or the safety of another child but don't want to talk to the police or a social worker. Handcrafted will ensure that all child trainees are briefed on the services that Childline offer, and the number to contact them on.

==== Local police ====
Emergency: 999

Non-emergency: 101

Safeguarding concerns will be reported by Handcrafted staff to either Durham Constabulary or Northumbria Police, when necessary. Durham Constabulary and Northumbria Police have a duty to act in accordance with their own policies and procedures with respect to concerns and incidents that are reported to them by Handcrafted staff, or which concern Handcrafted in any way.

==== Local mental health services ====
Professional help is available by dialling 111 and selecting the mental health option.

Tees Esk and Wear Valley NHS Foundation Trust Crisis Resolution and Home Treatment Team: 0800 0516 171

Newcastle and Gateshead Crisis Resolution and Home Treatment Team: 0800 652 2863 / 0191 814 8899 , or by text 07919 228 548 for people who are Deaf and/or have communication difficulties.

Sunderland Crisis Resolution and Home Treatment Team: 0191 246 6800

Local mental health services including crisis teams have a duty to act in accordance with their own policies and procedures with respect to Handcrafted trainees who are referred to them, by Handcrafted staff or other agencies.

==== Thirtyone:eight ====
Thirtyone:eight are responsible for authorising DBS checks for all Handcrafted staff, when the HSO applies for authorisation for the checks.

Thirtyone:eight also provides Handcrafted with up-to-date safeguarding training and advice and support on an ad-hoc basis via their helpline and ongoing training programme.

= Handcrafted Safeguarding Policy Appendices =
== Appendix 1: Training staff ==
=== New staff ===
All new staff will receive training on Handcrafted's policies and procedures during their two-week induction period. This will include training on the Handcrafted Safeguarding Policy and the procedures that are in place to maintain Handcrafted's commitment to safeguarding children as well as adults at risk of harm.

=== Regular training ===
Staff will receive regular training on a variety of topics. Core topics of training are mandatory for all staff. Staff who miss a mandatory training session will be asked to catch up with the training content using a recording of the session. The training will cover topics including the Handcrafted core values, different aspects of Handcrafted's approach to support work, and different areas of need including mental health and addictions. Aspects of safeguarding will be addressed during any training session where they are relevant, and some training sessions will be dedicated to safeguarding. There will be at least one dedicated safeguarding training session per year. Training will be delivered by experts on the topic being discussed. In some cases, this will be someone external to Handcrafted. In other cases, this will be a member of Handcrafted staff. Safeguarding training will usually be delivered by the HSO/HDSO.
=== Supervising staff ===
The HSO will be responsible for supervising the actions of Handcrafted staff to minimise the risk of harm to trainees and to respond to safeguarding risks and concerns. This will include offering advice and guidance on specific safeguarding cases to staff. It will also include offering feedback to individual members of staff on their performance in maintaining a safe environment and responding to safeguarding risks and concerns appropriately.

The chair of Trustees will be responsible for supervising the actions of the HSO. This will include ensuring that the HSO is performing their duties as described above. It will also include taking overall responsibility for the full and consistent implementation of Handcrafted's safeguarding record-keeping and reporting procedures, including ensuring that the HSO is responding adequately to all safeguarding concerns that are raised.

The HSO and NOTSOs will make use of the provision of support and supervision offered on an ad-hoc basis by [https://thirtyoneeight.org/ thirtyone:eight].
== Appendix 2: Safe Recruitment ==
=== Paid Workers ===
All paid workers will be appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. This includes ensuring that:

* There is a written job description/person specification for every PAYE post
* Those applying have completed an application form and a self-declaration form
* Those shortlisted have been interviewed
* Safeguarding has been discussed at interview
* Written references have been obtained, and followed up where appropriate
* A Disclosure and Barring Service (DBS) bureau check has been completed
* Qualifications where relevant have been verified
* Appropriate training in safeguarding is provided for the successful applicant
* The applicant has completed a probationary period
* The applicant has been given a copy of our safeguarding policy and knows how to report concerns.

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.

=== Staff Induction ===
All staff joining Handcrafted complete an induction during their first two weeks to ensure that they are fully aware of the charity's policies and procedures and are able to provide the expected level of service. Staff are not authorised to supervise trainees or work unsupervised until DBS checks and mandatory induction training have been completed. Staff training includes training on the Handcrafted Safeguarding Policy and Handcrafted's safeguarding procedures. On completion of the necessary checks and training, staff are provided with uniform.

=== Volunteers ===
All volunteers will be appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. This includes ensuring that:

* Every volunteer has a written job description
* Volunteers have completed a self-declaration form
* Written references have been obtained, and followed up where appropriate
* A Disclosure and Barring Service (DBS) check bureau has been completed
* Qualifications where relevant have been verified Appropriate training in safeguarding is given
* Volunteers are given a copy of our safeguarding policy and know how to report concerns
* Appropriate training in safeguarding is provided for each volunteer

=== Trainees in helping roles ===
Occasionally a trainee may be asked to carry out unsupervised a task on behalf of handcrafted in a strictly limited capacity (such as giving another trainee a lift to an agreed destination). On such occasions it is important that:

* Direct authorisation is given to the trainee to do this by a Handcrafted member of staff
* Any variation to the plan is communicated to that member of staff as soon as possible or preferably before it takes place
* Both the helper trainee and the trainee being helped must be made aware of the limits of the arrangement
* Trainees are not allowed to pass themselves off as Handcrafted staff or volunteers because of the risk of an abuse of trust.

The only people who can be considered responsible for the safeguarding of trainees and the fulfilment of our duty of care towards vulnerable individuals as outlined in this policy are Handcrafted staff members, identified by their blue shirts bearing the Handcrafted logo.

== Appendix 3: Transportation of vulnerable adults and children (giving lifts) ==
Sometimes it is necessary for members of Handcrafted staff to give lifts to trainees, to help them access our services or attend appointments, etc. The safety of both the trainee and the staff is paramount.

Before offering trainees a lift, staff should conduct a risk assessment to ascertain what risks each trainee faces and what risks they pose to others.

If a trainee presents a higher risk, you should not give them a lift by yourself.

Multiple trainees should be picked up/dropped off in such an order that means you will not end up with a higher-risk person travelling with you alone.

You should use your judgment to determine if a particular combination of trainees being in the vehicle simultaneously will pose safeguarding risks to the trainees or yourself. If you are unsure, you should consult your line manager rather than making a snap decision.

You should not visit a staff member's address while there are trainees in the vehicle with you.

You should avoid taking a person in your vehicle who is not known to Handcrafted (i.e. if we have no risk assessment for them, either generated internally or from a referrer).

== Appendix 4: Working with offenders ==
When someone attending Handcrafted is known to have abused children the Safeguarding Officer will set appropriate boundaries for that person which they will be expected to keep. This will take place in consultation with a police officer from the Office for Public Protection.
==== Public events ====
At public events hosted by Handcrafted, we will ensure that those with offending histories in respect of children or vulnerable adults will not put themselves or others at risk or be in breach of the conditions of their licence.

== Appendix 5: Collecting Personal Information ==
For safeguarding purposes, basic personal information must wherever possible be collected from a new starter accessing our services for the first time within one hour of their arrival. We will collect:

* Full name – for identification purposes
* Date of birth – to ensure they are of an eligible age to use our services and to identify young people who may have distinct safeguarding needs
* Contact details – enabling Handcrafted to follow up if there are any safeguarding concerns
* Emergency contact – so that the nearest relative, a close friend or responsible adult can be contacted in an emergency
* Medical conditions – including allergies and medications that may affect someone's ability to do activities safely

All personal information that we collect will be stored in line with the Handcrafted Data Privacy Notice.

== Appendix 6: PREVENT Duty ==

==== Prevent Duty ====
There are now duties imposed on agencies under the Counter Terrorism and Security Act 2015 (The Prevent Duty), to have 'due regard to the need to prevent people from being drawn into terrorism.'

Further advice in relation to this is within the statutory guidance – Revised Prevent Duty guidance: for England and Wales (2023)

We have ensured that Prevent Duty training is part of the safeguarding training received by all Handcrafted staff. We will work with key partners to ensure that we are aware of any tensions within our local community so that we can create safe spaces for our trainees to discuss their experiences and concerns. Where we are concerned about a trainee, we will follow our safeguarding procedures. Serious concerns should be referred to the Police Prevent Team where there is a concern that a trainee is at immediate risk.

In exercising our specific duty under Prevent we seek to protect children and adults at risk of harm from being drawn into, and against, the messages of all violent extremism. This includes and is not restricted to Daesh, Al Qaeda, Far Right, Neo-Nazi, White Supremacist ideology, Irish Nationalist and Loyalist paramilitary groups and extremist Animal Rights movements.

Staff should be alert to changes in trainees' behaviour, which could indicate that they may be in need of help or protection.

=== Recognising Extremism ===
Early indicators of radicalisation or extremism may include:

* Showing sympathy for external causes
* Glorifying violence, especially to other faiths or cultures
* Making remarks or comments about being at extremist events or rallies
* Evidence of possessing illegal or extremist literature
* Advocating messages similar to illegal organisations or other extremist groups
* Out of character changes in dress, behaviour and peer relationships (but there are also very powerful narratives, programmes and networks that people can come across online so involvement with particular groups may not be apparent)
* Secretive behaviour
* Online searches or sharing extremist messages or social profiles
* Intolerance of difference, including faith, culture, gender, race or sexuality
* Graffiti, art work or writing that displays extremist themes
* Attempts to impose extremist views or practices on others verbalizing anti-Western or anti-British views
* Advocating violence towards others

==== Partnerships ====
We will work with local authorities in County Durham and Gateshead to collaborate in our approach to ensuring that our trainees are not drawn into terrorism.
==== Definitions ====
'''Extremism''' is the vocal or active opposition to our fundamental values, including democracy, the rule of law, individual liberty and the mutual respect and tolerance of different faiths and beliefs. This also includes calling for the death of members of the armed forces.

'''Radicalisation''' refers to the process by which a person comes to support terrorism and extremist ideologies associated with terrorist groups.

'''Terrorism''' is an action that endangers or causes serious violence to a person/people; causes serious damage to property; or seriously interferes with or disrupts an electronic system. The use or threat must be designed to influence the government or to intimidate the public and is made for the purpose of advancing a political, religious or ideological cause.

== Appendix 7: Spotting safeguarding concerns in adults ==

=== Physical abuse ===
'''What this could include:'''
* Assault
* Hitting
* Slapping
* Pushing
* misuse of medication
* Restraint
* Inappropriate physical sanctions
'''Signs to look out for:'''
* A history of unexplained falls, fractures, bruises, burns, minor injuries
* Signs of under or overuse of medication and/or medical problems unattended

=== Domestic violence or abuse ===
'''What this could include:'''
* Psychological
* Physical
* Sexual
* Financial
* emotional abuse
* so called 'honour' based violence
'''Signs to look out for:'''
* Decreasing levels of independence i.e. not leaving the house without partner; difficulty in support workers arranging to visit the trainee on their own
* See lists of signs of different types of abuse

=== Sexual abuse ===
'''What this could include:'''
* Rape
* indecent exposure
* sexual harassment
* inappropriate looking or touching
* sexual teasing or innuendo
* sexual photography
* subjection to pornography or witnessing sexual acts
* indecent exposure
* sexual assault
* sexual acts to which the adult has not consented or was pressured into consenting
'''Signs to look out for:'''
* Pregnancy in a woman who is unable to consent to sexual intercourse
* Unexplained change in behaviour or sexually implicit/explicit behaviour
* Torn, stained or bloody underwear and/or unusual difficulty in walking or sitting
* Infections or sexually transmitted diseases
* Full or partial disclosure or hints of sexual abuse
* Self-harming

=== Psychological or emotional abuse ===
'''What this could include:'''
* emotional abuse
* threats of harm or abandonment
* deprivation of contact
* humiliation
* blaming
* controlling
* intimidation
* coercion
* harassment
* verbal abuse
* cyber bullying
* isolation
* unreasonable and unjustified withdrawal of services or supportive networks
'''Signs to look out for:'''
* Alteration in psychological state e.g. withdrawn, agitated, anxious, tearful
* Intimidated or subdued in the presence of the carer
* Fearful, flinching or frightened of making choices or expressing wishes
* Unexplained paranoia

=== Financial or material abuse ===
'''What this could include:'''
* theft
* fraud
* internet scamming
* coercion in relation to an adult's financial affairs or arrangements, including in connection with wills, property, inheritance or financial transactions
* the misuse or misappropriation of property, possessions or benefits
'''Signs to look out for:'''
* The disparity between assets and living conditions
* Unexplained withdrawals from accounts or disappearance of financial documents
* Sudden inability to pay bills
* Carers or professionals fail to account for expenses incurred on a person's behalf
* Recent changes of deeds or title to a property

=== Modern slavery ===
'''What this could include:'''
* slavery
* human trafficking
* forced labour and domestic servitude.
* traffickers and slave masters using whatever means they have at their disposal to coerce, deceive and force individuals into a life of abuse, servitude and inhumane treatment
'''Signs to look out for:'''
* They're rarely allowed to travel on their own
* Appear to be under the control of others
* Tend not to interact with other people
* Seem unfamiliar with their neighbourhood or where they work
* Have relationships which don't seem right – for example, a young teenager appearing to be the boyfriend/ girlfriend of a much older adult.
* restricted freedom of movement
* They don't have documents that would allow them to travel – passports, ID, etc.
* Limited opportunities to move freely
* Few personal possessions
* Wear the same clothes day-in-day-out.
* reluctance to seek help
* Avoiding eye contact
* Appearing frightened, or hesitant to talk to strangers
* Fear of law enforcers
* Fear of deportation
* Unsure who to trust or where to get help
* Fear of violence to them or their family

=== Discriminatory abuse ===
'''What this could include:'''
* harassment
* slurs or similar treatment:
** because of race
** gender and gender identity
** age
** disability
** sexual orientation
** religion
'''Signs to look out for:'''
* Inappropriate remarks, comments or lack of respect
* Poor quality or avoidance of care

=== Organisational or institutional abuse ===
'''What this could include:'''

Including neglect and poor care practice within an institution or specific care setting such as a hospital or care home, for example, or in relation to care provided in one's own home. This may range from one-off incidents to ongoing ill-treatment. It can be through neglect or poor professional practice as a result of the structure, policies, processes and practices within an organisation.

'''Signs to look out for:'''
* Lack of flexibility or choice over meals, bedtimes, visitors, phone calls etc
* Inadequate medical care and misuse of medication
* Inappropriate use of restraint
* Sensory deprivation e.g. denial of use of spectacles or hearing aids
* Missing documents and/or absence of individual care plans
* Public discussion of a private matter
* Lack of opportunity for social, educational or recreational activity

=== Neglect or acts of omission ===
'''What this could include:'''
* ignoring medical, emotional or physical care needs
* failure to provide access to appropriate health, care and support or educational services
* the withholding of the necessities of life, such as medication, adequate nutrition and heating
'''Signs to look out for:'''
* Malnutrition, weight loss and /or persistent hunger
* Poor physical condition, poor hygiene, varicose ulcers, pressure sores
* Being left in wet clothing or bedding and/or clothing in a poor condition
* Failure to access appropriate health, educational services or social care
* No callers or visitors

==== Self-neglect ====
'''What this could include:'''

This covers a wide range of behaviour neglecting to care for one's personal hygiene, health or surroundings and includes behaviour such as hoarding. It should be noted that self-neglect may not always prompt an enquiry under Section 42 of the Care Act. An assessment should be made on a case-by-case basis. A decision on whether a response is required under safeguarding will depend on the adult's ability to protect themselves by controlling their own behaviour. There may come a point when they are no longer able to do this, without external support.

== Appendix 8: Spotting safeguarding concerns in children ==

==== Child neglect ====
'''Definition:'''

Neglect is not meeting a child's basic physical and psychological needs (Department for Education, 2018; Department of Health, 2017; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020).

It is a form of child abuse that can have serious and long-lasting impacts on a child's life - it can cause serious harm and even death.

The four main types of neglect are:

* physical neglect: not meeting a child's basic needs, such as food, clothing or shelter; not supervising a child adequately or providing for their safety
* educational neglect: not making sure a child receives an education
* emotional neglect: not meeting a child's needs for nurture and stimulation, for example by ignoring, humiliating, intimidating or isolating them
* medical neglect: not providing appropriate health care (including dental care), refusing care or ignoring medical recommendations (Horwath, 2007).

Neglect can happen at any age, sometimes even before a child is born. If a mother has mental health problems or misuses substances during pregnancy, for example, she may neglect her own health and this can damage a baby's development in the womb (Haynes et al, 2015).

'''Signs to look out for:'''

Children who are neglected may:
* Live in an unsuitable home environment, for example in a house that isn't heated throughout winter
* Be left alone for a long time
* Be smelly or dirty
* Wear clothing that hasn't been washed and/or is inadequate (for example, not having a winter coat)
* Seem particularly hungry, seem not to have eaten breakfast or have no packed lunch/lunch money
* Suffer from poor health, including:
** Untreated injuries
** Medical and dental issues
** Repeated accidental injuries due to lack of supervision
** Untreated and/or recurring illnesses or infections
** Long term or recurring skin sores, rashes, flea bites, scabies or ringworm
** Anaemia
* Babies and young children may:
** Have frequent and untreated nappy rash
** Be failing to thrive (not reaching developmental milestones and/or not growing at an appropriate rate for their age)
* Display unusual or changed behaviour, including:
** Poor language, communication or social skills
** Withdrawing suddenly or seeming depressed
** Appearing anxious
** Becoming clingy
** Aggression
** Obsessive behaviour
** Signs of self-harm
** Being particularly tired
** Difficulty concentrating or participating in activities
** Changes in eating habits
** Missing school
** Starting using drugs or alcohol
** Not being brought to medical appointments such as vaccinations or check-ups

=== Child sexual abuse (CSA) ===
'''Definition:'''

Child sexual abuse (CSA) is when a child is forced or persuaded to take part in sexual activities. This may involve physical contact or non-contact activities and can happen online or offline (Department for Education, 2018; Department of Health 2017; Scottish Government, 2021a; Wales Safeguarding Procedures Project Board, 2020). Children and young people may not always understand that they are being sexually abused.

'''Contact abuse''' involves activities where an abuser makes physical contact with a child. It includes:

* sexual touching of any part of the body, whether the child is wearing clothes or not
* forcing or encouraging a child to take part in sexual activity
* making a child take their clothes off or touch someone else's genitals
* rape or penetration by putting an object or body part inside a child's mouth, vagina or anus.

'''Non-contact abuse''' involves activities where there is no physical contact. It includes:

* flashing at a child
* encouraging or forcing a child to watch or hear sexual acts
* not taking proper measures to prevent a child being exposed to sexual activities by others
* making a child masturbate while others watch
* persuading a child to make, view or distribute child abuse images (such as performing sexual acts over the internet, sexting or showing pornography to a child)
* making, viewing or distributing child abuse images
* allowing someone else to make, view or distribute child abuse images
* meeting a child following grooming with the intent of abusing them (even if abuse did not take place)
* sexually exploiting a child for money, power or status (child sexual exploitation).
'''Signs to look out for:'''

'''Physical indicators include:'''

* Bruising
* Bleeding
* Discharge
* Pain or soreness in the genital or anal area
* Sexually transmitted infections
* Pregnancy at a young age

'''Emotional and behavioural indicators include:'''

* Being afraid of and/or avoiding a particular person (including a family member or friend)
* Having nightmares or bed-wetting
* Being withdrawn
* Alluding to 'secrets'
* Self-harming
* Running away from home
* Developing eating problems
* Displaying sexualised behaviour or having sexual knowledge that's inappropriate for their stage of development
* Misusing drugs or alcohol

==== Child sexual exploitation ====
'''Definition:'''

Child sexual exploitation (CSE) is a type of child sexual abuse. It occurs where an individual or group takes advantage of an imbalance of power to coerce, manipulate or deceive a child or young person under the age of 18 into sexual activity (Department for Education, 2017; NIdirect, 2021; Scottish Government, 2018; Wales Safeguarding Procedures Project Board, 2020a).

Children and young people in sexually exploitative situations and relationships are persuaded or forced to perform sexual activities or have sexual activities performed on them in return for gifts, drugs, money or affection.

CSE can take place in person, online, or using a combination of both.

Perpetrators of CSE use a power imbalance to exploit children and young people. This may arise from a range of factors including:

* Age
* Gender
* sexual identity
* cognitive ability
* physical strength
* status
* access to economic or other resources (Department of Education, 2017).

Sexual exploitation is a hidden crime. Young people have often been groomed into trusting their abuser and may not understand that they're being abused. They may depend on their abuser and be too scared to tell anyone what's happening because they don't want to get them in trouble or risk losing them. They may be tricked into believing they're in a loving, consensual relationship.

Some children and young people are trafficked into or within the UK for sexual exploitation.

===== Child sexual exploitation online =====
When sexual exploitation happens online, young people may be persuaded or forced to:

* have sexual conversations by text or online
* send or post sexually explicit images of themselves
* take part in sexual activities via a webcam or smartphone (Hamilton-Giachritsis et al, 2017).

Abusers may threaten to send images, video or copies of conversations to the young person's friends and family unless they take part in further sexual activity. Images or videos may continue to be shared long after the sexual abuse has stopped.

'''Signs to look out for:'''

'''Behavioural signs include:'''

* Displaying inappropriate sexualised behaviour for their age
* Being fearful of certain people and/or situations
* Displaying significant changes in emotional wellbeing
* Being isolated from peers/usual social networks
* Being increasingly secretive
* Having money or new things (such as clothes or a mobile phone) that they can't explain
* Spending time with older individuals or groups
* Being involved with gangs and/or gang fights
* Calling an older person their 'boyfriend' or 'girlfriend'
* Missing school and/or falling behind with schoolwork
* Persistently returning home late
* Returning home under the influence of drugs/alcohol
* Going missing from home or care
* Being involved in petty crime such as shoplifting
* Spending a lot of time at hotels or places of concern, such as known brothels
* Not knowing where they are, because they have been trafficked around the country
'''Physical signs include:'''
* Unexplained physical injuries and other signs of physical abuse
* Changed physical appearance – for example, weight loss
* Scars from self-harm
* Repeat sexually transmitted infections
* Pregnancy
* Pregnancy terminations

=== Harmful sexual behaviour ===
'''Definition:'''

Harmful sexual behaviour (HSB) is developmentally inappropriate sexual behaviour displayed by children and young people which is harmful or abusive.

Peer-on-peer sexual abuse is a form of HSB where sexual abuse takes place between children of a similar age or stage of development. Child-on-child sexual abuse is a form of HSB that takes place between children of any age or stage of development.

Problematic sexual behaviour (PSB) is developmentally inappropriate or socially unexpected sexualised behaviour which doesn't have an overt element of victimisation or abuse.

=== Bullying ===
'''Definition:'''

Bullying is when individuals or groups seek to harm, intimidate or coerce someone who is perceived to be vulnerable (Oxford English Dictionary, 2021).

It can involve people of any age, and can happen anywhere – at home, school or using online platforms and technologies (cyberbullying). This means it can happen at any time.

Bullying encompasses a range of behaviours which may be combined and may include the behaviours and actions we have set out below.

'''Verbal abuse:'''

* name-calling
* saying nasty things to or about a child or their family.

'''Physical abuse:'''

* hitting a child
* pushing a child
* physical assault.

'''Emotional abuse:'''

* making threats
* undermining a child
* excluding a child from a friendship group or activities.

'''Cyberbullying/online bullying:'''

* a child from online games, activities or friendship groups
* sending threatening, upsetting or abusive messages
* creating and sharing embarrassing or malicious images or videos
* 'trolling' - sending menacing or upsetting messages on social networks, chat rooms or online games
* voting for or against someone in an abusive poll
* setting up hate sites or groups about a particular child
* creating fake accounts, hijacking or stealing online identities to embarrass a young person or cause trouble using their name.

Bullying can be a form of discrimination, particularly if it is based on a child's disability, race, religion or belief, gender identity or sexuality.

'''Signs to look out for:'''

Indicators that a child could be experiencing bullying include:

* Being reluctant to go to school
* Being distressed or anxious
* Losing confidence and becoming withdrawn
* Having problems eating and/or sleeping
* Having unexplained injuries
* Changes in appearance
* Changes in performance and/or behaviour at school
* Not spending time with their usual group of friends
* Becoming isolated
* Change in other children's behaviour towards a child

=== Online abuse ===
'''Definition:'''

Online abuse is any type of abuse that happens on the internet, facilitated through technology like computers, tablets, mobile phones and other internet-enabled devices (Department for Education, 2018; Department of Health, 2017; Scottish Government, 2021; Welsh Assembly Government, 2018).

It can happen anywhere online that allows digital communication, such as:

* social networks
* text messages and messaging apps
* email and private messaging
* online chats
* comments on live streaming sites
* voice chat in games.

Children and young people can be revictimised (experience further abuse) when abusive content is recorded, uploaded or shared by others online. This can happen if the original abuse happened online or offline.

Children and young people may experience several types of abuse online:

* bullying/cyberbullying
* emotional abuse (this includes emotional blackmail, for example pressuring children and young people to comply with sexual requests via technology)
* sexting (pressure or coercion to create sexual images)
* sexual abuse
* sexual exploitation.

Children and young people can also be groomed online: perpetrators may use online platforms to build a trusting relationship with the child in order to abuse them. This abuse may happen online or the perpetrator may arrange to meet the child in person with the intention of abusing them.

'''Signs to look out for:'''

A child who is experiencing abuse online may:

* Spend much more or much less time than usual online, texting, gaming or using social media
* Be withdrawn, upset or outraged after using the internet or texting
* Be secretive about who they're talking to and what they're doing online or on their mobile phone
* Have lots of new phone numbers, texts or e-mail addresses on their mobile phone, laptop or tablet

=== Physical abuse ===
'''Definition:'''

Physical abuse is defined as deliberately hurting a child and causing physical harm (Department of Health, 2017; Department for Education, 2018; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020). It includes injuries such as:

* Bruises
* broken bones
* burns
* cuts.

It may involve:

* hitting
* kicking
* shaking
* throwing
* poisoning
* burning
* scalding
* drowning
* any other method of causing non-accidental harm to a child.

Physical abuse may also happen when a parent or carer fabricates the symptoms of, or deliberately induces, illness in a child. This is known as Fabricated or Induced Illness (FII) (Department for Education, 2018; Department of Health Social Services and Public Safety, 2017; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020).

Breast ironing or breast flattening, a practice of using hard or heated objects to suppress or reverse the growth of breasts, is a recognised form of child abuse (Crown Prosecution Service, 2019).

'''Signs to look out for:'''

Bumps and bruises don't necessarily mean a child is being physically abused – all children have accidents, trips and falls. These injuries tend to affect bony areas of the body such as elbows, knees and shins and aren't usually a cause for concern. However, some injuries are more likely to indicate physical abuse.

'''Signs and indicators'''

'''Bruises:'''

* commonly on the head but also on the ear, neck or soft areas (abdomen, back and buttocks).
* defensive wounds commonly on the forearm, upper arm, back of the leg, hands or feet.
* clusters of bruises on the upper arm, outside of the thigh or on the body.
* bruises with dots of blood under the skin.
* a bruised scalp and swollen eyes from hair being pulled violently.
* bruises in the shape of a hand or object
* bruises on non-mobile babies (babies who cannot crawl, cruise, bottom shuffle or roll over).

'''Burns or scalds:'''

* can be from hot liquids, hot objects, flames, chemicals or electricity.
* these may be on the hands, back, shoulders or buttocks. Scalds in particular may be on lower limbs, both arms and/or both legs.
* a clear edge to the burn or scald
* sometimes in the shape of an implement – for example, a circular cigarette burn
* multiple burns or scalds.

'''Bite marks:'''

* usually oval or circular in shape
* visible wounds, indentations or bruising from individual teeth.

'''Fractures or broken bones:'''

* fractures to the ribs or the leg bones in babies
* multiple fractures or breaks at different stages of healing.

'''Signs of head injury in an infant:'''

* visible signs such as swelling, bruising or fractures
* unusual behaviour – being irritable, lethargic, unresponsive or not wanting to feed
* seizures
* vomiting
* respiratory problems
* being comatose.

Not all head injuries are caused by abuse. There are also other medical reasons a baby may have these symptoms.

'''Behavioural changes'''

* fear of specific individuals
* flinching when approached or touched
* reluctance to get changed in front of others or wearing long sleeves or trousers in hot weather
* depression or withdrawn behaviour.

=== Female genital mutilation (FGM) ===
'''Definition:'''

Female genital mutilation (FGM) is the partial or total removal of the external female genitalia for non-medical reasons. It's also known as female circumcision or cutting.

FGM is often performed by someone with no medical training who uses instruments such as a knife, scalpel, scissors, glass or razor blade. Children are rarely given anaesthetic or antiseptic treatment and are often forcibly restrained.

The age at which FGM is carried out varies. It may take place:

* when a female baby is newborn
* during childhood or adolescence
* just before marriage
* during pregnancy.

There are four main types of FGM:

* Type 1 (clitoridectomy) – removing part or all of the clitoris.
* Type 2 (excision) – removing part or all of the clitoris and cutting the inner and/or outer labia.
* Type 3 (infibulation) – narrowing the vaginal opening.
* Type 4 – other harmful procedures to the female genitals including pricking, piercing, cutting, scraping or burning (NHS Choices, 2021).

Labia elongation (also referred to as labia stretching or labia pulling) involves stretching the labia minora, sometimes using sticks, harnesses or weights (AFRUCA, 2016).

FGM is child abuse and is illegal in the UK. It can be extremely dangerous and can cause:

* severe pain
* shock
* bleeding
* infection such as tetanus, HIV and hepatitis B and C
* organ damage
* blood loss and infections
* death in some cases.

Sometimes religious, social and cultural reasons are given to justify FGM, however it's a dangerous practice and can cause long-lasting health problems that continue throughout a child's life, including:

* incontinence or difficulties urinating
* frequent or chronic vaginal, pelvic or urinary infections
* menstrual problems
* kidney damage and possible kidney failure
* cysts and abscesses
* pain during sex
* infertility
* complications during pregnancy and childbirth
* emotional and mental health problems (NHS Choices, 2021).
'''Signs to look out for:'''

A child at immediate risk of FGM may ask you directly for help. But even if they don't know what's going to happen, there may be other signs. You may become aware of:

* A relative or 'cutter' visiting from abroad
* A special occasion or ceremony to 'become a woman' or prepare for marriage
* A female relative being cut – a sister, cousin, or an older female relative such as a mother or aunt
* A family arranging a long holiday or visit to family overseas during the summer holidays
* Unexpected, repeated or prolonged absence from school
* A girl struggling to keep up in school and the quality of her academic work declining
* A child running away from or planning to leave home.

A child or woman who's had female genital mutilation (FGM) may:

* Have difficulty walking, standing or sitting
* Spend longer in the bathroom or toilet
* Appear withdrawn, anxious or depressed
* Display unusual behaviour after an absence from school or college
* Be particularly reluctant to have routine medical examinations
* Ask for help, but may not be explicit about the problem due to embarrassment or fear.

=== Domestic abuse ===
'''Definition:'''

Domestic abuse is any type of controlling, coercive, threatening behaviour, violence or abuse between people who are, or who have been in a relationship, regardless of gender or sexuality. It can also happen between adults who are related to one another and can include physical, sexual, psychological, emotional or financial abuse.

Each UK nation has its own definition of domestic abuse for professionals who are working to prevent domestic abuse and protect those who have experienced it (Department of Health, Social Services and Public Safety, 2016; Home Office, 2013; Police Scotland and the Crown Office and Procurator Fiscal Service, 2019; Welsh Government, 2019).

Domestic abuse can include:

* sexual abuse and rape (including within a relationship)
* punching, kicking, cutting, hitting with an object
* withholding money or preventing someone from earning money
* taking control over aspects of someone's everyday life, which can include where they go and what they wear
* not letting someone leave the house
* reading emails, text messages or letters
* threatening to kill or harm them, a partner, another family member or pet.

Domestic abuse can happen to anyone at any time. However, certain events and times of year are associated with an increased risk of abuse. For example, data shows that reports of domestic abuse increase during major football tournaments (NSPCC, 2022; Ivandic, 2022; Kirby,2013; Brimicombe, 2012).

'''Witnessing and experiencing domestic abuse'''

Domestic abuse always has an impact on children. Being exposed to domestic abuse in childhood is child abuse.

Children may experience domestic abuse directly, but they can also experience it indirectly by:

* hearing the abuse from another room
* seeing someone they care about being injured and/or distressed
* finding damage to their home environment like broken furniture
* being hurt from being caught up in or trying to stop the abuse
* not getting the care and support they need from their parents or carers as a result of the abuse (Holt, Buckley and Whelan, 2008).
'''Signs to look out for:'''

Domestic abuse can happen in any relationship. It can continue even after the relationship has ended, for example during contact visits, over the phone or on social media.

People of all genders can be abused or be abusers.

Teenagers can also experience abuse in their own relationship (Barter et al, 2009).

It can be difficult to tell if domestic abuse is happening, because perpetrators can act very differently when other people are around.

You might notice changes in a child's patterns of behaviour, for example if they aren't doing as well in school as they used to. Or they might display behaviour that the adults around them perceive to be challenging.

'''Signs of anxiety'''

Children who experience domestic abuse might feel constantly stress or on alert. They might be afraid of what's happening at home. This might all feel 'normal' to them if they have lived with domestic abuse for a long time.

You might notice children showing signs of anxiety or fear.

=== Child trafficking and modern slavery ===
'''Definition:'''

Child trafficking is child abuse. It's defined as recruiting, moving, receiving and harbouring children for the purpose of exploitation (HM Department for Education (DfE) and Home Office, 2011; Department of Health, Social Services and Public Safety and Police Service of Northern Ireland, 2011; Scottish Government, 2013; Wales Safeguarding Procedures Project Board, 2020).

Child trafficking is a form of modern slavery (HM Government, 2014).

Many children are trafficked into the UK from overseas, but children can also be trafficked from one part of the UK to another.

Children are trafficked for:

* child sexual exploitation
* criminal activity, including:
** cannabis cultivation
** street crime - such as pickpocketing, begging and bag theft
** moving drugs
** benefit fraud
** immigration fraud
** selling pirated goods, such as DVDs
* forced marriage
* domestic servitude, including:
** cleaning
** childcare
** cooking
* forced labour, including working in:
** restaurants
** nail bars
** factories
** agriculture
* illegal adoption
* unreported private fostering arrangements (for any exploitative purpose).

This list is not exhaustive and children who are trafficked are often exploited in more than one way.

'''How child trafficking happens'''

Traffickers may use grooming techniques to gain the trust of a child, family or community. They may trick, force or persuade children to leave their homes.

Child trafficking can involve a network of organised criminals who recruit, transport and exploit children and young people within or across borders. Some people in the network might not be directly involved in trafficking a child but play a part in other ways – such as falsifying documents, bribery, owning or renting premises, or money laundering (Europol, 2011).

Child trafficking can also be organised by individuals and children's own families.

'''Signs to look out for:'''

Children who are trafficked are intentionally hidden and isolated from the services and communities who can identify and protect them. While identification may be difficult, there will be signs that you can watch for.

'''Children who have been trafficked or are at risk of being trafficked''' may:

* Have to do excessive housework chores
* Rarely leave the house and have limited freedom of movement
* Not have any documents (or have falsified documents)
* Give a prepared story which is very similar to stories given by other children
* Be unable or reluctant to give details of accommodation or personal details
* Not be registered with a school or a GP practice
* Have a history with missing links and unexplained moves
* Be cared for by adults who are not their parents or carers
* Not have a good quality relationship with their adult carers
* Be one among a number of unrelated children found at one address
* Receive unexplained or unidentified phone calls whilst in a care placement or temporary accommodation

Signs an '''adult may be trafficking a child''' include:

* Making multiple visa applications for different children
* Acting as a guarantor for multiple visa applications for children
* Having previously acted as the guarantor on visa applications for visitors who have not left the UK when the visa expired.

=== County lines ===
'''Definition:'''

County lines is a form of criminal exploitation where urban gangs persuade, coerce or force children and young people to store drugs and money and/or transport them to suburban areas, market towns and coastal towns (Home Office, 2018). It can happen in any part of the UK and is against the law and a form of child abuse.

Children and young people may be criminally exploited in multiple ways. Other forms of criminal exploitation include child sexual exploitation, trafficking, gang and knife crime.

County lines gangs are highly organised criminal networks that use sophisticated, frequently evolving techniques to groom young people and evade capture by the police.

Perpetrators use children and young people to maximise profits and distance themselves from the criminal act of physically dealing drugs (National Crime agency, 2019). Young people do the majority of the work and take the most risk.

Dedicated mobile phone lines or "deal lines" are used to help facilitate county lines drug deals. Phones are usually cheap, disposable and old fashioned, because they are changed frequently to avoid detection by the police.

Gangs use the phones to receive orders and contact young people to instruct them where to deliver drugs. This may be to a local dealer or drug user, or a dealer or drug user in another county.

Phrases that young people may use to refer to county lines include:

* 'running a line',
* 'going OT/out there'
* 'going country'
* 'going cunch'.

These all refer to going out of town to deliver drugs or money (Thurrock Council, 2020).

'''Grooming'''

The grooming process involves the gang:

* seeking out a child to exploit
* observing the child for vulnerabilities
* finding out what the child's needs and wants are
* manipulating the child into believing that being in the gang can fulfil these needs.

Once they have identified a child, the gang will make some form of contact and the grooming process will begin. This could be in person or via mobile phone. Social media profiles may also be used to glamourise gang life and entice young people.

Some children are groomed through family members, for instance if they have a sibling or relative who is already involved with a county lines gang.

County lines gangs offer money and status to attract young people. Children may also be attracted to joining a gang by the prospect of belonging to a 'family' that will protect them if their own family feels unstable or unsafe.

The following have been identified as key places where county lines gangs target and approach vulnerable young people:

* schools and further and higher educational institutions
* special educational needs schools
* places for alternative provision outside of mainstream education
* foster homes
* homeless shelters.

Once a child is part of a county lines gang their loyalty and commitment will be tested. The gang will begin to trap the child by making them feel powerless to leave. This might include threats of violence if they leave, making the child feel like they are betraying their new 'family', or telling the child they will get in trouble if they seek help because they have committed a criminal offence (Children's Society, 2019).

'''Signs to look out for:'''

The following signs may indicate that a child is being exploited by a county lines gang:

* Frequently going missing from school, home or care
* Travelling to locations, or being found in areas they have no obvious connections with, including seaside or market towns
* Unwillingness to explain their whereabouts
* Acquiring money, clothes, accessories or mobile phone which they seem unable to account for
* Receiving excessive texts or phone calls at all hours of the day
* Having multiple mobile phone handsets or sim cards
* Withdrawing or having sudden changes in personality, behaviour or the language they use
* Having relationships with controlling or older individuals or groups
* Unexplained injuries
* Carrying weapons
* Significant decline in school results or performance
* Being isolated from peers or social networks
* Associating with or being interested in gang culture
* Self-harming or having significant changes in mental health.
'''Prevention and Protective Measures'''

Handcrafted recognises that preventing county lines and wider criminal exploitation requires proactive, consistent and multi-agency safeguarding practice, and is committed to reducing risk, identifying concerns early, and strengthening protective factors for children and young people.

* '''Regular, trusted conversations''': Staff hold frequent supportive conversations with young people to explore wellbeing, safety, and any emerging concerns.
* '''Vigilance and early identification''': Staff remain alert to changes in behaviour, routines, relationships, or presentation that may indicate exploitation.
* '''Staff training and professional curiosity''': Staff are trained to recognise exploitation and are expected to question and follow up anything that does not feel right.
* '''Clear reporting and escalation pathways''': All concerns are recorded and shared promptly in line with safeguarding procedures.
* '''Multi-agency working''': Handcrafted works with the child’s social worker, police, education providers, health services, youth offending services and exploitation teams to share information and reduce risk.
* '''Support during missing episodes''': Staff respond to and follow up missing episodes in line with Handcrafted’s Missing Child Policy and local safeguarding procedures.
* '''Building protective factors''': Support plans focus on strengthening resilience, stability, and positive relationships.
* '''Safe accommodation management''': Accommodation is managed to limit unauthorised access and reduce opportunities for exploitation.
* '''Listening to the child’s voice''': Young people are encouraged and supported to speak up about worries without fear of blame.

=== Emotional abuse ===
'''Definition:'''

Emotional abuse is the ongoing emotional maltreatment of a child, which can have a sever and persistent negative effect on the child's emotional health and development. It's also known as psychological abuse.

Exposing a child to aggression, cruelty or abuse between others is also a form of emotional abuse.

Most forms of abuse include an emotional element, but emotional abuse can also happen on its own.

Children can be emotionally abused by anyone:

* Parents or carers
* Family members
* Other adults
* Other children.

There are several categories of emotional abuse. These include:

'''Emotional neglect'''

* ignoring the child
* not showing affection
* not responding to a child's emotional needs.

'''Rejection'''

* telling a child they aren't good enough
* physical abandonment
* excluding the child from activities
* not listening to a child or letting them express their views
* belittling a child
* not communicating with the child.

'''Isolating'''

* putting unreasonable limitations on a child's freedom
* restricting or preventing social interaction.

'''Manipulation'''

Coercing or persuading a child to take part in activities that:

* they aren't comfortable with
* aren't appropriate for their age or stage of development
* are unsafe.

Gaslighting is also a form of manipulation. This is where perpetrators make someone doubt their own perception, judgment and/or memory.

'''Terrorising'''

* threatening violence
* deliberately frightening a child
* deliberately putting a child in a dangerous situation.

'''Bullying'''

* verbal humiliation
* name-calling
* undermining or mocking a child.
* Physical bullying can also have emotional effects.
'''Signs to look out for:'''

Children who have been emotionally abused may:

* Lack confidence and have low self-esteem
* Be withdrawn and very quiet
* Experience mental health issues
* Have a language delay
* Struggle to focus and concentrate on tasks
* Struggle to make or maintain relationships
* Display behaviour perceived to be aggressive or hostile
* Seem isolated from their parents, carers and peers
* Lack social skills or have few, if any, friends.

== Appendix 9: Low-level concerns ==
All Handcrafted staff are subjected to thorough checks at their induction, and receive frequent training, including regular safeguarding training.

However, there remains a very low likelihood that circumstances could arise where a member of Handcrafted staff poses a risk to the safety or wellbeing of a trainee, or where a safeguarding allegation could be made against a member of staff.

Handcrafted is committed to creating an environment of honesty, trust and accountability. Trainees and staff should be made to feel comfortable in challenging inappropriate behaviour and identifying risks, including among other Handcrafted staff.

=== Examples of low-level concerns ===
Low-level concerns are actions by staff that are inconsistent with the staff handbook but do not meet the threshold for formal safeguarding referrals. Examples may include: being overly friendly with trainees, showing favoritism, engaging in one-on-one interactions in secluded areas, using inappropriate language, taking photos of children on personal devices, or failing to maintain appropriate professional boundaries. While these behaviors may not indicate immediate harm, they require prompt reporting and intervention to prevent escalation and maintain a safe environment for all.

=== Reporting concerns and allegations ===
* If somebody is in immediate danger, you should always call 999 straight away and ask for the police.

* Otherwise:

Concerns should in the first instance be reported in line with the standard procedure, to the HSO/HDSO. However, in some cases, this may not be possible, either if the HSO/HDSO are implicated in the case, or if the person reporting the concern does not feel comfortable reporting this internally to Handcrafted. In such a case, the person should report the concern using the standard multi-agency procedures of the Durham or Gateshead local authority.

A concern reported to the HSO/HDSO will be marked as a '''low-level concern''' if it is decided that the member of staff acted in a way that was not consistent with the staff handbook, but it is not necessary to escalate the situation by reporting it externally. A note will be made of the concern and the member of staff who was implicated, and any action taken. This will be kept securely in accordance with the Handcrafted Data Privacy Notice.

A concern will be marked as an '''allegation''' if it is deemed necessary to escalate the situation by reporting the concern externally, or if the concern was reported externally in the first instance. An allegation must be reported to the local authority safeguarding board. Handcrafted is committed to actively cooperating with any investigations that arise from such a report.

If a staff member is found to have acted in a way that is inconsistent with the staff handbook, then disciplinary action will be taken against them as stipulated in their contract.

== Appendix 10: Multi-agency partnerships ==
Handcrafted is committed to working with other agencies who are seeking to safeguard vulnerable adults and children. Contact details for such agencies can be found in the Handcrafted Safeguarding Policy, 3.7, or in Appendices 12-13.

Where a multi-agency approach is taken in a particular safeguarding case, Handcrafted is committed to cooperating with the other agencies which are involved. Handcrafted and other agencies will work together to ensure that all agencies can at all times adhere to their own policies and procedures while acting in the best interests of beneficiaries. Handcrafted will not intentionally or knowingly impede the progress of any investigation into a safeguarding case that is deemed necessary by a statutory body.

== Appendix 11: What to do if you have a safeguarding concern ==

=== Reporting internally ===
If you have a safeguarding concern about somebody, or they make a disclosure to you, you should:

# Call 999 and ask for the police, if there is immediate danger of harm to the trainee.
# Support the trainee as far as you are able to within the bounds of Handcrafted's services and your job description. Your support should be person-centred, holistic and empowering, as far as possible.
# Make a written record of the concern straight away and keep it in a secure place.
# Write a Contact Record on Airtable, giving an account of your contact with the trainee. You should tick the 'Safeguarding' box near the end of the form, and in the written section explain why there is a safeguarding concern and any decision/action you have taken.
# The Contact Record will automatically be flagged for immediate review by the HSO/HDSO. It will appear in the Safeguarding Database on Airtable.
# If the HSO/HDSO believes that further action should be taken to minimise the risk of harm to the trainee, they will contact you to discuss this. They will offer advice and guidance so that you can collaboratively determine the next steps and incorporate them into a support plan for the trainee.
# Once the next steps have been determined, or if a further discussion was not necessary, the HSO/HDSO will fill in the 'Safeguarding Review' textbox for that Contact Record, which they have access to via the Safeguarding Database.

=== Raising a concern externally ===

If:

* You have discussed a safeguarding concern with the HSO/HDSO, and you agreed that this should be reported externally to another agency;

Or:

* You decide independently, with good reason, that a safeguarding concern should be reported externally to another agency;

You should:

# Support the trainee as far as you are able to within the bounds of Handcrafted's services and your job description. Your support should be person-centred, holistic and empowering, as far as possible.
# Contact the relevant agency or authority, using the contacts found in the Handcrafted Safeguarding Policy, 3.7, or Appendices 12-13.
# Maintain the confidentiality of all trainees involved in the incident and, as much as is reasonably possible, anybody else who has requested to remain anonymous, in accordance with the Handcrafted Data Privacy Notice and Handcrafted Confidentiality Policy and Guidance
# Cooperate with other agencies who are involved in the case. You should set clear expectations with them about what level of support Handcrafted can and cannot offer to trainees involved in the incident. You should take on board the advice of representatives of other agencies and discuss this with the HSO if you have queries about it.

=== LADO reporting procedures ===
The HSO/HDSO, safeguarding deputy or senior manager should review all concerns and determine whether they meet the harm or risk of harm threshold, constituting an allegation. If the threshold is met, a referral to the Local Authority Designated Officer (LADO) must be made within one working day. Where uncertainty exists about whether the threshold is met, advice should be sought from the LADO. In urgent cases involving immediate risk to a child, Police (999 for emergencies, 101 for non-emergencies) and/or the Emergency Duty Team should be contacted first, with the LADO informed as soon as possible thereafter.

=== Ofsted reporting for registered supported accommodation ===
When an allegation, safeguarding concern, or serious incident involves a resident under the age of 18 living in Ofsted-registered supported accommodation, Handcrafted recognises its statutory duty to notify Ofsted in line with the Supported Accommodation (England) Regulations 2023.

The Registered Young People’s Manager holds responsibility for determining whether an incident meets the threshold for regulatory notification. Some incidents may not meet the criteria for a LADO referral but may still be considered serious in the context of supported accommodation and therefore require notification to Ofsted. This regulatory reporting requirement runs alongside, and does not replace, Handcrafted’s internal safeguarding procedures, including referrals to the local authority, police, or LADO where appropriate.

In accordance with Regulation 27, Handcrafted will notify Ofsted '''without delay''' where serious events occur, including (but not limited to):

* The death of a child accommodated within the service;
* Allegations of abuse or serious misconduct relating to the service or a person working for Handcrafted;
* Serious safeguarding incidents involving exploitation, criminal activity, or significant harm or risk of harm to a child;
* Police involvement in incidents that Handcrafted considers serious;
* The initiation or conclusion of child protection enquiries relating to a resident;
* Any other incident that the Registered Young People’s Manager judges to be serious and requiring regulatory oversight.

Handcrafted will ensure that notifications are made promptly, confirmed in writing where required, and include clear information about the nature of the incident, actions taken, and any agencies already involved. Where required, notifications will also be shared with relevant external bodies, including the accommodating authority and safeguarding partners.

All regulatory notifications are recorded internally and reviewed to support learning, accountability, and continuous improvement in safeguarding practice. This process supports Handcrafted’s commitment to transparency, effective safeguarding, and the ongoing safety and welfare of children living in supported accommodation.

=== Record-keeping ===
Handcrafted keeps an online record for every trainee, which includes some basic personal information, referral reasons and a regularly updated risk assessment. Handcrafted also keeps a Contact Record of each engagement that a trainee makes with its services. Records of safeguarding concerns are made within the Contact Record online form. They are stored on the Airtable online system, in that trainee's Contact Records, and a shortcut is linked to the Safeguarding Database on Airtable.

== Appendix 12: External contacts for support and advice ==

==== Gateshead Safeguarding Adults Board ====
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

==== Gateshead Safeguarding Children Partnership ====
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

==== Durham Safeguarding Adults Partnership ====
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

==== Durham Safeguarding Children Partnership ====
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

==== NSPCC ====
<nowiki>https://nspcc.org.uk</nowiki>

==== Thirtyone:eight ====
Safeguarding helpline: 0303 003 1111

Website: thirtyoneeight.org

==== Children's Commissioner ====
email: help.team@childrenscommissioner.gov.uk.

You can also call free on 0800 528 0731. If you cannot get through, please call switchboard on 020 7783 8330 and ask to be put through to Help at Hand.

==== Ofsted ====
Website: https://contact.ofsted.gov.uk/contact-us

=== External contacts for reporting incidents ===

==== Gateshead Safeguarding Adults Board ====
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

==== Gateshead Safeguarding Children Partnership ====
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

==== Durham Safeguarding Adults Partnership ====
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

==== Durham Safeguarding Children Partnership ====
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

==== Sunderland Safeguarding Children Partnership (SSCP) ====

;* Telephone: 0191 561 7007 (Children’s Safeguarding)
;* Out of hours / Emergency Duty Team: 0191 520 5560
;* [https://www.safeguardingchildrensunderland.com/ Sunderland Safeguarding Children Partnership]

==== Police ====
Emergency: 999

Non-emergency: 101

If somebody is in immediate danger, you should always call 999 straight away and ask for the police.

==== Mental Health Services ====
Tees Esk and Wear Valley NHS Foundation Trust Crisis Resolution and Home Treatment Team: 0800 0516 171

Newcastle and Gateshead Crisis Resolution and Home Treatment Team: 0800 652 2863 / 0191 814 8899, or by text 07919 228 548 for people who are Deaf and/or have communication difficulties.

== Appendix 13: Practice Guidelines ==
As an organisation working with vulnerable adults and children, we wish to operate and promote good working practices. This will enable us to support trainees and residents, develop good relationships and minimise the risk of false accusations. Practice guidelines and related policies are available to all workers in the Policies and Guidelines folder on the shared drive. These include:

* Record Keeping Guidelines - How to make sure that your written records are accurate and relevant
* Lone Working Policy - How to protect yourself and others from risk of harm or false allegations in the context of lone working
* Confidentiality Guidance - How to handle confidentiality issues and what to do in cases where a trainee or resident discloses something that you will need to act upon.

== Appendix 14: Relevant Legislation ==

{| class="wikitable"
! Section
! Details
|-
| Our Governing Documents
| Handcrafted is a Registered Charity No. 1146188 and a Registered Company No. 07884740.
This policy upholds the [[Handcrafted's Charitable Objects|charitable objects and articles]] of incorporation of Handcrafted.
|-
| Current Legislation Relevant to This Policy
|
* '''Safeguarding Children'''
** Children Acts (1989 & 2004)
** Children and Families Act 2014
** Children and Social Work Act 2017
** Working together to safeguard children (2018)
** What to do if you are worried a child is being abused: advice for practitioners (Department for Education, 2015)
** Protection of Children Act 1999
** Safeguarding Vulnerable Groups Act 2006
** Protection of Freedoms Act 2012
** Disqualification under the Childcare Act 2006 (2018 amended)
** Sexual Offences Act 2003
** The Safe Network Standards (NSPCC website)
** Keeping children safe during community activities, after-school clubs and tuition (https://www.gov.uk/government/publications/keeping-children-safe-in-out-of-school-settings-code-of-practice)
** Keeping children safe in education 2021
** FGM duty guidance
** Domestic Abuse Act 2021

* '''Safeguarding Adults'''
** The Care Act 2014
** Human Rights Act 1998
** Care Standards Act 2000
** Mental Capacity Act 2005
** Deprivation of Liberty Safeguards 2007
** Sexual Offences Act 2003
** Police and Criminal Evidence Act 1984
** Fraud Act 2006
** Public Interest Disclosure Act 1998
** Health and Social Care Act 2008
** Disclosure and Barring Service (DBS)
** Multi-Agency Public Protection Arrangements (MAPPA)
** Multi-Agency Risk Assessment Conference (MARAC)

* '''Local Authority Guidance and Procedures'''
** Durham Safeguarding Children Partnership (DSCP): https://durham-scp.org.uk/
** Durham County Council: https://www.durham.gov.uk/article/2361/Keeping-children-safe
** Durham County Council Procedures, Practice Guidance and Tools for Adult Social Care: https://durhamadults.trixonline.co.uk/chapter/safeguarding-adults
** Sunderland Safeguarding Adults Board: https://www.sunderlandsab.org.uk/
** Sunderland Safeguarding Children Partnership: https://www.safeguardingchildrensunderland.com/
|}

__FORCETOC__

Safeguarding Vulnerable Adults Policy

2026-07-24T09:47:53Z

Seymour Jacklin: update DSO and review date

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 Safeguarding Steering Group]]'''
|-
|'''Last review and approval'''
|16/07/2025 (Currently being reviewed - July 2026)
|}

== About Handcrafted ==

{| class="wikitable"
|+ Organisation Details
| '''Name of Organisation''' || Handcrafted Projects
|-
| '''Address''' || Unit 21, Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, DH7 8HG
|-
| '''Phone''' || 0191 378 1562
|-
| '''Registered Charity No.''' || 1146188
|-
| '''Registered Company No.''' || 07884740
|}

== Our objectives ==
Handcrafted exists for the following purposes:

# To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society. For the purpose of this clause "socially excluded" means being excluded from society, or parts of society, as a result of one of the following factors: unemployed; financial hardship; old age; substance abuse or dependency including alcohol and drugs and poor education or skills attainment.
# The relief of unemployment for the benefit of the public in such ways as may be thought fit, including assistance to find employment.
# The relief of financial hardship by providing people with goods and services which they could not otherwise afford through lack of means.
# The advancement of the Christian faith for the benefit of the public.

== Our commitments ==

=== Safeguarding commitments ===
Handcrafted Projects is committed to:

# Taking all reasonable measures to ensure the risks of harm to adult beneficiaries of Handcrafted (hereafter 'trainees'), in accordance with our objectives, are minimised.
# Working with other agencies to ensure that a joined-up approach to safeguarding vulnerable adults is taken. This includes working to agreed local policies and procedures in partnership with other local services.
# Keeping a record of all safeguarding concerns that arise with respect to trainees' safety.
# Keeping a record of all decisions that are made to minimise risks of harm to trainees.
# Reporting safeguarding concerns when necessary, to relevant other agencies, emergency services, or local authorities.
# Having a senior member of the organisation to take lead responsibility for dealing with safeguarding issues, providing advice and support to other staff, liaising with other staff, and working with other agencies. They will be known as the Handcrafted Safeguarding Officer (HSO).
# Having at least two members of the Board of Trustees to take responsibility for liaising with and providing advice and support to the Nominated Person as they and other staff deal with safeguarding issues. These trustees will take lead responsibility for ensuring that this policy, other Handcrafted policies and statutory guidance are adhered to at all times, and for ensuring that this policy is kept up to date. They will be known as Nominated Trustees with Safeguarding Oversight (NOTSOs).
# Encouraging trainees to respect and care for others and taking action to prevent any physical, verbal or other abuse from taking place.
# Creating an environment of listening, where trainees feel able to voice their concerns about inappropriate behaviour, and where trainees are listened to and taken seriously by all staff.
# Creating an environment of accountability, where strong sanctions are provided to deter abuse, victimisation and cover-up of serious malpractice, and where these sanctions are clearly and consistently communicated to trainees and staff.
# Ensuring our policies and procedures are maintained and updated to comply with current local and national legal and statutory requirements and guidance.
# Ensuring our policies and procedures apply to all staff and trainees, whatever their gender, age, ethnicity, ability, sexuality, religion.
# Ensuring that all staff and trainees are made aware of their responsibility to ensure the wellbeing and safety of others, and ensuring that policies and procedures including this policy are clearly and consistently communicated to staff and easily accessible for reference.

== The purpose and scope of this policy ==
This policy should be read in conjunction with:

# The statutory guidance for the Care Act 2014.
# Advice and guidance from the Social Care Institute for Excellence.
# The Handcrafted Safeguarding Appendices.

This policy sets out how Handcrafted fulfils its statutory responsibilities for the safeguarding of adults according to the Care Act 2014 and other relevant legislation (see Appendix 17 for a full list), ensuring that all Handcrafted trainees are protected, respected, listened to, and treated with dignity and empathy. It sets out how Handcrafted ensures that its safeguarding commitments are fulfilled so that safeguarding is central to the achievement of the charity's objectives.

This policy covers the safeguarding of all people over the age of 18 who benefit from Handcrafted's work. All members of Handcrafted staff, volunteers and contractors, are expected to comply with this policy.

== Contextual Safeguarding Approach ==
We have adopted the principles of Contextual Safeguarding in our approach to our work in safeguarding vulnerable adults.

== Definitions ==
According to the statutory guidance for the Care Act 2014, paragraph 14.2: The safeguarding duties apply to an adult who:

* has needs for care and support (whether or not the local authority is meeting any of those needs)
* is experiencing, or at risk of, abuse or neglect
* as a result of those care and support needs is unable to protect themselves from either the risk of, or the experience of abuse or neglect.

According to the statutory guidance for the Care Act 2014, paragraph 14.7:

Safeguarding means protecting an adult's right to live in safety, free from abuse and neglect. It is about people and organisations working together to prevent and stop both the risks and experience of abuse or neglect, while at the same time making sure that the adult's wellbeing is promoted including, where appropriate, having regard to their views, wishes, feelings and beliefs in deciding on any action. This must recognise that adults sometimes have complex interpersonal relationships and may be ambivalent, unclear or unrealistic about their personal circumstances.

Handcrafted trainees may be vulnerable for one or more reasons, including age, mental or physical health conditions, bereavement, drug or alcohol addictions, or learning, sensory or physical disability. They may approach Handcrafted for support because they are in distress or struggling with difficult circumstances. We also work with individuals who may be under the influence of alcohol or drugs or who are more vulnerable for other reasons such as mental illness.

== Assurance ==
This policy is reviewed at least once a year by the Safeguarding Steering Group and subsequently approved and endorsed by the Handcrafted Board of Trustees.

== Partnerships ==
Where multi-agency partnerships are in place [Appendix 11], partner organisations are to be made aware of our safeguarding procedures as outlined in this policy.

== Safeguarding Measures ==
Handcrafted's safeguarding commitments will be met by taking appropriate action to ensure that:

* Handcrafted provides a safe environment for trainees and staff
* Staff are recruited safely
* Safeguarding concerns are identified and reported
* Trainees who may be affected by safeguarding concerns are supported appropriately
* Awareness is raised among trainees and staff of the importance of safeguarding and actions that they can take to ensure Handcrafted is a safe place.

=== Safe environment ===

==== Supervised environments ====
Measures will be taken to ensure that all environments in which an activity organised by Handcrafted takes place are safe for Handcrafted trainees.

* Staff will adhere to the Handcrafted Health & Safety Policy at all times.
* Staff will adhere to the Handcrafted Lone Working Policy at all times.
* Staff will adhere to the Handcrafted Equal Opportunities Policy at all times.
* Environments where a gathered activity is taking place with more than one trainee in attendance will, at all times, be supervised by more than one member of Handcrafted staff.

==== Trained & identifiable staff ====
All Handcrafted staff will be appropriately trained to recognise and report any safeguarding concerns [Appendix 1]. In particular, the Handcrafted Safeguarding Officer (HSO), Nominated Trustees with Safeguarding Oversight (NOTSOs) and Training Supervisors will be trained externally by thirtyone:eight on a regular basis.

Staff who have evidence of valid up-to-date safeguarding training will be issued with Handcrafted uniform. This is bright blue and bears the Handcrafted logo so that staff can be easily identified by trainees and other staff. Trainees will never be permitted to wear a Handcrafted uniform.

==== Staff supervision [Appendix 2] ====
The HSO will be responsible for supervising the actions of Handcrafted staff to minimise the risk of harm to trainees and to respond to safeguarding risks and concerns.

The chair of Trustees will be responsible for supervising the actions of the HSO.

The HSO and NOTSOs will make use of the provision of support and supervision offered on an ad-hoc basis by thirtyone:eight.

==== Safe recruitment ====
Measures will be taken to ensure that all Handcrafted paid staff and volunteers are appointed, trained, supported and supervised in accordance with government guidance on safe recruitment [Appendix 3].

==== '''Professional Boundaries''' ====
Maintaining clear professional boundaries is an essential part of safeguarding adults at risk. Any attempt to derive personal benefit through abuse of position will be treated as a safeguarding matter. Staff are trained during induction and annual refresher sessions on conditioning, professional boundaries, gifts, and financial interactions.

=== Identifying and reporting concerns ===

==== Identifying concerns in adults ====
All Handcrafted workers have a duty of care and are expected to work with the organisation, statutory authorities and multidisciplinary agencies to safeguard adults. Staff cannot assume it is somebody else's job to raise a concern if something comes to their attention. To enable them to carry out their duties, all front-line staff are trained on how to recognise the signs of abuse in adults [Appendix 9] and how to raise a concern. Staff receive training on the Prevent Duty and know how to implement that training.

The Care Act (2014) defines ten categories of abuse ([[Safeguarding Vulnerable Adults Policy#Appendix 8: Spotting safeguarding concerns in adults|Appendix 8]]):

* Physical abuse
* Domestic violence or abuse
* Sexual abuse
* Psychological or emotional abuse
* Financial or material abuse
* Modern slavery
* Discriminatory abuse
* Organisational or institutional abuse
* Neglect or acts of omission
* Self-neglect

==== Reporting and record-keeping ([[Safeguarding Vulnerable Adults Policy#Appendix 12: What to do if you have a safeguarding concern|Appendix 12]]) ====
Suspicions must not be discussed with anyone other than the HSO or their Deputy. As soon as possible, employees should make a written record of their concerns and keep it in a secure place. The HSO/Deputy is to collate and clarify the precise details of an allegation or suspicion and, if necessary, pass this information on to statutory agencies who have a legal duty to investigate. Safeguarding concerns are recorded in the standard progress notes and 'flagged' for rapid review by the HSO/Deputy. Handcrafted keeps an online record for every trainee, including some basic personal information and a record of each engagement of that trainee with Handcrafted's services [Appendix 6].

==== Confidentiality ====
Details of safeguarding concerns that have been recorded by a member of staff will be shared with the HSO/Deputy so that they can collaborate with the staff to determine the appropriate course of action. It may be necessary to pass information on to statutory agencies or to the Handcrafted Safeguarding Steering Group. If this is the case, information that could be used to identify the trainee(s) concerned will be anonymised wherever possible.

=== Supporting people ===

==== Holistic, person-centred and empowering support ====
Handcrafted aims to offer holistic, person-centred and empowering support to every trainee who engages with our services. When staff are dealing with a safeguarding concern, they will keep this support approach in mind and maintain the high standard of support to which Handcrafted is committed.

Staff will pay close attention to the needs of trainees who may be the victims of any form of abuse, and in their record-keeping will ascertain how Handcrafted can appropriately work to meet these needs as well as the historical details of any allegations. A holistic, person-centred and trauma-informed approach will be taken in planning how best to support victims.

Staff will treat both victims and perpetrators of safeguarding cases with dignity and respect, in line with the organisation's ethos.

==== Confidentiality and disclosure guidance ====
Handcrafted staff will at all times adhere to the Handcrafted Confidentiality Policy and Guidance.

When a trainee makes a disclosure to a member of staff which leads the staff to suspect there may be a risk to their safety or wellbeing, the member of staff will inform the trainee that they are required by law to record the disclosure and to report it to the HSO. Wherever possible, the member of staff will anticipate a disclosure being made and warn the trainee before they disclose sensitive information that they will have to record and report it.

=== Raising awareness ===

==== Staff training [Appendix 1] ====
Handcrafted is committed to ongoing safeguarding training and development opportunities for all employed and supervised workers, developing a culture of awareness of safeguarding issues to help protect everyone for whom we are in a position of trust. During the induction period (two weeks) for new members of staff, every employee will complete Mandatory Safeguarding Training (including familiarisation with the contents of this policy and its appendices) along with Mandatory Training on Lone Working and Confidentiality and Disclosure before they are permitted to work unsupervised with trainees or residents. This training is updated and repeated annually for all members of the team. Staff will also have dedicated time to access further safeguarding training resources appropriate to their role that are offered by partner organisations such as thirtyone:eight.

==== Educating & empowering trainees ====
Handcrafted also recognises the importance of empowering trainees to recognise and report safeguarding issues. We believe that all individuals should have the right to feel safe and protected from harm or abuse and that it is our responsibility to ensure trainees have the knowledge and skills necessary to recognise and report any concerns they may have.

We are therefore committed to raising awareness for trainees on what constitutes abuse or neglect, how to recognise the signs of abuse, and how to report any concerns they may have. This is primarily through the 1:1 support work that we do with each of our trainees. Our support workers help trainees to improve their ability to recognise early warning signs, identify when they might be in an unsafe situation, and raise the alarm themselves.

We also raise awareness through posters prominently displayed in our hubs including contact details for the safeguarding officers and information on the importance of consent, boundaries, and healthy relationships.

The safeguarding lead and deputies are responsible for ensuring that all information materials are accessible, easy to understand, and culturally appropriate.

At induction, when a trainee initially engages in using our service, it is the responsibility of the inducting staff member to explain the 'blue shirts' policy at Handcrafted, whereby members of staff with safeguarding training can be identified. They will also be advised on how to

* recognise and respond to inappropriate behaviour
* seek support if needed
* raise any concerns about another trainee or a staff member
* contact one of the charity's safeguarding officers.

Appropriate training on specific topics, such as domestic violence, will be tailored to the needs of different trainee groups and delivered in a variety of formats, including workshops, one-to-one sessions, and signposting to online resources.

Overall, our aim is to ensure that trainees are equipped with the knowledge and skills they need to recognise and respond to safeguarding issues. By empowering trainees in this way, we believe we can create a safer and more supportive environment for all.

== Roles & Responsibilities ==

=== All staff ===
All Handcrafted staff have a duty to comply with this policy. This includes taking all reasonable measures to ensure that Handcrafted is a safe environment, challenging all inappropriate behaviour among trainees or colleagues, identifying and reporting any safeguarding concerns, supporting trainees appropriately and raising awareness about safeguarding among trainees and colleagues.

=== Handcrafted Safeguarding Officer (HSO) ===
Name: Daniel Northover, CEO

Email: dan@handcraftedproject.com

Phone: 07917 037479

The Handcrafted Safeguarding Officer (HSO) has a duty to collate precise details of safeguarding concerns and allegations which are reported by staff. They will liaise with the staff who have provided the report to decide on what the appropriate course of action should be, and support staff to take the appropriate steps. They will provide advice to staff who have queries about Handcrafted's approach to safeguarding, or about specific cases. Where a case is reported externally to another agency, the HSO will take responsibility for liaising with that agency. They will take reasonable measures to ensure that a joined-up and holistic approach is taken to supporting those affected by the case. They will attend the meetings of the Handcrafted Safeguarding Steering Group. They will ensure that every Handcrafted staff member has a valid DBS check, and be responsible for the renewal of these checks as they approach expiry.

=== Handcrafted Deputy Safeguarding Officer ===
Ruth Crichton (ruth@handcraftedproject.com)

Stacey Nicholas (stacey@handcraftedproject.com)

The Deputy Safeguarding Officer (DSO) will assist the HSO with their duties. However, in accordance with the organisation's Confidentiality Policy and Guidance, the HSO will not share identifying details with them of trainees who are affected by safeguarding cases. The DSO will take a lead on raising awareness within Handcrafted of the importance of safeguarding. This will include ensuring that this policy is clearly and consistently shared with staff, and that safeguarding procedures are displayed clearly in Handcrafted premises.

=== Handcrafted Chair of Trustees ===
Name: Charlotte Clarke

The Handcrafted Chair of Trustees will work with the rest of the Trustees to ensure that Handcrafted abides at all times with this policy, in conjunction with our other policies. They will take overall responsibility for ensuring that all safeguarding concerns, cases and decisions are recorded and the HSO carries out their role, as detailed in this policy [3.2].

=== Nominated Trustees with Safeguarding Oversight (NOTSOs) ===
Name: Eileen Brady

Email: eileenbrady63@gmail.com

The Nominated Trustees with Safeguarding Oversight (NOTSOs) will liaise with the HSO and provide them with advice and guidance on safeguarding matters. This may include advising the HSO on individual cases. However, in accordance with the organisation's Confidentiality Policy and Guidance, the HSO will not share identifying details with them of trainees who are affected by safeguarding cases. The NOTSOs should also provide the HSO with advice and guidance on the organisation's strategic approach to safeguarding, helping the HSO to ensure that Handcrafted fulfils all the commitments stated at the start of this policy [1.2.1]. The NOTSOs will be members of the Handcrafted Safeguarding Steering Group. At least one NOTSO will attend each meeting of the group, to ensure quoracy.

=== Handcrafted Safeguarding Steering Group ===
The Handcrafted Safeguarding Steering Group will consist of the HSO, at least 2 NOTSOs, and at least 2 other Handcrafted staff. The group will meet at least once per month. A meeting will be quorate if the HSO, a NOTSO and another staff member are present. In the meetings, individual safeguarding cases will be discussed, without disclosure of identifying details of trainees. Members will take a collaborative approach to discuss the appropriate way to proceed with the most challenging cases. Handcrafted's approach to safeguarding will be continually reviewed at the meetings.

=== Statutory services and partner organisations [Appendices 14-15] ===

==== Gateshead Safeguarding Adults Board ====
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

Gateshead Safeguarding Adults Board (Gateshead SAB) has 3 statutory members: Gateshead Council, Northumbria Police, Newcastle Gateshead Clinical Commissioning Group. Handcrafted staff will at all times comply with Gateshead SAB's Multi-Agency Policy and Procedures. Gateshead SAB has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Durham Safeguarding Adults Partnership ====
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

Durham Safeguarding Adults Partnership is a range of public authorities, including the council, the police and health services, who share a duty to keep adults in County Durham safe from abuse, harm and neglect. Durham Safeguarding Adults Partnership has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Sunderland City Council – Adult Services ====

* 0191 520 5552 (to raise a safeguarding concern, Mon–Fri, 8.30am–5pm)
* Out of hours / Emergency Duty Team: 0191 520 5560 (at night, weekends, bank holidays)

Website: [https://www.sunderland.gov.uk/article/12495/Safeguarding-for-Adults Safeguarding for Adults – Sunderland City Council]

The Sunderland Safeguarding Adults Board (SSAB) brings together Sunderland City Council, Northumbria Police, and the NHS North East and North Cumbria Integrated Care Board as the three statutory safeguarding partners. Its role is to ensure that adults with care and support needs are protected from abuse and neglect, and that effective multi-agency arrangements are in place.

Handcrafted staff will at all times comply with SSAB’s policies and procedures. SSAB has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Local police ====
Emergency: 999

Non-emergency: 101

Safeguarding concerns will be reported by Handcrafted staff to either Durham Constabulary or Northumbria Police, when necessary. Durham Constabulary and Northumbria Police have a duty to act in accordance with their own policies and procedures with respect to concerns and incidents that are reported to them by Handcrafted staff, or which concern Handcrafted in any way.

==== Local mental health services ====
Tees Esk and Wear Valley NHS Foundation Trust Crisis Resolution and Home Treatment Team: 0800 0516 171

Newcastle and Gateshead Crisis Resolution and Home Treatment Team: 0800 652 2863 / 0191 814 8899 , or by text 07919 228 548 for people who are Deaf and/or have communication difficulties.

Local mental health services including crisis teams have a duty to act in accordance with their own policies and procedures with respect to Handcrafted trainees who are referred to them, by Handcrafted staff or other agencies.

NHS 111 - Available 24/7: by dialling 111, you will get to speak to a mental health professional who can listen and help you to find the right support.

==== Thirtyone:eight ====
Thirtyone:eight are responsible for authorising DBS checks for all Handcrafted staff, when the HSO applies for authorisation for the checks.

Thirtyone:eight also provides Handcrafted with up-to-date safeguarding training and advice and support on an ad-hoc basis via their helpline and ongoing training programme.

= Handcrafted Safeguarding Policy Appendices =

== Appendix 1: Training staff ==

=== New staff ===
All new staff will receive training on Handcrafted's policies and procedures during their two-week induction period. This will include training on the Handcrafted Safeguarding Policy and the procedures that are in place to maintain Handcrafted's commitment to safeguarding vulnerable adults.

=== Regular training ===
Staff will receive regular training on a variety of topics. Training will take place on a fortnightly basis and will be mandatory for all staff. Staff who miss a training session will be asked to catch up with the training content using a recording of the session. The training will cover topics including the Handcrafted core values, different aspects of Handcrafted's approach to support work, and different areas of need including mental health and addictions. Aspects of safeguarding will be addressed during any training session where they are relevant, and some training sessions will be dedicated to safeguarding. There will be at least one dedicated safeguarding training session per year. Training will be delivered by experts on the topic being discussed. In some cases, this will be someone external to Handcrafted. In other cases, this will be a member of Handcrafted staff. Safeguarding training will usually be delivered by the HSO/HDSO.

== Appendix 2: Supervising staff ==
The HSO will be responsible for supervising the actions of Handcrafted staff to minimise the risk of harm to trainees and to respond to safeguarding risks and concerns. This will include offering advice and guidance on specific safeguarding cases to staff. It will also include offering feedback to individual members of staff on their performance in maintaining a safe environment and responding to safeguarding risks and concerns appropriately.

The chair of Trustees will be responsible for supervising the actions of the HSO. This will include ensuring that the HSO is performing their duties as described above. It will also include taking overall responsibility for the full and consistent implementation of Handcrafted's safeguarding record-keeping and reporting procedures, including ensuring that the HSO is responding adequately to all safeguarding concerns that are raised.

The HSO and NOTSOs will make use of the provision of support and supervision offered on an ad-hoc basis by thirtyone:eight <nowiki>https://thirtyoneeight.org/</nowiki>.

== Appendix 3: Safe Recruitment ==

=== Paid Workers ===
All paid workers will be appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. This includes ensuring that:

* There is a written job description/person specification for every PAYE post
* Those applying have completed an application form and a self-declaration form
* Those shortlisted have been interviewed
* Safeguarding has been discussed at interview
* Written references have been obtained, and followed up where appropriate
* A Disclosure and Barring Service (DBS) check bureau has been completed
* Qualifications where relevant have been verified
* Appropriate training in safeguarding suitable is provided for the successful applicant
* The applicant has completed a probationary period
* The applicant has been given a copy of our safeguarding policy and knows how to report concerns.

=== Staff Induction ===
All staff joining Handcrafted complete an induction during their first two weeks to ensure that they are fully aware of the charity's policies and procedures and are able to provide the expected level of service. Staff are not authorised to supervise trainees or work unsupervised until DBS checks and mandatory induction training have been completed. Staff training includes training on the Handcrafted Safeguarding Policy and Handcrafted's safeguarding procedures. On completion of the necessary checks and training, staff are provided with uniform.

=== Volunteers ===
All volunteers will be appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. This includes ensuring that:

* Every volunteer has a written job description
* Volunteers have completed a self-declaration form
* Written references have been obtained, and followed up where appropriate
* A Disclosure and Barring Service (DBS) check bureau has been completed
* Qualifications where relevant have been verified
* Appropriate training in safeguarding is given
* Volunteers are given a copy of our safeguarding policy and know how to report concerns

=== Trainees in helping roles ===
Occasionally a trainee may be asked to carry out unsupervised a task on behalf of handcrafted in a strictly limited capacity (such as giving another trainee a lift to an agreed destination). On such occasions it is important that

* Direct authorisation is given to the trainee to do this by a Handcrafted member of staff
* Any variation to the plan is communicated to that member of staff as soon as possible or preferably before it takes place
* Both the helper trainee and the trainee being helped must be made aware of the limits of the arrangement
* Trainees are not allowed to pass themselves off as Handcrafted staff or volunteers because of the risk of an abuse of trust. The only people who can be considered responsible for the safeguarding of trainees and the fulfilment of our duty of care towards vulnerable individuals as outlined in this policy are Handcrafted staff members, identified by their blue shirts bearing the Handcrafted logo.

== Appendix 4: Transportation of vulnerable adults and children (giving lifts) ==
Sometimes it is necessary for members of Handcrafted staff to give lifts to trainees, to help them access our services or attend appointments, etc. The safety of both the trainee and the staff is paramount.

Before offering trainees a lift, staff should:

* Conduct a risk assessment to ascertain what risks each trainee faces and what risks they pose to others.
* If a trainee presents a higher risk, you should not give them a lift by yourself.
* Multiple trainees should be picked up/dropped off in such an order that means you will not end up with a higher-risk person travelling with you alone.
* You should use your judgment to determine if a particular combination of trainees being in the vehicle simultaneously will pose safeguarding risks to the trainees or yourself. If you are unsure, you should consult your line manager rather than making a snap decision.
* You should not visit a staff member's address while there are trainees in the vehicle with you.
* You should avoid taking a person in your vehicle who is not known to Handcrafted (i.e. if we have no risk assessment for them, either generated internally or from a referrer).

== Appendix 5: Working with offenders ==
When someone attending Handcrafted is known to have abused children the Safeguarding Officer will set appropriate boundaries for that person which they will be expected to keep. This will take place in consultation with a police officer from the Office for Public Protection.

=== Public events ===
At public events hosted by Handcrafted, we will ensure that those with offending histories in respect of children or vulnerable adults will not put themselves or others at risk or be in breach of the conditions of their licence.

== Appendix 6: Collecting Personal Information ==
For safeguarding purposes, basic personal information must wherever possible be collected from a new starter accessing our services for the first time within one hour of their arrival. We will collect:

* Full name – for identification purposes
* Date of birth – to ensure they are of an eligible age to use our services and to identify young people who may have distinct safeguarding needs
* Contact details – enabling Handcrafted to follow up if there are any safeguarding concerns
* Emergency contact – so that the nearest relative, a close friend or responsible adult can be contacted in an emergency
* Medical conditions – including allergies and medications that may affect someone's ability to do activities safely

All personal information that we collect will be stored in line with the Handcrafted Data Privacy Notice.

== Appendix 7: Prevent Duty ==
There are now duties imposed on agencies under the Counter Terrorism and Security Act 2015 (The Prevent Duty), to have 'due regard to the need to prevent people from being drawn into terrorism.' Further advice in relation to this is within the statutory guidance – Revised Prevent Duty guidance: for England and Wales 1 April 2021.

We have ensured that Prevent Duty training is part of the safeguarding training received by all Handcrafted staff. We will work with key partners to ensure that we are aware of any tensions within our local community so that we can create safe spaces for our trainees to discuss their experiences and concerns. Where we are concerned about a trainee, we will follow our safeguarding procedures. Serious concerns should be referred to the Police Prevent Team where there is a concern that a trainee is at immediate risk.

In exercising our specific duty under Prevent we seek to protect vulnerable adults from being drawn into, and against, the messages of all violent extremism. This includes and is not restricted to Daesh, Al Qaeda, Far Right, Neo-Nazi, White Supremacist ideology, Irish Nationalist and Loyalist paramilitary groups and extremist Animal Rights movements.

Staff should be alert to changes in trainees' behaviour, which could indicate that they may be in need of help or protection.

=== Recognising Extremism ===
Early indicators of radicalisation or extremism may include:

* Showing sympathy for external causes
* Glorifying violence, especially to other faiths or cultures
* Making remarks or comments about being at extremist events or rallies
* Evidence of possessing illegal or extremist literature
* Advocating messages similar to illegal organisations or other extremist groups
* Out of character changes in dress, behaviour and peer relationships (but there are also very powerful narratives, programmes and networks that people can come across online so involvement with particular groups may not be apparent)
* Secretive behaviour
* Online searches or sharing extremist messages or social profiles
* Intolerance of difference, including faith, culture, gender, race or sexuality
* Graffiti, art work or writing that displays extremist themes
* Attempts to impose extremist views or practices on others verbalizing anti-Western or anti-British views
* Advocating violence towards others

=== Partnerships ===
We will work with local authorities in County Durham and Gateshead to collaborate in our approach to ensuring that our trainees are not drawn into terrorism.

=== Definitions ===
'''Extremism''' is the vocal or active opposition to our fundamental values, including democracy, the rule of law, individual liberty and the mutual respect and tolerance of different faiths and beliefs. This also includes calling for the death of members of the armed forces.

'''Radicalisation''' refers to the process by which a person comes to support terrorism and extremist ideologies associated with terrorist groups.

'''Terrorism''' is an action that endangers or causes serious violence to a person/people; causes serious damage to property; or seriously interferes with or disrupts an electronic system. The use or threat must be designed to influence the government or to intimidate the public and is made for the purpose of advancing a political, religious or ideological cause.

== Appendix 8: Spotting safeguarding concerns in adults ==

=== Physical abuse ===

==== What this could include: ====
* Assault
* Hitting
* Slapping
* Pushing
* misuse of medication
* Restraint
* Inappropriate physical sanctions

==== Signs to look out for: ====
* A history of unexplained falls, fractures, bruises, burns, minor injuries
* Signs of under or overuse of medication and/or medical problems unattended

=== Domestic violence or abuse ===

==== What this could include: ====
* Psychological
* Physical
* Sexual
* Financial
* emotional abuse
* so called 'honour' based violence

==== Signs to look out for: ====
* Decreasing levels of independence i.e. not leaving the house without partner; difficulty in support workers arranging to visit the trainee on their own
* See lists of signs of different types of abuse

=== Sexual abuse ===

==== What this could include: ====
* Rape
* indecent exposure
* sexual harassment
* inappropriate looking or touching
* sexual teasing or innuendo
* sexual photography
* subjection to pornography or witnessing sexual acts
* indecent exposure
* sexual assault
* sexual acts to which the adult has not consented or was pressured into consenting

==== Signs to look out for: ====
* Pregnancy in a woman who is unable to consent to sexual intercourse
* Unexplained change in behaviour or sexually implicit/explicit behaviour
* Torn, stained or bloody underwear and/or unusual difficulty in walking or sitting
* Infections or sexually transmitted diseases
* Full or partial disclosure or hints of sexual abuse
* Self-harming

=== Psychological or emotional abuse ===

==== What this could include: ====
* emotional abuse
* threats of harm or abandonment
* deprivation of contact
* humiliation
* blaming
* controlling
* intimidation
* coercion
* harassment
* verbal abuse
* cyber bullying
* isolation
* unreasonable and unjustified withdrawal of services or supportive networks

==== Signs to look out for: ====
* Alteration in psychological state e.g. withdrawn, agitated, anxious, tearful
* Intimidated or subdued in the presence of the carer
* Fearful, flinching or frightened of making choices or expressing wishes
* Unexplained paranoia

=== Financial or material abuse ===

==== What this could include: ====
* theft
* fraud
* internet scamming
* coercion in relation to an adult's financial affairs or arrangements, including in connection with wills, property, inheritance or financial transactions
* the misuse or misappropriation of property, possessions or benefits

==== Signs to look out for: ====
* The disparity between assets and living conditions
* Unexplained withdrawals from accounts or disappearance of financial documents
* Sudden inability to pay bills
* Carers or professionals fail to account for expenses incurred on a person's behalf
* Recent changes of deeds or title to a property

=== Modern slavery ===

==== What this could include: ====
* slavery
* human trafficking
* forced labour and domestic servitude.
* traffickers and slave masters using whatever means they have at their disposal to coerce, deceive and force individuals into a life of abuse, servitude and inhumane treatment

==== Signs to look out for: ====
* They're rarely allowed to travel on their own
* Appear to be under the control of others
* Tend not to interact with other people
* Seem unfamiliar with their neighbourhood or where they work
* Have relationships which don't seem right – for example, a young teenager appearing to be the boyfriend/ girlfriend of a much older adult.
* restricted freedom of movement
* They don't have documents that would allow them to travel – passports, ID, etc.
* Limited opportunities to move freely
* Few personal possessions
* Wear the same clothes day-in-day-out.
* reluctance to seek help
* Avoiding eye contact
* Appearing frightened, or hesitant to talk to strangers
* Fear of law enforcers
* Fear of deportation
* Unsure who to trust or where to get help
* Fear of violence to them or their family

=== Discriminatory abuse ===

==== What this could include: ====
* harassment
* slurs or similar treatment:
** because of race
** gender and gender identity
** age
** disability
** sexual orientation
** religion

==== Signs to look out for: ====
* Inappropriate remarks, comments or lack of respect
* Poor quality or avoidance of care

=== Organisational or institutional abuse ===

==== What this could include: ====
Including neglect and poor care practice within an institution or specific care setting such as a hospital or care home, for example, or in relation to care provided in one's own home. This may range from one-off incidents to ongoing ill-treatment. It can be through neglect or poor professional practice as a result of the structure, policies, processes and practices within an organisation.

==== Signs to look out for: ====
* Lack of flexibility or choice over meals, bedtimes, visitors, phone calls etc
* Inadequate medical care and misuse of medication
* Inappropriate use of restraint
* Sensory deprivation e.g. denial of use of spectacles or hearing aids
* Missing documents and/or absence of individual care plans
* Public discussion of a private matter
* Lack of opportunity for social, educational or recreational activity

=== Neglect or acts of omission ===

==== What this could include: ====
* ignoring medical
* emotional or physical care needs
* failure to provide access to appropriate health, care and support or educational services
* the withholding of the necessities of life, such as medication, adequate nutrition and heating

==== Signs to look out for: ====
* Malnutrition, weight loss and /or persistent hunger
* Poor physical condition, poor hygiene, varicose ulcers, pressure sores
* Being left in wet clothing or bedding and/or clothing in a poor condition
* Failure to access appropriate health, educational services or social care
* No callers or visitors

=== Self-neglect ===

==== What this could include: ====
This covers a wide range of behaviour neglecting to care for one's personal hygiene, health or surroundings and includes behaviour such as hoarding. It should be noted that self-neglect may not always prompt an enquiry under Section 42 of the Care Act. An assessment should be made on a case-by-case basis. A decision on whether a response is required under safeguarding will depend on the adult's ability to protect themselves by controlling their own behaviour. There may come a point when they are no longer able to do this, without external support.

== Appendix 9: Spotting safeguarding concerns in children ==

=== Child neglect ===

==== Definition: ====
Neglect is not meeting a child's basic physical and psychological needs (Department for Education, 2018; Department of Health, 2017; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020).

It is a form of child abuse that can have serious and long-lasting impacts on a child's life - it can cause serious harm and even death.

The four main types of neglect are:

* physical neglect: not meeting a child's basic needs, such as food, clothing or shelter; not supervising a child adequately or providing for their safety
* educational neglect: not making sure a child receives an education
* emotional neglect: not meeting a child's needs for nurture and stimulation, for example by ignoring, humiliating, intimidating or isolating them
* medical neglect: not providing appropriate health care (including dental care), refusing care or ignoring medical recommendations (Horwath, 2007).

Neglect can happen at any age, sometimes even before a child is born. If a mother has mental health problems or misuses substances during pregnancy, for example, she may neglect her own health and this can damage a baby's development in the womb (Haynes et al, 2015).

==== Signs to look out for: ====
Children who are neglected may:
* Live in an unsuitable home environment, for example in a house that isn't heated throughout winter
* Be left alone for a long time
* Be smelly or dirty
* Wear clothing that hasn't been washed and/or is inadequate (for example, not having a winter coat)
* Seem particularly hungry, seem not to have eaten breakfast or have no packed lunch/lunch money
* Suffer from poor health, including:
** Untreated injuries
** Medical and dental issues
** Repeated accidental injuries due to lack of supervision
** Untreated and/or recurring illnesses or infections
** Long term or recurring skin sores, rashes, flea bites, scabies or ringworm
** Anaemia
* Babies and young children may:
** Have frequent and untreated nappy rash
** Be failing to thrive (not reaching developmental milestones and/or not growing at an appropriate rate for their age)
* Display unusual or changed behaviour, including:
** Poor language, communication or social skills
** Withdrawing suddenly or seeming depressed
** Appearing anxious
** Becoming clingy
** Aggression
** Obsessive behaviour
** Signs of self-harm
** Being particularly tired
** Difficulty concentrating or participating in activities
** Changes in eating habits
** Missing school
** Starting using drugs or alcohol
** Not being brought to medical appointments such as vaccinations or check-ups

=== Child sexual abuse (CSA) ===

==== Definition: ====
Child sexual abuse (CSA) is when a child is forced or persuaded to take part in sexual activities. This may involve physical contact or non-contact activities and can happen online or offline (Department for Education, 2018; Department of Health 2017; Scottish Government, 2021a; Wales Safeguarding Procedures Project Board, 2020). Children and young people may not always understand that they are being sexually abused.

'''Contact abuse''' involves activities where an abuser makes physical contact with a child. It includes:

* sexual touching of any part of the body, whether the child is wearing clothes or not
* forcing or encouraging a child to take part in sexual activity
* making a child take their clothes off or touch someone else's genitals
* rape or penetration by putting an object or body part inside a child's mouth, vagina or anus.

'''Non-contact abuse''' involves activities where there is no physical contact. It includes:

* flashing at a child
* encouraging or forcing a child to watch or hear sexual acts
* not taking proper measures to prevent a child being exposed to sexual activities by others
* making a child masturbate while others watch
* persuading a child to make, view or distribute child abuse images (such as performing sexual acts over the internet, sexting or showing pornography to a child)
* making, viewing or distributing child abuse images
* allowing someone else to make, view or distribute child abuse images
* meeting a child following grooming with the intent of abusing them (even if abuse did not take place)
* sexually exploiting a child for money, power or status (child sexual exploitation).

==== Signs to look out for: ====
'''Physical indicators include:'''

* Bruising
* Bleeding
* Discharge
* Pain or soreness in the genital or anal area
* Sexually transmitted infections
* Pregnancy at a young age

'''Emotional and behavioural indicators include:'''

* Being afraid of and/or avoiding a particular person (including a family member or friend)
* Having nightmares or bed-wetting
* Being withdrawn
* Alluding to 'secrets'
* Self-harming
* Running away from home
* Developing eating problems
* Displaying sexualised behaviour or having sexual knowledge that's inappropriate for their stage of development
* Misusing drugs or alcohol

=== Child sexual exploitation ===

==== Definition: ====
Child sexual exploitation (CSE) is a type of child sexual abuse. It occurs where an individual or group takes advantage of an imbalance of power to coerce, manipulate or deceive a child or young person under the age of 18 into sexual activity (Department for Education, 2017; NIdirect, 2021; Scottish Government, 2018; Wales Safeguarding Procedures Project Board, 2020a).

Children and young people in sexually exploitative situations and relationships are persuaded or forced to perform sexual activities or have sexual activities performed on them in return for gifts, drugs, money or affection.

CSE can take place in person, online, or using a combination of both.

Perpetrators of CSE use a power imbalance to exploit children and young people. This may arise from a range of factors including:

* Age
* Gender
* sexual identity
* cognitive ability
* physical strength
* status
* access to economic or other resources (Department of Education, 2017).

Sexual exploitation is a hidden crime. Young people have often been groomed into trusting their abuser and may not understand that they're being abused. They may depend on their abuser and be too scared to tell anyone what's happening because they don't want to get them in trouble or risk losing them. They may be tricked into believing they're in a loving, consensual relationship.

Some children and young people are trafficked into or within the UK for sexual exploitation.

==== Child sexual exploitation online ====
When sexual exploitation happens online, young people may be persuaded or forced to:

* have sexual conversations by text or online
* send or post sexually explicit images of themselves
* take part in sexual activities via a webcam or smartphone (Hamilton-Giachritsis et al, 2017).

Abusers may threaten to send images, video or copies of conversations to the young person's friends and family unless they take part in further sexual activity. Images or videos may continue to be shared long after the sexual abuse has stopped.

==== Signs to look out for: ====
'''Behavioural signs include:'''

* Displaying inappropriate sexualised behaviour for their age
* Being fearful of certain people and/or situations
* Displaying significant changes in emotional wellbeing
* Being isolated from peers/usual social networks
* Being increasingly secretive
* Having money or new things (such as clothes or a mobile phone) that they can't explain
* Spending time with older individuals or groups
* Being involved with gangs and/or gang fights
* Calling an older person their 'boyfriend' or 'girlfriend'
* Missing school and/or falling behind with schoolwork
* Persistently returning home late
* Returning home under the influence of drugs/alcohol
* Going missing from home or care
* Being involved in petty crime such as shoplifting
* Spending a lot of time at hotels or places of concern, such as known brothels
* Not knowing where they are, because they have been trafficked around the country

'''Physical signs include:'''

* Unexplained physical injuries and other signs of physical abuse
* Changed physical appearance – for example, weight loss
* Scars from self-harm
* Repeat sexually transmitted infections
* Pregnancy
* Pregnancy terminations

=== Harmful sexual behaviour ===

==== Definition: ====
Harmful sexual behaviour (HSB) is developmentally inappropriate sexual behaviour displayed by children and young people which is harmful or abusive.

Peer-on-peer sexual abuse is a form of HSB where sexual abuse takes place between children of a similar age or stage of development. Child-on-child sexual abuse is a form of HSB that takes place between children of any age or stage of development.

Problematic sexual behaviour (PSB) is developmentally inappropriate or socially unexpected sexualised behaviour which doesn't have an overt element of victimisation or abuse.

=== Bullying ===

==== Definition: ====
Bullying is when individuals or groups seek to harm, intimidate or coerce someone who is perceived to be vulnerable (Oxford English Dictionary, 2021).

It can involve people of any age, and can happen anywhere – at home, school or using online platforms and technologies (cyberbullying). This means it can happen at any time.

Bullying encompasses a range of behaviours which may be combined and may include the behaviours and actions we have set out below.

'''Verbal abuse:'''

* name-calling
* saying nasty things to or about a child or their family.

'''Physical abuse:'''

* hitting a child
* pushing a child
* physical assault.

'''Emotional abuse:'''

* making threats
* undermining a child
* excluding a child from a friendship group or activities.

'''Cyberbullying/online bullying:'''

* a child from online games, activities or friendship groups
* sending threatening, upsetting or abusive messages
* creating and sharing embarrassing or malicious images or videos
* 'trolling' - sending menacing or upsetting messages on social networks, chat rooms or online games
* voting for or against someone in an abusive poll
* setting up hate sites or groups about a particular child
* creating fake accounts, hijacking or stealing online identities to embarrass a young person or cause trouble using their name.

Bullying can be a form of discrimination, particularly if it is based on a child's disability, race, religion or belief, gender identity or sexuality.

==== Signs to look out for: ====
Indicators that a child could be experiencing bullying include:

* Being reluctant to go to school
* Being distressed or anxious
* Losing confidence and becoming withdrawn
* Having problems eating and/or sleeping
* Having unexplained injuries
* Changes in appearance
* Changes in performance and/or behaviour at school
* Not spending time with their usual group of friends
* Becoming isolated
* Change in other children's behaviour towards a child

=== Online abuse ===

==== Definition: ====
Online abuse is any type of abuse that happens on the internet, facilitated through technology like computers, tablets, mobile phones and other internet-enabled devices (Department for Education, 2018; Department of Health, 2017; Scottish Government, 2021; Welsh Assembly Government, 2018).

It can happen anywhere online that allows digital communication, such as:

* social networks
* text messages and messaging apps
* email and private messaging
* online chats
* comments on live streaming sites
* voice chat in games.

Children and young people can be revictimised (experience further abuse) when abusive content is recorded, uploaded or shared by others online. This can happen if the original abuse happened online or offline.

Children and young people may experience several types of abuse online:

* bullying/cyberbullying
* emotional abuse (this includes emotional blackmail, for example pressuring children and young people to comply with sexual requests via technology)
* sexting (pressure or coercion to create sexual images)
* sexual abuse
* sexual exploitation.

Children and young people can also be groomed online: perpetrators may use online platforms to build a trusting relationship with the child in order to abuse them. This abuse may happen online or the perpetrator may arrange to meet the child in person with the intention of abusing them.

==== Signs to look out for: ====
A child who is experiencing abuse online may:

* Spend much more or much less time than usual online, texting, gaming or using social media
* Be withdrawn, upset or outraged after using the internet or texting
* Be secretive about who they're talking to and what they're doing online or on their mobile phone
* Have lots of new phone numbers, texts or e-mail addresses on their mobile phone, laptop or tablet

=== Physical abuse ===

==== Definition: ====
Physical abuse is defined as deliberately hurting a child and causing physical harm (Department of Health, 2017; Department for Education, 2018; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020). It includes injuries such as:

* Bruises
* broken bones
* burns
* cuts.

It may involve:

* hitting
* kicking
* shaking
* throwing
* poisoning
* burning
* scalding
* drowning
* any other method of causing non-accidental harm to a child.

Physical abuse may also happen when a parent or carer fabricates the symptoms of, or deliberately induces, illness in a child. This is known as Fabricated or Induced Illness (FII) (Department for Education, 2018; Department of Health Social Services and Public Safety, 2017; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020).

Breast ironing or breast flattening, a practice of using hard or heated objects to suppress or reverse the growth of breasts, is a recognised form of child abuse (Crown Prosecution Service, 2019).

==== Signs to look out for: ====
Bumps and bruises don't necessarily mean a child is being physically abused – all children have accidents, trips and falls. These injuries tend to affect bony areas of the body such as elbows, knees and shins and aren't usually a cause for concern. However, some injuries are more likely to indicate physical abuse.

'''Signs and indicators'''

'''Bruises:'''

* commonly on the head but also on the ear, neck or soft areas (abdomen, back and buttocks).
* defensive wounds commonly on the forearm, upper arm, back of the leg, hands or feet.
* clusters of bruises on the upper arm, outside of the thigh or on the body.
* bruises with dots of blood under the skin.
* a bruised scalp and swollen eyes from hair being pulled violently.
* bruises in the shape of a hand or object
* bruises on non-mobile babies (babies who cannot crawl, cruise, bottom shuffle or roll over).

'''Burns or scalds:'''

* can be from hot liquids, hot objects, flames, chemicals or electricity.
* these may be on the hands, back, shoulders or buttocks. Scalds in particular may be on lower limbs, both arms and/or both legs.
* a clear edge to the burn or scald
* sometimes in the shape of an implement – for example, a circular cigarette burn

multiple burns or scalds.

'''Bite marks:'''

* usually oval or circular in shape
* visible wounds, indentations or bruising from individual teeth.

'''Fractures or broken bones:'''

* fractures to the ribs or the leg bones in babies
* multiple fractures or breaks at different stages of healing.

'''Signs of head injury in an infant:'''

* visible signs such as swelling, bruising or fractures
* unusual behaviour – being irritable, lethargic, unresponsive or not wanting to feed
* seizures
* vomiting
* respiratory problems
* being comatose.

Not all head injuries are caused by abuse. There are also other medical reasons a baby may have these symptoms.

'''Behavioural changes'''

* fear of specific individuals
* flinching when approached or touched
* reluctance to get changed in front of others or wearing long sleeves or trousers in hot weather
* depression or withdrawn behaviour.

=== Female genital mutilation (FGM) ===

==== Definition: ====
Female genital mutilation (FGM) is the partial or total removal of the external female genitalia for non-medical reasons. It's also known as female circumcision or cutting.

FGM is often performed by someone with no medical training who uses instruments such as a knife, scalpel, scissors, glass or razor blade. Children are rarely given anaesthetic or antiseptic treatment and are often forcibly restrained.

The age at which FGM is carried out varies. It may take place:

* when a female baby is newborn
* during childhood or adolescence
* just before marriage
* during pregnancy.

There are four main types of FGM:

* Type 1 (clitoridectomy) – removing part or all of the clitoris.
* Type 2 (excision) – removing part or all of the clitoris and cutting the inner and/or outer labia.
* Type 3 (infibulation) – narrowing the vaginal opening.
* Type 4 – other harmful procedures to the female genitals including pricking, piercing, cutting, scraping or burning (NHS Choices, 2021).

Labia elongation (also referred to as labia stretching or labia pulling) involves stretching the labia minora, sometimes using sticks, harnesses or weights (AFRUCA, 2016).

FGM is child abuse and is illegal in the UK. It can be extremely dangerous and can cause:

* severe pain
* shock
* bleeding
* infection such as tetanus, HIV and hepatitis B and C
* organ damage
* blood loss and infections
* death in some cases.

Sometimes religious, social and cultural reasons are given to justify FGM, however it's a dangerous practice and can cause long-lasting health problems that continue throughout a child's life, including:

* incontinence or difficulties urinating
* frequent or chronic vaginal, pelvic or urinary infections
* menstrual problems
* kidney damage and possible kidney failure
* cysts and abscesses
* pain during sex
* infertility
* complications during pregnancy and childbirth
* emotional and mental health problems (NHS Choices, 2021).

==== Signs to look out for: ====
A child at immediate risk of FGM may ask you directly for help. But even if they don't know what's going to happen, there may be other signs. You may become aware of:

* A relative or 'cutter' visiting from abroad
* A special occasion or ceremony to 'become a woman' or prepare for marriage
* A female relative being cut – a sister, cousin, or an older female relative such as a mother or aunt
* A family arranging a long holiday or visit to family overseas during the summer holidays
* Unexpected, repeated or prolonged absence from school
* A girl struggling to keep up in school and the quality of her academic work declining
* A child running away from or planning to leave home.

A child or woman who's had female genital mutilation (FGM) may:

* Have difficulty walking, standing or sitting
* Spend longer in the bathroom or toilet
* Appear withdrawn, anxious or depressed
* Display unusual behaviour after an absence from school or college
* Be particularly reluctant to have routine medical examinations
* Ask for help, but may not be explicit about the problem due to embarrassment or fear.

=== Domestic abuse ===

==== Definition: ====
Domestic abuse is any type of controlling, coercive, threatening behaviour, violence or abuse between people who are, or who have been in a relationship, regardless of gender or sexuality. It can also happen between adults who are related to one another and can include physical, sexual, psychological, emotional or financial abuse.

Each UK nation has its own definition of domestic abuse for professionals who are working to prevent domestic abuse and protect those who have experienced it (Department of Health, Social Services and Public Safety, 2016; Home Office, 2013; Police Scotland and the Crown Office and Procurator Fiscal Service, 2019; Welsh Government, 2019).

Domestic abuse can include:

* sexual abuse and rape (including within a relationship)
* punching, kicking, cutting, hitting with an object
* withholding money or preventing someone from earning money
* taking control over aspects of someone's everyday life, which can include where they go and what they wear
* not letting someone leave the house
* reading emails, text messages or letters
* threatening to kill or harm them, a partner, another family member or pet.

Domestic abuse can happen to anyone at any time. However, certain events and times of year are associated with an increased risk of abuse. For example, data shows that reports of domestic abuse increase during major football tournaments (NSPCC, 2022; Ivandic, 2022; Kirby,2013; Brimicombe, 2012).

'''Witnessing and experiencing domestic abuse'''

Domestic abuse always has an impact on children. Being exposed to domestic abuse in childhood is child abuse.

Children may experience domestic abuse directly, but they can also experience it indirectly by:

* hearing the abuse from another room
* seeing someone they care about being injured and/or distressed
* finding damage to their home environment like broken furniture
* being hurt from being caught up in or trying to stop the abuse
* not getting the care and support they need from their parents or carers as a result of the abuse (Holt, Buckley and Whelan, 2008).

==== Signs to look out for: ====
Domestic abuse can happen in any relationship. It can continue even after the relationship has ended, for example during contact visits, over the phone or on social media.

People of all genders can be abused or be abusers.

Teenagers can also experience abuse in their own relationship (Barter et al, 2009).

It can be difficult to tell if domestic abuse is happening, because perpetrators can act very differently when other people are around.

You might notice changes in a child's patterns of behaviour, for example if they aren't doing as well in school as they used to. Or they might display behaviour that the adults around them perceive to be challenging.

'''Signs of anxiety'''

Children who experience domestic abuse might feel constantly stress or on alert. They might be afraid of what's happening at home. This might all feel 'normal' to them if they have lived with domestic abuse for a long time.

You might notice children showing signs of anxiety or fear.

=== Child trafficking and modern slavery ===

==== Definition: ====
Child trafficking is child abuse. It's defined as recruiting, moving, receiving and harbouring children for the purpose of exploitation (HM Department for Education (DfE) and Home Office, 2011; Department of Health, Social Services and Public Safety and Police Service of Northern Ireland, 2011; Scottish Government, 2013; Wales Safeguarding Procedures Project Board, 2020).

Child trafficking is a form of modern slavery (HM Government, 2014).

Many children are trafficked into the UK from overseas, but children can also be trafficked from one part of the UK to another.

Children are trafficked for:

* child sexual exploitation
* criminal activity, including:
** cannabis cultivation
** street crime - such as pickpocketing, begging and bag theft
** moving drugs
** benefit fraud
** immigration fraud
** selling pirated goods, such as DVDs
* forced marriage
* domestic servitude, including:
** cleaning
** childcare
** cooking
* forced labour, including working in:
** restaurants
** nail bars
** factories
** agriculture
* illegal adoption
* unreported private fostering arrangements (for any exploitative purpose).

This list is not exhaustive and children who are trafficked are often exploited in more than one way.

'''How child trafficking happens'''

Traffickers may use grooming techniques to gain the trust of a child, family or community. They may trick, force or persuade children to leave their homes.

Child trafficking can involve a network of organised criminals who recruit, transport and exploit children and young people within or across borders. Some people in the network might not be directly involved in trafficking a child but play a part in other ways – such as falsifying documents, bribery, owning or renting premises, or money laundering (Europol, 2011).

Child trafficking can also be organised by individuals and children's own families.

==== Signs to look out for: ====
Children who are trafficked are intentionally hidden and isolated from the services and communities who can identify and protect them. While identification may be difficult, there will be signs that you can watch for.

'''Children who have been trafficked or are at risk of being trafficked''' may:

* Have to do excessive housework chores
* Rarely leave the house and have limited freedom of movement
* Not have any documents (or have falsified documents)
* Give a prepared story which is very similar to stories given by other children
* Be unable or reluctant to give details of accommodation or personal details
* Not be registered with a school or a GP practice
* Have a history with missing links and unexplained moves
* Be cared for by adults who are not their parents or carers
* Not have a good quality relationship with their adult carers
* Be one among a number of unrelated children found at one address
* Receive unexplained or unidentified phone calls whilst in a care placement or temporary accommodation

Signs an '''adult may be trafficking a child''' include:

* Making multiple visa applications for different children
* Acting as a guarantor for multiple visa applications for children
* Having previously acted as the guarantor on visa applications for visitors who have not left the UK when the visa expired.

=== County lines ===

==== Definition: ====
County lines is a form of criminal exploitation where urban gangs persuade, coerce or force children and young people to store drugs and money and/or transport them to suburban areas, market towns and coastal towns (Home Office, 2018). It can happen in any part of the UK and is against the law and a form of child abuse.

Children and young people may be criminally exploited in multiple ways. Other forms of criminal exploitation include child sexual exploitation, trafficking, gang and knife crime.

County lines gangs are highly organised criminal networks that use sophisticated, frequently evolving techniques to groom young people and evade capture by the police.

Perpetrators use children and young people to maximise profits and distance themselves from the criminal act of physically dealing drugs (National Crime agency, 2019). Young people do the majority of the work and take the most risk.

Dedicated mobile phone lines or "deal lines" are used to help facilitate county lines drug deals. Phones are usually cheap, disposable and old fashioned, because they are changed frequently to avoid detection by the police.

Gangs use the phones to receive orders and contact young people to instruct them where to deliver drugs. This may be to a local dealer or drug user, or a dealer or drug user in another county.

Phrases that young people may use to refer to county lines include:

* 'running a line',
* 'going OT/out there'
* 'going country'
* 'going cunch'.

These all refer to going out of town to deliver drugs or money (Thurrock Council, 2020).

'''Grooming'''

The grooming process involves the gang:

* seeking out a child to exploit
* observing the child for vulnerabilities
* finding out what the child's needs and wants are
* manipulating the child into believing that being in the gang can fulfil these needs.

Once they have identified a child, the gang will make some form of contact and the grooming process will begin. This could be in person or via mobile phone. Social media profiles may also be used to glamourise gang life and entice young people.

Some children are groomed through family members, for instance if they have a sibling or relative who is already involved with a county lines gang.

County lines gangs offer money and status to attract young people. Children may also be attracted to joining a gang by the prospect of belonging to a 'family' that will protect them if their own family feels unstable or unsafe.

The following have been identified as key places where county lines gangs target and approach vulnerable young people:

* schools and further and higher educational institutions
* special educational needs schools
* places for alternative provision outside of mainstream education
* foster homes
* homeless shelters.

Once a child is part of a county lines gang their loyalty and commitment will be tested. The gang will begin to trap the child by making them feel powerless to leave. This might include threats of violence if they leave, making the child feel like they are betraying their new 'family', or telling the child they will get in trouble if they seek help because they have committed a criminal offence (Children's Society, 2019).

==== Signs to look out for: ====
The following signs may indicate that a child is being exploited by a county lines gang:

* Frequently going missing from school, home or care
* Travelling to locations, or being found in areas they have no obvious connections with, including seaside or market towns
* Unwillingness to explain their whereabouts
* Acquiring money, clothes, accessories or mobile phone which they seem unable to account for
* Receiving excessive texts or phone calls at all hours of the day
* Having multiple mobile phone handsets or sim cards
* Withdrawing or having sudden changes in personality, behaviour or the language they use
* Having relationships with controlling or older individuals or groups
* Unexplained injuries
* Carrying weapons
* Significant decline in school results or performance
* Being isolated from peers or social networks
* Associating with or being interested in gang culture
* Self-harming or having significant changes in mental health.

=== Emotional abuse ===

==== Definition: ====
Emotional abuse is the ongoing emotional maltreatment of a child, which can have a sever and persistent negative effect on the child's emotional health and development. It's also known as psychological abuse.

Exposing a child to aggression, cruelty or abuse between others is also a form of emotional abuse.

Most forms of abuse include an emotional element, but emotional abuse can also happen on its own.

Children can be emotionally abused by anyone:

* Parents or carers
* Family members
* Other adults
* Other children.

There are several categories of emotional abuse. These include:

'''Emotional neglect'''

* ignoring the child
* not showing affection
* not responding to a child's emotional needs.

'''Rejection'''

* telling a child they aren't good enough
* physical abandonment
* excluding the child from activities
* not listening to a child or letting them express their views
* belittling a child
* not communicating with the child.

'''Isolating'''

* putting unreasonable limitations on a child's freedom
* restricting or preventing social interaction.

'''Manipulation'''

Coercing or persuading a child to take part in activities that:

* they aren't comfortable with
* aren't appropriate for their age or stage of development
* are unsafe.

Gaslighting is also a form of manipulation. This is where perpetrators make someone doubt their own perception, judgment and/or memory.

'''Terrorising'''

* threatening violence
* deliberately frightening a child
* deliberately putting a child in a dangerous situation.

'''Bullying'''

* verbal humiliation
* name-calling
* undermining or mocking a child.
* Physical bullying can also have emotional effects.

==== Signs to look out for: ====
Children who have been emotionally abused may:

* Lack confidence and have low self-esteem
* Be withdrawn and very quiet
* Experience mental health issues
* Have a language delay
* Struggle to focus and concentrate on tasks
* Struggle to make or maintain relationships
* Display behaviour perceived to be aggressive or hostile
* Seem isolated from their parents, carers and peers
* Lack social skills or have few, if any, friends.

== Appendix 10: Low-level concerns ==

All Handcrafted staff are subjected to thorough checks at their induction, and receive frequent training, including regular safeguarding training.

However, there remains a very low likelihood that circumstances could arise where a member of Handcrafted staff poses a risk to the safety or wellbeing of a trainee, or where a safeguarding allegation could be made against a member of staff.

Handcrafted is committed to creating an environment of honesty, trust and accountability. Trainees and staff should be made to feel comfortable in challenging inappropriate behaviour and identifying risks, including among other Handcrafted staff.

=== Examples of low-level concerns ===
Low-level concerns are actions by staff that are inconsistent with the staff handbook but do not meet the threshold for formal safeguarding referrals. Examples may include: being overly friendly with trainees, showing favoritism, engaging in one-on-one interactions in secluded areas, using inappropriate language, taking photos of children on personal devices, or failing to maintain appropriate professional boundaries. While these behaviors may not indicate immediate harm, they require prompt reporting and intervention to prevent escalation and maintain a safe environment for all.

=== Reporting concerns and allegations ===
* If somebody is in immediate danger, you should always call 999 straight away and ask for the police.

* Otherwise:

Concerns should in the first instance be reported in line with the standard procedure, to the HSO/HDSO. However, in some cases, this may not be possible, either if the HSO/HDSO are implicated in the case, or if the person reporting the concern does not feel comfortable reporting this internally to Handcrafted. In such a case, the person should report the concern using the standard multi-agency procedures of the Durham or Gateshead local authority.

A concern reported to the HSO/HDSO will be marked as a '''low-level concern''' if it is decided that the member of staff acted in a way that was not consistent with the staff handbook, but it is not necessary to escalate the situation by reporting it externally. A note will be made of the concern and the member of staff who was implicated, and any action taken. This will be kept securely in accordance with the Handcrafted Data Privacy Notice.

A concern will be marked as an '''allegation''' if it is deemed necessary to escalate the situation by reporting the concern externally, or if the concern was reported externally in the first instance. An allegation must be reported to the local authority safeguarding board. Handcrafted is committed to actively cooperating with any investigations that arise from such a report.

If a staff member is found to have acted in a way that is inconsistent with the staff handbook, then disciplinary action will be taken against them as stipulated in their contract.

== Appendix 11: Multi-agency partnerships ==
Handcrafted is committed to working with other agencies who are seeking to safeguard vulnerable adults and children. Contact details for such agencies can be found in the Handcrafted Safeguarding Policy, 3.7, or in Appendices 12-13.

Where a multi-agency approach is taken in a particular safeguarding case, Handcrafted is committed to cooperating with the other agencies which are involved. Handcrafted and other agencies will work together to ensure that all agencies can at all times adhere to their own policies and procedures while acting in the best interests of beneficiaries. Handcrafted will not intentionally or knowingly impede the progress of any investigation into a safeguarding case that is deemed necessary by a statutory body.

== Appendix 12: What to do if you have a safeguarding concern ==

=== Reporting internally ===
If you have a safeguarding concern about somebody, or they make a disclosure to you, you should:

# Call 999 and ask for the police, if there is immediate danger of harm to the trainee.
# Support the trainee as far as you are able to within the bounds of Handcrafted's services and your job description. Your support should be person-centred, holistic and empowering, as far as possible.
# Make a written record of the concern straight away and keep it in a secure place.
# Write a Contact Record on Airtable, giving an account of your contact with the trainee. You should tick the 'Safeguarding' box near the end of the form, and in the written section explain why there is a safeguarding concern and any decision/action you have taken.
# The Contact Record will automatically be flagged for immediate review by the HSO/HDSO. It will appear in the Safeguarding Database on Airtable.
# If the HSO/HDSO believes that further action should be taken to minimise the risk of harm to the trainee, they will contact you to discuss this. They will offer advice and guidance so that you can collaboratively determine the next steps and incorporate them into a support plan for the trainee.
# Once the next steps have been determined, or if a further discussion was not necessary, the HSO/HDSO will fill in the 'Safeguarding Review' textbox for that Contact Record, which they have access to via the Safeguarding Database.

=== Raising a concern externally ===

If:

* You have discussed a safeguarding concern with the HSO/HDSO, and you agreed that this should be reported externally to another agency;

Or:

* You decide independently, with good reason, that a safeguarding concern should be reported externally to another agency;

You should:

# Support the trainee as far as you are able to within the bounds of Handcrafted's services and your job description. Your support should be person-centred, holistic and empowering, as far as possible.
# Contact the relevant agency or authority, using the contacts found in the Handcrafted Safeguarding Policy, 3.7, or Appendices 12-13.
# Maintain the confidentiality of all trainees involved in the incident and, as much as is reasonably possible, anybody else who has requested to remain anonymous, in accordance with the Handcrafted Data Privacy Notice and Handcrafted Confidentiality Policy and Guidance
# Cooperate with other agencies who are involved in the case. You should set clear expectations with them about what level of support Handcrafted can and cannot offer to trainees involved in the incident. You should take on board the advice of representatives of other agencies and discuss this with the HSO if you have queries about it.

=== LADO reporting procedures ===
The HSO/HDSO, safeguarding deputy or senior manager should review all concerns and determine whether they meet the harm or risk of harm threshold, constituting an allegation. If the threshold is met, a referral to the Local Authority Designated Officer (LADO) must be made within one working day. Where uncertainty exists about whether the threshold is met, advice should be sought from the LADO. In urgent cases involving immediate risk to a child, Police (999 for emergencies, 101 for non-emergencies) and/or the Emergency Duty Team should be contacted first, with the LADO informed as soon as possible thereafter.

=== Ofsted reporting for registered supported accommodation ===
When an allegation or concern involves an under-18 resident in Ofsted registered supported accommodation, the Registered Young People's Manager is responsible for determining whether a serious incident has occurred. These may not meet the threshold for LADO but if a serious incident is identified, it must be reported to Ofsted through the appropriate channels in accordance with regulatory requirements. This reporting obligation runs parallel to, and does not replace, the standard safeguarding procedures outlined above, including LADO referrals where appropriate. The Registered Young People's Manager will ensure all relevant regulatory notifications are completed within the required timeframes.

=== Record-keeping ===

Handcrafted keeps an online record for every trainee, which includes some basic personal information, referral reasons and a regularly updated risk assessment. Handcrafted also keeps a Contact Record of each engagement that a trainee makes with its services. Records of safeguarding concerns are made within the Contact Record online form. They are stored on the Airtable online system, in that trainee's Contact Records, and a shortcut is linked to the Safeguarding Database on Airtable.

== Appendix 13: External contacts for support and advice ==

=== Gateshead Safeguarding Adults Board ===
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

=== Gateshead Safeguarding Children Partnership ===
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

=== Durham Safeguarding Adults Partnership ===
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

=== Durham Safeguarding Children Partnership ===
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

=== NSPCC ===
<nowiki>https://nspcc.org.uk</nowiki>

=== Thirtyone:eight ===
Safeguarding helpline: 0303 003 1111

Website: thirtyoneeight.org

== Appendix 15: External contacts for reporting incidents ==

=== Gateshead Safeguarding Adults Board ===
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

=== Gateshead Safeguarding Children Partnership ===
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

=== Durham Safeguarding Adults Partnership ===
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

=== Durham Safeguarding Children Partnership ===
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

=== Sunderland Adult Safeguarding ===

; Members of the public
: Telephone: 0191 520 5552 (to raise a safeguarding concern)
: Online referral form: [https://www.sunderland.gov.uk/article/27575/Worried-about-someone Report a safeguarding concern]

; Professionals
: Safeguarding Adults Concern referral via the Portal: [https://adultsportal.sunderland.gov.uk Safeguarding Adults Portal]
: Guidance: [https://www.sunderland.gov.uk/article/27575/Worried-about-someone Sunderland Council – Worried about someone?]

=== Police ===
Emergency: 999

Non-emergency: 101

If somebody is in immediate danger, you should always call 999 straight away and ask for the police.

=== Mental Health Services ===
Tees Esk and Wear Valley NHS Foundation Trust Crisis Resolution and Home Treatment Team: 0800 0516 171

Newcastle and Gateshead Crisis Resolution and Home Treatment Team: 0800 652 2863 / 0191 814 8899, or by text 07919 228 548 for people who are Deaf and/or have communication difficulties.

== Appendix 16: Practice Guidelines ==
As an organisation working with vulnerable adults and children, we wish to operate and promote good working practices. This will enable us to support trainees and residents, develop good relationships and minimise the risk of false accusations. Practice guidelines and related policies are available to all workers in the Policies and Guidelines folder on the shared drive. These include:

* Record Keeping Guidelines - How to make sure that your written records are accurate and relevant
* Lone Working Policy - How to protect yourself and others from risk of harm or false allegations in the context of lone working
* Confidentiality Guidance - How to handle confidentiality issues and what to do in cases where a trainee or resident discloses something that you will need to act upon.

== Appendix 17: Relevant Legislation ==

{| class="wikitable"
! Section
! Details
|-
| Our Governing Documents
| Handcrafted is a Registered Charity No. 1146188 and a Registered Company No. 07884740.
This policy upholds the [[Handcrafted's Charitable Objects|charitable objects and articles]] of incorporation of Handcrafted.
|-
| Current Legislation Relevant to This Policy
|
* '''Safeguarding Children'''
** Children Acts (1989 & 2004)
** Children and Families Act 2014
** Children and Social Work Act 2017
** Working together to safeguard children (2018)
** What to do if you are worried a child is being abused: advice for practitioners (Department for Education, 2015)
** Protection of Children Act 1999
** Safeguarding Vulnerable Groups Act 2006
** Protection of Freedoms Act 2012
** Disqualification under the Childcare Act 2006 (2018 amended)
** Sexual Offences Act 2003
** The Safe Network Standards (NSPCC website)
** Keeping children safe during community activities, after-school clubs and tuition (https://www.gov.uk/government/publications/keeping-children-safe-in-out-of-school-settings-code-of-practice)
** Keeping children safe in education 2021
** FGM duty guidance
** Domestic Abuse Act 2021

* '''Safeguarding Adults'''
** The Care Act 2014
** Human Rights Act 1998
** Care Standards Act 2000
** Mental Capacity Act 2005
** Deprivation of Liberty Safeguards 2007
** Sexual Offences Act 2003
** Police and Criminal Evidence Act 1984
** Fraud Act 2006
** Public Interest Disclosure Act 1998
** Health and Social Care Act 2008
** Disclosure and Barring Service (DBS)
** Multi-Agency Public Protection Arrangements (MAPPA)
** Multi-Agency Risk Assessment Conference (MARAC)

* '''Local Authority Guidance and Procedures'''
** Durham Safeguarding Children Partnership (DSCP): https://durham-scp.org.uk/
** Durham County Council: https://www.durham.gov.uk/article/2361/Keeping-children-safe
** Durham County Council Procedures, Practice Guidance and Tools for Adult Social Care: https://durhamadults.trixonline.co.uk/chapter/safeguarding-adults
** Sunderland Safeguarding Adults Board: https://www.sunderlandsab.org.uk/
** Sunderland Safeguarding Children Partnership: https://www.safeguardingchildrensunderland.com/
|}

Safeguarding Children Policy

2026-07-24T09:41:58Z

Seymour Jacklin: added Stacey DSO, updated review date

At Handcrafted, we are committed to creating a safe and supportive environment for all children and young people who engage with our services. We recognise our responsibility to safeguard and promote their welfare, ensuring they are protected from harm, abuse, and exploitation.

This policy sets out our approach to safeguarding children, outlining the procedures staff and volunteers must follow to identify, report, and respond to concerns. It is reviewed as required and at least annually by the Safeguarding Steering Group, with final approval from the Trustees.

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 Safeguarding Steering Group]]'''
|-
|'''Last review and approval'''
|16/07/2025. (Currently being reviewed - July 2026)
|}

== About Handcrafted ==

{| class="wikitable"
|+ Organisation Details
| '''Name of Organisation''' || Handcrafted Projects
|-
| '''Address''' || Unit 21, Skillion Business Centre, Littleburn Industrial Estate, Langley Moor, DH7 8HG
|-
| '''Phone''' || 0191 378 1562
|-
| '''Registered Charity No.''' || 1146188
|-
| '''Registered Company No.''' || 07884740
|}

=== Our objectives ===
Handcrafted exists for the following purposes:

# To promote social inclusion for the public benefit by preventing people from becoming socially excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society. For the purpose of this clause "socially excluded" means being excluded from society, or parts of society, as a result of one of the following factors: unemployed; financial hardship; old age; substance abuse or dependency including alcohol and drugs and poor education or skills attainment.
# The relief of unemployment for the benefit of the public in such ways as may be thought fit, including assistance to find employment.
# The relief of financial hardship by providing people with goods and services which they could not otherwise afford through lack of means.
# The advancement of the Christian faith for the benefit of the public.

=== Our commitments ===
Handcrafted Projects is committed to:

# Taking all reasonable measures to ensure the risks of harm to child beneficiaries of Handcrafted, in accordance with our objectives (hereafter, 'trainees'), are minimised.
# Working with other agencies to ensure that a joined-up approach to safeguarding children is taken. This includes working to agreed local policies and procedures in partnership with other local services.
# Keeping a record of all safeguarding concerns that arise with respect to trainees' safety.
# Keeping a record of all decisions that are made to minimise risks of harm to trainees.
# Reporting safeguarding concerns when necessary, to relevant other agencies, emergency services, or local authorities.
# Having a senior member of the organisation to take lead responsibility for dealing with safeguarding issues, providing advice and support to other staff, liaising with other staff, and working with other agencies. They will be known as the Handcrafted Safeguarding Officer (HSO).
# Having at least two members of the Board of Trustees to take responsibility for liaising with and providing advice and support to the Nominated Person as they and other staff deal with safeguarding issues. These trustees will take lead responsibility for ensuring that this policy, other Handcrafted policies and statutory guidance are adhered to at all times, and for ensuring that this policy is kept up to date. They will be known as Nominated Trustees with Safeguarding Oversight (NOTSOs).
# Encouraging trainees to respect and care for others and taking action to prevent any physical, verbal or other abuse from taking place.
# Creating an environment of listening, where trainees feel able to voice their concerns about inappropriate behaviour, and where trainees are listened to and taken seriously by all staff.
# Creating an environment of accountability, where strong sanctions are provided to deter abuse, victimisation and cover-up of serious malpractice, and where these sanctions are clearly and consistently communicated to trainees and staff.
# Ensuring our policies and procedures are maintained and updated to comply with current local and national legal and statutory requirements and guidance.
# Ensuring our policies and procedures apply to all staff and trainees, whatever their gender, age, ethnicity, ability, sexuality, religion.
# Ensuring that all staff and trainees are made aware of their responsibility to ensure the wellbeing and safety of others, and ensuring that policies and procedures including this policy are clearly and consistently communicated to staff and easily accessible for reference.

=== The purpose and scope of this policy ===
This policy should be read in conjunction with:

# Statutory guidance from the Department for Education, "Working Together to Safeguard Children 2023".
# Statutory guidance from the Department for Education, "What to do if you're worried a child is being abused", 2015.
# Advice and guidance from the Social Care Institute for Excellence.
# Advice and guidance from the National Society for the Prevention of Cruelty to Children, hereafter 'NSPCC'.
# The Handcrafted Safeguarding Appendices.

This policy sets out how Handcrafted fulfils its statutory responsibilities for the safeguarding of children according to the Department for Education's statutory guidance, ensuring that all Handcrafted trainees are protected, respected, listened to, and treated with dignity and empathy. It sets out how Handcrafted ensures that its safeguarding commitments are fulfilled so that safeguarding is central to the achievement of the charity's objectives.

This policy covers the safeguarding of all people under the age of 18 who benefit from Handcrafted's work. All members of Handcrafted staff, volunteers and contractors, are expected to comply with this policy.

=== Contextual Safeguarding Approach ===
We have adopted the principles of Contextual Safeguarding in our approach to our work in safeguarding children.

=== Definitions ===
According to "Working Together to Safeguard Children 2018", the safeguarding duties apply to all children up to the age of 18 years whether living with their families, in state care, or living independently.

According to "Working Together to Safeguard Children 2018":

Safeguarding means:

* Protecting children from maltreatment
* Preventing impairment of children's mental and physical health or development
* Ensuring that children grow up in circumstances consistent with the provision of safe and effective care
* Taking action to enable all children to have the best outcomes.

=== Assurance ===
This policy is reviewed at least once a year by the Safeguarding Steering Group and subsequently approved and endorsed by the Handcrafted Board of Trustees.

=== Partnerships ===
Where multi-agency partnerships are in place, partner organisations are to be made aware of our safeguarding procedures as outlined in this policy.

== Safeguarding Measures ==
Handcrafted's safeguarding commitments will be met by taking appropriate action to ensure that:

* Handcrafted provides a safe environment for trainees and staff
* Staff are recruited safely
* Safeguarding concerns are identified and reported
* Trainees who may be affected by safeguarding concerns are supported appropriately
* Awareness is raised among trainees and staff of the importance of safeguarding and actions that they can take to ensure Handcrafted is a safe place.

=== Safe environment ===

==== Supervised environments ====
Measures will be taken to ensure that all environments in which an activity organised by Handcrafted takes place are safe for Handcrafted trainees.

* Staff will adhere to the Handcrafted Health & Safety Policy at all times.
* Staff will adhere to the Handcrafted Lone Working Policy at all times.
* Staff will adhere to the Handcrafted Equal Opportunities Policy at all times.
* Environments where a gathered activity is taking place with more than one trainee in attendance will, at all times, be supervised by more than one member of Handcrafted staff.

==== Trained & identifiable staff ====
All Handcrafted staff will be appropriately trained to recognise and report any safeguarding concerns. In particular, the Handcrafted Safeguarding Officer (HSO), Nominated Trustees with Safeguarding Oversight (NOTSOs) and Training Supervisors will be trained externally by thirtyone:eight on a regular basis.

Staff who have evidence of valid up-to-date safeguarding training will be issued with Handcrafted uniform. This is bright blue and bears the Handcrafted logo so that staff can be easily identified by trainees and other staff. Trainees will never be permitted to wear a Handcrafted uniform.

==== Staff supervision ====
The HSO will be responsible for supervising the actions of Handcrafted staff to minimise the risk of harm to trainees and to respond to safeguarding risks and concerns. (See [[Safeguarding Children Policy#Supervising staff|Appendix 1]])

The chair of Trustees will be responsible for supervising the actions of the HSO.

The HSO and NOTSOs will make use of the provision of support and supervision offered on an ad-hoc basis by thirtyone:eight.

==== Professional Boundaries ====
Breaches of professional boundaries, including any attempt to gain personal benefit from a position of trust, are considered safeguarding concerns. Staff receive training at induction and annually on conditioning, professional boundaries, gifts, and financial interactions to help prevent and identify risks of exploitation.

=== Safe recruitment ===
Measures will be taken to ensure that all Handcrafted paid staff and volunteers are appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. (see [[Safeguarding Children Policy#Appendix 2: Safe Recruitment|Appendix 2]])

=== Identifying and reporting concerns ===

==== Identifying concerns for children ====
All Handcrafted workers have a duty of care and are expected to work with the organisation, statutory authorities and multidisciplinary agencies to safeguard children. Staff cannot assume it is somebody else's job to raise a concern if something comes to their attention. To enable them to carry out their duties, all front-line staff are trained on how to recognise the signs of abuse in children (See Appendix 8) and how to raise a concern. Staff receive training on the Prevent Duty and know how to implement that training.

The NSPCC have identified the following categories of abuse and neglect (See Appendix 8):

* Child neglect
* Child sexual abuse
* Child sexual exploitation
* Harmful sexual behaviour
* Bullying
* Online abuse
* Physical abuse
* Female genital mutilation (FGM)
* Domestic abuse
* Child trafficking and modern slavery
* County lines
* Emotional abuse

==== Reporting and record-keeping (see Appendix 11) ====
Suspicions must not be discussed with anyone other than the HSO or their Deputy. As soon as possible, employees should make a written record of their concerns and keep it in a secure place. The HSO/Deputy is to collate and clarify the precise details of an allegation or suspicion and, if necessary, pass this information on to statutory agencies who have a legal duty to investigate. Safeguarding concerns are recorded in the standard progress notes and 'flagged' for rapid review by the HSO/Deputy. Handcrafted keeps an online record for every trainee, including some basic personal information and a record of each engagement of that trainee with Handcrafted's services.

==== Confidentiality ====
Details of safeguarding concerns that have been recorded by a member of staff will be shared with the HSO/Deputy so that they can collaborate with the staff to determine the appropriate course of action. It may be necessary to pass information on to statutory agencies or to the Handcrafted Safeguarding Steering Group. If this is the case, information that could be used to identify the trainee(s) concerned will be anonymised wherever possible.

=== Supporting people ===

==== Holistic, person-centred and empowering support ====
Handcrafted aims to offer holistic, person-centred and empowering support to every trainee who engages with our services. When staff are dealing with a safeguarding concern, they will keep this support approach in mind and maintain the high standard of support to which Handcrafted is committed.

Staff will pay close attention to the needs of trainees who may be the victims of any form of abuse, and in their record-keeping will ascertain how Handcrafted can appropriately work to meet these needs as well as the historical details of any allegations. A holistic, person-centred and trauma-informed approach will be taken in planning how best to support victims.

Staff will treat both victims and perpetrators of safeguarding cases with dignity and respect, in line with Handcrafted's ethos.

==== Confidentiality and disclosure guidance ====
Handcrafted staff will at all times adhere to the Handcrafted Confidentiality Policy and Guidance.

When a trainee makes a disclosure to a member of staff which leads the staff to suspect there may be a risk to their safety or wellbeing, the member of staff will inform the trainee that they are required by law to record the disclosure and to report it to the HSO. Wherever possible, the member of staff will anticipate a disclosure being made and warn the trainee before they disclose sensitive information that they will have to record and report it.

=== Raising awareness ===

==== Staff training ====
Handcrafted is committed to ongoing safeguarding training and development opportunities for all employed and supervised workers, developing a culture of awareness of safeguarding issues to help protect everyone for whom we are in a position of trust. During the induction period (two weeks) for new members of staff, every employee will complete Mandatory Safeguarding Training (including familiarisation with the contents of this policy and its appendices) along with Mandatory Training on Lone Working and Confidentiality and Disclosure before they are permitted to work unsupervised with trainees or residents. This training is updated and repeated annually for all members of the team. Staff will also have dedicated time to access further safeguarding training resources appropriate to their role that are offered by partner organisations such as thirtyone:eight.

==== Educating & empowering trainees ====
Handcrafted also recognises the importance of empowering trainees to recognise and report safeguarding issues. We believe that all individuals should have the right to feel safe and protected from harm or abuse and that it is our responsibility to ensure trainees have the knowledge and skills necessary to recognise and report any concerns they may have.

We are therefore committed to raising awareness for trainees on what constitutes abuse or neglect, how to recognise the signs of abuse, and how to report any concerns they may have. This is primarily through the 1:1 support work that we do with each of our trainees. Our support workers help trainees to improve their ability to recognise early warning signs, identify when they might be in an unsafe situation, and raise the alarm themselves.

We also raise awareness through posters prominently displayed in our hubs including contact details for the safeguarding officers and information on the importance of consent, boundaries, and healthy relationships.

The safeguarding lead and deputies are responsible for ensuring that all information materials are accessible, easy to understand, and culturally appropriate.

At induction, when a trainee initially engages in using our service, it is the responsibility of the inducting staff member to explain the 'blue shirts' policy at Handcrafted, whereby members of staff with safeguarding training can be identified. They will also be advised on how to

* recognise and respond to inappropriate behaviour
* seek support if needed
* raise any concerns about another trainee or a staff member
* contact one of the charity's safeguarding officers.

Appropriate training on specific topics, such as domestic violence, will be tailored to the needs of different trainee groups and delivered in a variety of formats, including workshops, one-to-one sessions, and signposting to online resources.

Overall, our aim is to ensure that trainees are equipped with the knowledge and skills they need to recognise and respond to safeguarding issues. By empowering trainees in this way, we believe we can create a safer and more supportive environment for all.

== Roles and Responsibilities ==

=== All staff ===
All Handcrafted staff have a duty to comply with this policy. This includes taking all reasonable measures to ensure that Handcrafted is a safe environment, challenging all inappropriate behaviour among trainees or colleagues, identifying and reporting any safeguarding concerns, supporting trainees appropriately and raising awareness about safeguarding among trainees and colleagues.

=== Handcrafted Safeguarding Officer (HSO) ===
Name: Daniel Northover, CEO

Email: dan@handcraftedproject.com

Phone: 07917 037479

The Handcrafted Safeguarding Officer (HSO) has a duty to collate precise details of safeguarding concerns and allegations which are reported by staff. They will liaise with the staff who have provided the report to decide on what the appropriate course of action should be, and support staff to take the appropriate steps. They will provide advice to staff who have queries about Handcrafted's approach to safeguarding, or about specific cases. Where a case is reported externally to another agency, the HSO will take responsibility for liaising with that agency. They will take reasonable measures to ensure that a joined-up and holistic approach is taken to supporting those affected by the case. They will attend the meetings of the Handcrafted Safeguarding Steering Group. They will ensure that every Handcrafted staff member has a valid DBS check, and be responsible for the renewal of these checks as they approach expiry.

=== Handcrafted Deputy Safeguarding Officers ===
Ruth Crichton (ruth@handcraftedproject.com)

Stacey Nicholas (stacey@handcraftedproject.com)

The Handcrafted Deputy Safeguarding Officer (HDSO) will assist the HSO with their duties. However, in accordance with the organisation's Confidentiality Policy and Guidance, the HSO will not share identifying details with them of trainees who are affected by safeguarding cases. The HDSO will take a lead on raising awareness within Handcrafted of the importance of safeguarding. This will include ensuring that this policy is clearly and consistently shared with staff, and that safeguarding procedures are displayed clearly in Handcrafted premises.

=== Handcrafted Chair of Trustees ===
Name: Dr Paul Morley

The Handcrafted Chair of Trustees will work with the rest of the Trustees to ensure that Handcrafted abides at all times with this policy, in conjunction with the organisation's other policies. They will take overall responsibility for ensuring that all safeguarding concerns, cases and decisions are recorded and the HSO carries out their role, as detailed in this policy.

=== Nominated Trustees with Safeguarding Oversight (NOTSOs) ===
Name: Eileen Brady

Email: eileenbrady63@gmail.com

The Nominated Trustees with Safeguarding Oversight (NOTSOs) will liaise with the HSO and provide them with advice and guidance on safeguarding matters. This may include advising the HSO on individual cases. However, in accordance with the Handcrafted's Confidentiality Policy and Guidance, the HSO will not share identifying details with them of trainees who are affected by safeguarding cases. The NOTSOs should also provide the HSO with advice and guidance on the Handcrafted's strategic approach to safeguarding, helping the HSO to ensure that Handcrafted fulfils all the commitments stated at the start of this policy. The NOTSOs will be members of the Handcrafted Safeguarding Steering Group. At least one NOTSO will attend each meeting of the group, to ensure quoracy.

=== Handcrafted Safeguarding Steering Group ===
The Handcrafted Safeguarding Steering Group will consist of the HSO, at least 2 NOTSOs, and at least 2 other Handcrafted staff. The group will meet at least once per month. A meeting will be quorate if the HSO, a NOTSO and another staff member are present. In the meetings, individual safeguarding cases will be discussed, without disclosure of identifying details of trainees. Members will take a collaborative approach to discuss the appropriate way to proceed with the most challenging cases. Handcrafted's approach to safeguarding will be continually reviewed at the meetings.

=== Statutory services and partner organisations ===

==== Gateshead Safeguarding Children Partnership ====
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

Gateshead Safeguarding Children Partnership (GSCP) has 3 statutory members: Gateshead Council, Northumbria Police, Newcastle Gateshead Clinical Commissioning Group. Handcrafted staff will at all times comply with GCSP's policies and procedures. GCSP has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Durham Safeguarding Children Partnership ====
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

Durham Safeguarding Children Partnership (DSCP) "supports a wide range of organisations to coordinate Early Help and safeguarding services across County Durham. By working together organisations are better able to identify and respond to the needs of children and young people. The DSCP fulfils a wide range of responsibilities to support safeguarding activity in County Durham, some of these are legal responsibilities and others are local arrangements agreed by the partnership."

Handcrafted staff will at all times comply with DSCP's policies and procedures. DSCP has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.

==== Sunderland Safeguarding Children Partnership (SSCP) ====
Who to contact
* Telephone: 0191 561 7007 (Children’s Safeguarding)
* Out of hours / Emergency Duty Team: 0191 520 5560

Website: [https://www.safeguardingchildrensunderland.com/ Sunderland Safeguarding Children Partnership]

Sunderland Safeguarding Children Partnership has three statutory safeguarding partners: Sunderland City Council; North East and North Cumbria NHS; Northumbria Police.

Handcrafted staff will at all times comply with SSCP’s policies and procedures. SSCP has a duty to act in accordance with its own policies and procedures with respect to concerns and incidents that are reported to it by Handcrafted staff, or which concern Handcrafted in any way.
==== Childline ====
0800 1111 (24/7, free of charge)

Childline provide advice and support to children who are concerned about their own safety or the safety of another child but don't want to talk to the police or a social worker. Handcrafted will ensure that all child trainees are briefed on the services that Childline offer, and the number to contact them on.

==== Local police ====
Emergency: 999

Non-emergency: 101

Safeguarding concerns will be reported by Handcrafted staff to either Durham Constabulary or Northumbria Police, when necessary. Durham Constabulary and Northumbria Police have a duty to act in accordance with their own policies and procedures with respect to concerns and incidents that are reported to them by Handcrafted staff, or which concern Handcrafted in any way.

==== Local mental health services ====
Professional help is available by dialling 111 and selecting the mental health option.

Tees Esk and Wear Valley NHS Foundation Trust Crisis Resolution and Home Treatment Team: 0800 0516 171

Newcastle and Gateshead Crisis Resolution and Home Treatment Team: 0800 652 2863 / 0191 814 8899 , or by text 07919 228 548 for people who are Deaf and/or have communication difficulties.

Sunderland Crisis Resolution and Home Treatment Team: 0191 246 6800

Local mental health services including crisis teams have a duty to act in accordance with their own policies and procedures with respect to Handcrafted trainees who are referred to them, by Handcrafted staff or other agencies.

==== Thirtyone:eight ====
Thirtyone:eight are responsible for authorising DBS checks for all Handcrafted staff, when the HSO applies for authorisation for the checks.

Thirtyone:eight also provides Handcrafted with up-to-date safeguarding training and advice and support on an ad-hoc basis via their helpline and ongoing training programme.

= Handcrafted Safeguarding Policy Appendices =
== Appendix 1: Training staff ==
=== New staff ===
All new staff will receive training on Handcrafted's policies and procedures during their two-week induction period. This will include training on the Handcrafted Safeguarding Policy and the procedures that are in place to maintain Handcrafted's commitment to safeguarding children as well as adults at risk of harm.

=== Regular training ===
Staff will receive regular training on a variety of topics. Core topics of training are mandatory for all staff. Staff who miss a mandatory training session will be asked to catch up with the training content using a recording of the session. The training will cover topics including the Handcrafted core values, different aspects of Handcrafted's approach to support work, and different areas of need including mental health and addictions. Aspects of safeguarding will be addressed during any training session where they are relevant, and some training sessions will be dedicated to safeguarding. There will be at least one dedicated safeguarding training session per year. Training will be delivered by experts on the topic being discussed. In some cases, this will be someone external to Handcrafted. In other cases, this will be a member of Handcrafted staff. Safeguarding training will usually be delivered by the HSO/HDSO.
=== Supervising staff ===
The HSO will be responsible for supervising the actions of Handcrafted staff to minimise the risk of harm to trainees and to respond to safeguarding risks and concerns. This will include offering advice and guidance on specific safeguarding cases to staff. It will also include offering feedback to individual members of staff on their performance in maintaining a safe environment and responding to safeguarding risks and concerns appropriately.

The chair of Trustees will be responsible for supervising the actions of the HSO. This will include ensuring that the HSO is performing their duties as described above. It will also include taking overall responsibility for the full and consistent implementation of Handcrafted's safeguarding record-keeping and reporting procedures, including ensuring that the HSO is responding adequately to all safeguarding concerns that are raised.

The HSO and NOTSOs will make use of the provision of support and supervision offered on an ad-hoc basis by [https://thirtyoneeight.org/ thirtyone:eight].
== Appendix 2: Safe Recruitment ==
=== Paid Workers ===
All paid workers will be appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. This includes ensuring that:

* There is a written job description/person specification for every PAYE post
* Those applying have completed an application form and a self-declaration form
* Those shortlisted have been interviewed
* Safeguarding has been discussed at interview
* Written references have been obtained, and followed up where appropriate
* A Disclosure and Barring Service (DBS) bureau check has been completed
* Qualifications where relevant have been verified
* Appropriate training in safeguarding is provided for the successful applicant
* The applicant has completed a probationary period
* The applicant has been given a copy of our safeguarding policy and knows how to report concerns.

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.

=== Staff Induction ===
All staff joining Handcrafted complete an induction during their first two weeks to ensure that they are fully aware of the charity's policies and procedures and are able to provide the expected level of service. Staff are not authorised to supervise trainees or work unsupervised until DBS checks and mandatory induction training have been completed. Staff training includes training on the Handcrafted Safeguarding Policy and Handcrafted's safeguarding procedures. On completion of the necessary checks and training, staff are provided with uniform.

=== Volunteers ===
All volunteers will be appointed, trained, supported and supervised in accordance with government guidance on safe recruitment. This includes ensuring that:

* Every volunteer has a written job description
* Volunteers have completed a self-declaration form
* Written references have been obtained, and followed up where appropriate
* A Disclosure and Barring Service (DBS) check bureau has been completed
* Qualifications where relevant have been verified Appropriate training in safeguarding is given
* Volunteers are given a copy of our safeguarding policy and know how to report concerns
* Appropriate training in safeguarding is provided for each volunteer

=== Trainees in helping roles ===
Occasionally a trainee may be asked to carry out unsupervised a task on behalf of handcrafted in a strictly limited capacity (such as giving another trainee a lift to an agreed destination). On such occasions it is important that:

* Direct authorisation is given to the trainee to do this by a Handcrafted member of staff
* Any variation to the plan is communicated to that member of staff as soon as possible or preferably before it takes place
* Both the helper trainee and the trainee being helped must be made aware of the limits of the arrangement
* Trainees are not allowed to pass themselves off as Handcrafted staff or volunteers because of the risk of an abuse of trust.

The only people who can be considered responsible for the safeguarding of trainees and the fulfilment of our duty of care towards vulnerable individuals as outlined in this policy are Handcrafted staff members, identified by their blue shirts bearing the Handcrafted logo.

== Appendix 3: Transportation of vulnerable adults and children (giving lifts) ==
Sometimes it is necessary for members of Handcrafted staff to give lifts to trainees, to help them access our services or attend appointments, etc. The safety of both the trainee and the staff is paramount.

Before offering trainees a lift, staff should conduct a risk assessment to ascertain what risks each trainee faces and what risks they pose to others.

If a trainee presents a higher risk, you should not give them a lift by yourself.

Multiple trainees should be picked up/dropped off in such an order that means you will not end up with a higher-risk person travelling with you alone.

You should use your judgment to determine if a particular combination of trainees being in the vehicle simultaneously will pose safeguarding risks to the trainees or yourself. If you are unsure, you should consult your line manager rather than making a snap decision.

You should not visit a staff member's address while there are trainees in the vehicle with you.

You should avoid taking a person in your vehicle who is not known to Handcrafted (i.e. if we have no risk assessment for them, either generated internally or from a referrer).

== Appendix 4: Working with offenders ==
When someone attending Handcrafted is known to have abused children the Safeguarding Officer will set appropriate boundaries for that person which they will be expected to keep. This will take place in consultation with a police officer from the Office for Public Protection.
==== Public events ====
At public events hosted by Handcrafted, we will ensure that those with offending histories in respect of children or vulnerable adults will not put themselves or others at risk or be in breach of the conditions of their licence.

== Appendix 5: Collecting Personal Information ==
For safeguarding purposes, basic personal information must wherever possible be collected from a new starter accessing our services for the first time within one hour of their arrival. We will collect:

* Full name – for identification purposes
* Date of birth – to ensure they are of an eligible age to use our services and to identify young people who may have distinct safeguarding needs
* Contact details – enabling Handcrafted to follow up if there are any safeguarding concerns
* Emergency contact – so that the nearest relative, a close friend or responsible adult can be contacted in an emergency
* Medical conditions – including allergies and medications that may affect someone's ability to do activities safely

All personal information that we collect will be stored in line with the Handcrafted Data Privacy Notice.

== Appendix 6: PREVENT Duty ==

==== Prevent Duty ====
There are now duties imposed on agencies under the Counter Terrorism and Security Act 2015 (The Prevent Duty), to have 'due regard to the need to prevent people from being drawn into terrorism.'

Further advice in relation to this is within the statutory guidance – Revised Prevent Duty guidance: for England and Wales (2023)

We have ensured that Prevent Duty training is part of the safeguarding training received by all Handcrafted staff. We will work with key partners to ensure that we are aware of any tensions within our local community so that we can create safe spaces for our trainees to discuss their experiences and concerns. Where we are concerned about a trainee, we will follow our safeguarding procedures. Serious concerns should be referred to the Police Prevent Team where there is a concern that a trainee is at immediate risk.

In exercising our specific duty under Prevent we seek to protect children and adults at risk of harm from being drawn into, and against, the messages of all violent extremism. This includes and is not restricted to Daesh, Al Qaeda, Far Right, Neo-Nazi, White Supremacist ideology, Irish Nationalist and Loyalist paramilitary groups and extremist Animal Rights movements.

Staff should be alert to changes in trainees' behaviour, which could indicate that they may be in need of help or protection.

=== Recognising Extremism ===
Early indicators of radicalisation or extremism may include:

* Showing sympathy for external causes
* Glorifying violence, especially to other faiths or cultures
* Making remarks or comments about being at extremist events or rallies
* Evidence of possessing illegal or extremist literature
* Advocating messages similar to illegal organisations or other extremist groups
* Out of character changes in dress, behaviour and peer relationships (but there are also very powerful narratives, programmes and networks that people can come across online so involvement with particular groups may not be apparent)
* Secretive behaviour
* Online searches or sharing extremist messages or social profiles
* Intolerance of difference, including faith, culture, gender, race or sexuality
* Graffiti, art work or writing that displays extremist themes
* Attempts to impose extremist views or practices on others verbalizing anti-Western or anti-British views
* Advocating violence towards others

==== Partnerships ====
We will work with local authorities in County Durham and Gateshead to collaborate in our approach to ensuring that our trainees are not drawn into terrorism.
==== Definitions ====
'''Extremism''' is the vocal or active opposition to our fundamental values, including democracy, the rule of law, individual liberty and the mutual respect and tolerance of different faiths and beliefs. This also includes calling for the death of members of the armed forces.

'''Radicalisation''' refers to the process by which a person comes to support terrorism and extremist ideologies associated with terrorist groups.

'''Terrorism''' is an action that endangers or causes serious violence to a person/people; causes serious damage to property; or seriously interferes with or disrupts an electronic system. The use or threat must be designed to influence the government or to intimidate the public and is made for the purpose of advancing a political, religious or ideological cause.

== Appendix 7: Spotting safeguarding concerns in adults ==

=== Physical abuse ===
'''What this could include:'''
* Assault
* Hitting
* Slapping
* Pushing
* misuse of medication
* Restraint
* Inappropriate physical sanctions
'''Signs to look out for:'''
* A history of unexplained falls, fractures, bruises, burns, minor injuries
* Signs of under or overuse of medication and/or medical problems unattended

=== Domestic violence or abuse ===
'''What this could include:'''
* Psychological
* Physical
* Sexual
* Financial
* emotional abuse
* so called 'honour' based violence
'''Signs to look out for:'''
* Decreasing levels of independence i.e. not leaving the house without partner; difficulty in support workers arranging to visit the trainee on their own
* See lists of signs of different types of abuse

=== Sexual abuse ===
'''What this could include:'''
* Rape
* indecent exposure
* sexual harassment
* inappropriate looking or touching
* sexual teasing or innuendo
* sexual photography
* subjection to pornography or witnessing sexual acts
* indecent exposure
* sexual assault
* sexual acts to which the adult has not consented or was pressured into consenting
'''Signs to look out for:'''
* Pregnancy in a woman who is unable to consent to sexual intercourse
* Unexplained change in behaviour or sexually implicit/explicit behaviour
* Torn, stained or bloody underwear and/or unusual difficulty in walking or sitting
* Infections or sexually transmitted diseases
* Full or partial disclosure or hints of sexual abuse
* Self-harming

=== Psychological or emotional abuse ===
'''What this could include:'''
* emotional abuse
* threats of harm or abandonment
* deprivation of contact
* humiliation
* blaming
* controlling
* intimidation
* coercion
* harassment
* verbal abuse
* cyber bullying
* isolation
* unreasonable and unjustified withdrawal of services or supportive networks
'''Signs to look out for:'''
* Alteration in psychological state e.g. withdrawn, agitated, anxious, tearful
* Intimidated or subdued in the presence of the carer
* Fearful, flinching or frightened of making choices or expressing wishes
* Unexplained paranoia

=== Financial or material abuse ===
'''What this could include:'''
* theft
* fraud
* internet scamming
* coercion in relation to an adult's financial affairs or arrangements, including in connection with wills, property, inheritance or financial transactions
* the misuse or misappropriation of property, possessions or benefits
'''Signs to look out for:'''
* The disparity between assets and living conditions
* Unexplained withdrawals from accounts or disappearance of financial documents
* Sudden inability to pay bills
* Carers or professionals fail to account for expenses incurred on a person's behalf
* Recent changes of deeds or title to a property

=== Modern slavery ===
'''What this could include:'''
* slavery
* human trafficking
* forced labour and domestic servitude.
* traffickers and slave masters using whatever means they have at their disposal to coerce, deceive and force individuals into a life of abuse, servitude and inhumane treatment
'''Signs to look out for:'''
* They're rarely allowed to travel on their own
* Appear to be under the control of others
* Tend not to interact with other people
* Seem unfamiliar with their neighbourhood or where they work
* Have relationships which don't seem right – for example, a young teenager appearing to be the boyfriend/ girlfriend of a much older adult.
* restricted freedom of movement
* They don't have documents that would allow them to travel – passports, ID, etc.
* Limited opportunities to move freely
* Few personal possessions
* Wear the same clothes day-in-day-out.
* reluctance to seek help
* Avoiding eye contact
* Appearing frightened, or hesitant to talk to strangers
* Fear of law enforcers
* Fear of deportation
* Unsure who to trust or where to get help
* Fear of violence to them or their family

=== Discriminatory abuse ===
'''What this could include:'''
* harassment
* slurs or similar treatment:
** because of race
** gender and gender identity
** age
** disability
** sexual orientation
** religion
'''Signs to look out for:'''
* Inappropriate remarks, comments or lack of respect
* Poor quality or avoidance of care

=== Organisational or institutional abuse ===
'''What this could include:'''

Including neglect and poor care practice within an institution or specific care setting such as a hospital or care home, for example, or in relation to care provided in one's own home. This may range from one-off incidents to ongoing ill-treatment. It can be through neglect or poor professional practice as a result of the structure, policies, processes and practices within an organisation.

'''Signs to look out for:'''
* Lack of flexibility or choice over meals, bedtimes, visitors, phone calls etc
* Inadequate medical care and misuse of medication
* Inappropriate use of restraint
* Sensory deprivation e.g. denial of use of spectacles or hearing aids
* Missing documents and/or absence of individual care plans
* Public discussion of a private matter
* Lack of opportunity for social, educational or recreational activity

=== Neglect or acts of omission ===
'''What this could include:'''
* ignoring medical, emotional or physical care needs
* failure to provide access to appropriate health, care and support or educational services
* the withholding of the necessities of life, such as medication, adequate nutrition and heating
'''Signs to look out for:'''
* Malnutrition, weight loss and /or persistent hunger
* Poor physical condition, poor hygiene, varicose ulcers, pressure sores
* Being left in wet clothing or bedding and/or clothing in a poor condition
* Failure to access appropriate health, educational services or social care
* No callers or visitors

==== Self-neglect ====
'''What this could include:'''

This covers a wide range of behaviour neglecting to care for one's personal hygiene, health or surroundings and includes behaviour such as hoarding. It should be noted that self-neglect may not always prompt an enquiry under Section 42 of the Care Act. An assessment should be made on a case-by-case basis. A decision on whether a response is required under safeguarding will depend on the adult's ability to protect themselves by controlling their own behaviour. There may come a point when they are no longer able to do this, without external support.

== Appendix 8: Spotting safeguarding concerns in children ==

==== Child neglect ====
'''Definition:'''

Neglect is not meeting a child's basic physical and psychological needs (Department for Education, 2018; Department of Health, 2017; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020).

It is a form of child abuse that can have serious and long-lasting impacts on a child's life - it can cause serious harm and even death.

The four main types of neglect are:

* physical neglect: not meeting a child's basic needs, such as food, clothing or shelter; not supervising a child adequately or providing for their safety
* educational neglect: not making sure a child receives an education
* emotional neglect: not meeting a child's needs for nurture and stimulation, for example by ignoring, humiliating, intimidating or isolating them
* medical neglect: not providing appropriate health care (including dental care), refusing care or ignoring medical recommendations (Horwath, 2007).

Neglect can happen at any age, sometimes even before a child is born. If a mother has mental health problems or misuses substances during pregnancy, for example, she may neglect her own health and this can damage a baby's development in the womb (Haynes et al, 2015).

'''Signs to look out for:'''

Children who are neglected may:
* Live in an unsuitable home environment, for example in a house that isn't heated throughout winter
* Be left alone for a long time
* Be smelly or dirty
* Wear clothing that hasn't been washed and/or is inadequate (for example, not having a winter coat)
* Seem particularly hungry, seem not to have eaten breakfast or have no packed lunch/lunch money
* Suffer from poor health, including:
** Untreated injuries
** Medical and dental issues
** Repeated accidental injuries due to lack of supervision
** Untreated and/or recurring illnesses or infections
** Long term or recurring skin sores, rashes, flea bites, scabies or ringworm
** Anaemia
* Babies and young children may:
** Have frequent and untreated nappy rash
** Be failing to thrive (not reaching developmental milestones and/or not growing at an appropriate rate for their age)
* Display unusual or changed behaviour, including:
** Poor language, communication or social skills
** Withdrawing suddenly or seeming depressed
** Appearing anxious
** Becoming clingy
** Aggression
** Obsessive behaviour
** Signs of self-harm
** Being particularly tired
** Difficulty concentrating or participating in activities
** Changes in eating habits
** Missing school
** Starting using drugs or alcohol
** Not being brought to medical appointments such as vaccinations or check-ups

=== Child sexual abuse (CSA) ===
'''Definition:'''

Child sexual abuse (CSA) is when a child is forced or persuaded to take part in sexual activities. This may involve physical contact or non-contact activities and can happen online or offline (Department for Education, 2018; Department of Health 2017; Scottish Government, 2021a; Wales Safeguarding Procedures Project Board, 2020). Children and young people may not always understand that they are being sexually abused.

'''Contact abuse''' involves activities where an abuser makes physical contact with a child. It includes:

* sexual touching of any part of the body, whether the child is wearing clothes or not
* forcing or encouraging a child to take part in sexual activity
* making a child take their clothes off or touch someone else's genitals
* rape or penetration by putting an object or body part inside a child's mouth, vagina or anus.

'''Non-contact abuse''' involves activities where there is no physical contact. It includes:

* flashing at a child
* encouraging or forcing a child to watch or hear sexual acts
* not taking proper measures to prevent a child being exposed to sexual activities by others
* making a child masturbate while others watch
* persuading a child to make, view or distribute child abuse images (such as performing sexual acts over the internet, sexting or showing pornography to a child)
* making, viewing or distributing child abuse images
* allowing someone else to make, view or distribute child abuse images
* meeting a child following grooming with the intent of abusing them (even if abuse did not take place)
* sexually exploiting a child for money, power or status (child sexual exploitation).
'''Signs to look out for:'''

'''Physical indicators include:'''

* Bruising
* Bleeding
* Discharge
* Pain or soreness in the genital or anal area
* Sexually transmitted infections
* Pregnancy at a young age

'''Emotional and behavioural indicators include:'''

* Being afraid of and/or avoiding a particular person (including a family member or friend)
* Having nightmares or bed-wetting
* Being withdrawn
* Alluding to 'secrets'
* Self-harming
* Running away from home
* Developing eating problems
* Displaying sexualised behaviour or having sexual knowledge that's inappropriate for their stage of development
* Misusing drugs or alcohol

==== Child sexual exploitation ====
'''Definition:'''

Child sexual exploitation (CSE) is a type of child sexual abuse. It occurs where an individual or group takes advantage of an imbalance of power to coerce, manipulate or deceive a child or young person under the age of 18 into sexual activity (Department for Education, 2017; NIdirect, 2021; Scottish Government, 2018; Wales Safeguarding Procedures Project Board, 2020a).

Children and young people in sexually exploitative situations and relationships are persuaded or forced to perform sexual activities or have sexual activities performed on them in return for gifts, drugs, money or affection.

CSE can take place in person, online, or using a combination of both.

Perpetrators of CSE use a power imbalance to exploit children and young people. This may arise from a range of factors including:

* Age
* Gender
* sexual identity
* cognitive ability
* physical strength
* status
* access to economic or other resources (Department of Education, 2017).

Sexual exploitation is a hidden crime. Young people have often been groomed into trusting their abuser and may not understand that they're being abused. They may depend on their abuser and be too scared to tell anyone what's happening because they don't want to get them in trouble or risk losing them. They may be tricked into believing they're in a loving, consensual relationship.

Some children and young people are trafficked into or within the UK for sexual exploitation.

===== Child sexual exploitation online =====
When sexual exploitation happens online, young people may be persuaded or forced to:

* have sexual conversations by text or online
* send or post sexually explicit images of themselves
* take part in sexual activities via a webcam or smartphone (Hamilton-Giachritsis et al, 2017).

Abusers may threaten to send images, video or copies of conversations to the young person's friends and family unless they take part in further sexual activity. Images or videos may continue to be shared long after the sexual abuse has stopped.

'''Signs to look out for:'''

'''Behavioural signs include:'''

* Displaying inappropriate sexualised behaviour for their age
* Being fearful of certain people and/or situations
* Displaying significant changes in emotional wellbeing
* Being isolated from peers/usual social networks
* Being increasingly secretive
* Having money or new things (such as clothes or a mobile phone) that they can't explain
* Spending time with older individuals or groups
* Being involved with gangs and/or gang fights
* Calling an older person their 'boyfriend' or 'girlfriend'
* Missing school and/or falling behind with schoolwork
* Persistently returning home late
* Returning home under the influence of drugs/alcohol
* Going missing from home or care
* Being involved in petty crime such as shoplifting
* Spending a lot of time at hotels or places of concern, such as known brothels
* Not knowing where they are, because they have been trafficked around the country
'''Physical signs include:'''
* Unexplained physical injuries and other signs of physical abuse
* Changed physical appearance – for example, weight loss
* Scars from self-harm
* Repeat sexually transmitted infections
* Pregnancy
* Pregnancy terminations

=== Harmful sexual behaviour ===
'''Definition:'''

Harmful sexual behaviour (HSB) is developmentally inappropriate sexual behaviour displayed by children and young people which is harmful or abusive.

Peer-on-peer sexual abuse is a form of HSB where sexual abuse takes place between children of a similar age or stage of development. Child-on-child sexual abuse is a form of HSB that takes place between children of any age or stage of development.

Problematic sexual behaviour (PSB) is developmentally inappropriate or socially unexpected sexualised behaviour which doesn't have an overt element of victimisation or abuse.

=== Bullying ===
'''Definition:'''

Bullying is when individuals or groups seek to harm, intimidate or coerce someone who is perceived to be vulnerable (Oxford English Dictionary, 2021).

It can involve people of any age, and can happen anywhere – at home, school or using online platforms and technologies (cyberbullying). This means it can happen at any time.

Bullying encompasses a range of behaviours which may be combined and may include the behaviours and actions we have set out below.

'''Verbal abuse:'''

* name-calling
* saying nasty things to or about a child or their family.

'''Physical abuse:'''

* hitting a child
* pushing a child
* physical assault.

'''Emotional abuse:'''

* making threats
* undermining a child
* excluding a child from a friendship group or activities.

'''Cyberbullying/online bullying:'''

* a child from online games, activities or friendship groups
* sending threatening, upsetting or abusive messages
* creating and sharing embarrassing or malicious images or videos
* 'trolling' - sending menacing or upsetting messages on social networks, chat rooms or online games
* voting for or against someone in an abusive poll
* setting up hate sites or groups about a particular child
* creating fake accounts, hijacking or stealing online identities to embarrass a young person or cause trouble using their name.

Bullying can be a form of discrimination, particularly if it is based on a child's disability, race, religion or belief, gender identity or sexuality.

'''Signs to look out for:'''

Indicators that a child could be experiencing bullying include:

* Being reluctant to go to school
* Being distressed or anxious
* Losing confidence and becoming withdrawn
* Having problems eating and/or sleeping
* Having unexplained injuries
* Changes in appearance
* Changes in performance and/or behaviour at school
* Not spending time with their usual group of friends
* Becoming isolated
* Change in other children's behaviour towards a child

=== Online abuse ===
'''Definition:'''

Online abuse is any type of abuse that happens on the internet, facilitated through technology like computers, tablets, mobile phones and other internet-enabled devices (Department for Education, 2018; Department of Health, 2017; Scottish Government, 2021; Welsh Assembly Government, 2018).

It can happen anywhere online that allows digital communication, such as:

* social networks
* text messages and messaging apps
* email and private messaging
* online chats
* comments on live streaming sites
* voice chat in games.

Children and young people can be revictimised (experience further abuse) when abusive content is recorded, uploaded or shared by others online. This can happen if the original abuse happened online or offline.

Children and young people may experience several types of abuse online:

* bullying/cyberbullying
* emotional abuse (this includes emotional blackmail, for example pressuring children and young people to comply with sexual requests via technology)
* sexting (pressure or coercion to create sexual images)
* sexual abuse
* sexual exploitation.

Children and young people can also be groomed online: perpetrators may use online platforms to build a trusting relationship with the child in order to abuse them. This abuse may happen online or the perpetrator may arrange to meet the child in person with the intention of abusing them.

'''Signs to look out for:'''

A child who is experiencing abuse online may:

* Spend much more or much less time than usual online, texting, gaming or using social media
* Be withdrawn, upset or outraged after using the internet or texting
* Be secretive about who they're talking to and what they're doing online or on their mobile phone
* Have lots of new phone numbers, texts or e-mail addresses on their mobile phone, laptop or tablet

=== Physical abuse ===
'''Definition:'''

Physical abuse is defined as deliberately hurting a child and causing physical harm (Department of Health, 2017; Department for Education, 2018; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020). It includes injuries such as:

* Bruises
* broken bones
* burns
* cuts.

It may involve:

* hitting
* kicking
* shaking
* throwing
* poisoning
* burning
* scalding
* drowning
* any other method of causing non-accidental harm to a child.

Physical abuse may also happen when a parent or carer fabricates the symptoms of, or deliberately induces, illness in a child. This is known as Fabricated or Induced Illness (FII) (Department for Education, 2018; Department of Health Social Services and Public Safety, 2017; Scottish Government, 2021; Wales Safeguarding Procedures Project Board, 2020).

Breast ironing or breast flattening, a practice of using hard or heated objects to suppress or reverse the growth of breasts, is a recognised form of child abuse (Crown Prosecution Service, 2019).

'''Signs to look out for:'''

Bumps and bruises don't necessarily mean a child is being physically abused – all children have accidents, trips and falls. These injuries tend to affect bony areas of the body such as elbows, knees and shins and aren't usually a cause for concern. However, some injuries are more likely to indicate physical abuse.

'''Signs and indicators'''

'''Bruises:'''

* commonly on the head but also on the ear, neck or soft areas (abdomen, back and buttocks).
* defensive wounds commonly on the forearm, upper arm, back of the leg, hands or feet.
* clusters of bruises on the upper arm, outside of the thigh or on the body.
* bruises with dots of blood under the skin.
* a bruised scalp and swollen eyes from hair being pulled violently.
* bruises in the shape of a hand or object
* bruises on non-mobile babies (babies who cannot crawl, cruise, bottom shuffle or roll over).

'''Burns or scalds:'''

* can be from hot liquids, hot objects, flames, chemicals or electricity.
* these may be on the hands, back, shoulders or buttocks. Scalds in particular may be on lower limbs, both arms and/or both legs.
* a clear edge to the burn or scald
* sometimes in the shape of an implement – for example, a circular cigarette burn
* multiple burns or scalds.

'''Bite marks:'''

* usually oval or circular in shape
* visible wounds, indentations or bruising from individual teeth.

'''Fractures or broken bones:'''

* fractures to the ribs or the leg bones in babies
* multiple fractures or breaks at different stages of healing.

'''Signs of head injury in an infant:'''

* visible signs such as swelling, bruising or fractures
* unusual behaviour – being irritable, lethargic, unresponsive or not wanting to feed
* seizures
* vomiting
* respiratory problems
* being comatose.

Not all head injuries are caused by abuse. There are also other medical reasons a baby may have these symptoms.

'''Behavioural changes'''

* fear of specific individuals
* flinching when approached or touched
* reluctance to get changed in front of others or wearing long sleeves or trousers in hot weather
* depression or withdrawn behaviour.

=== Female genital mutilation (FGM) ===
'''Definition:'''

Female genital mutilation (FGM) is the partial or total removal of the external female genitalia for non-medical reasons. It's also known as female circumcision or cutting.

FGM is often performed by someone with no medical training who uses instruments such as a knife, scalpel, scissors, glass or razor blade. Children are rarely given anaesthetic or antiseptic treatment and are often forcibly restrained.

The age at which FGM is carried out varies. It may take place:

* when a female baby is newborn
* during childhood or adolescence
* just before marriage
* during pregnancy.

There are four main types of FGM:

* Type 1 (clitoridectomy) – removing part or all of the clitoris.
* Type 2 (excision) – removing part or all of the clitoris and cutting the inner and/or outer labia.
* Type 3 (infibulation) – narrowing the vaginal opening.
* Type 4 – other harmful procedures to the female genitals including pricking, piercing, cutting, scraping or burning (NHS Choices, 2021).

Labia elongation (also referred to as labia stretching or labia pulling) involves stretching the labia minora, sometimes using sticks, harnesses or weights (AFRUCA, 2016).

FGM is child abuse and is illegal in the UK. It can be extremely dangerous and can cause:

* severe pain
* shock
* bleeding
* infection such as tetanus, HIV and hepatitis B and C
* organ damage
* blood loss and infections
* death in some cases.

Sometimes religious, social and cultural reasons are given to justify FGM, however it's a dangerous practice and can cause long-lasting health problems that continue throughout a child's life, including:

* incontinence or difficulties urinating
* frequent or chronic vaginal, pelvic or urinary infections
* menstrual problems
* kidney damage and possible kidney failure
* cysts and abscesses
* pain during sex
* infertility
* complications during pregnancy and childbirth
* emotional and mental health problems (NHS Choices, 2021).
'''Signs to look out for:'''

A child at immediate risk of FGM may ask you directly for help. But even if they don't know what's going to happen, there may be other signs. You may become aware of:

* A relative or 'cutter' visiting from abroad
* A special occasion or ceremony to 'become a woman' or prepare for marriage
* A female relative being cut – a sister, cousin, or an older female relative such as a mother or aunt
* A family arranging a long holiday or visit to family overseas during the summer holidays
* Unexpected, repeated or prolonged absence from school
* A girl struggling to keep up in school and the quality of her academic work declining
* A child running away from or planning to leave home.

A child or woman who's had female genital mutilation (FGM) may:

* Have difficulty walking, standing or sitting
* Spend longer in the bathroom or toilet
* Appear withdrawn, anxious or depressed
* Display unusual behaviour after an absence from school or college
* Be particularly reluctant to have routine medical examinations
* Ask for help, but may not be explicit about the problem due to embarrassment or fear.

=== Domestic abuse ===
'''Definition:'''

Domestic abuse is any type of controlling, coercive, threatening behaviour, violence or abuse between people who are, or who have been in a relationship, regardless of gender or sexuality. It can also happen between adults who are related to one another and can include physical, sexual, psychological, emotional or financial abuse.

Each UK nation has its own definition of domestic abuse for professionals who are working to prevent domestic abuse and protect those who have experienced it (Department of Health, Social Services and Public Safety, 2016; Home Office, 2013; Police Scotland and the Crown Office and Procurator Fiscal Service, 2019; Welsh Government, 2019).

Domestic abuse can include:

* sexual abuse and rape (including within a relationship)
* punching, kicking, cutting, hitting with an object
* withholding money or preventing someone from earning money
* taking control over aspects of someone's everyday life, which can include where they go and what they wear
* not letting someone leave the house
* reading emails, text messages or letters
* threatening to kill or harm them, a partner, another family member or pet.

Domestic abuse can happen to anyone at any time. However, certain events and times of year are associated with an increased risk of abuse. For example, data shows that reports of domestic abuse increase during major football tournaments (NSPCC, 2022; Ivandic, 2022; Kirby,2013; Brimicombe, 2012).

'''Witnessing and experiencing domestic abuse'''

Domestic abuse always has an impact on children. Being exposed to domestic abuse in childhood is child abuse.

Children may experience domestic abuse directly, but they can also experience it indirectly by:

* hearing the abuse from another room
* seeing someone they care about being injured and/or distressed
* finding damage to their home environment like broken furniture
* being hurt from being caught up in or trying to stop the abuse
* not getting the care and support they need from their parents or carers as a result of the abuse (Holt, Buckley and Whelan, 2008).
'''Signs to look out for:'''

Domestic abuse can happen in any relationship. It can continue even after the relationship has ended, for example during contact visits, over the phone or on social media.

People of all genders can be abused or be abusers.

Teenagers can also experience abuse in their own relationship (Barter et al, 2009).

It can be difficult to tell if domestic abuse is happening, because perpetrators can act very differently when other people are around.

You might notice changes in a child's patterns of behaviour, for example if they aren't doing as well in school as they used to. Or they might display behaviour that the adults around them perceive to be challenging.

'''Signs of anxiety'''

Children who experience domestic abuse might feel constantly stress or on alert. They might be afraid of what's happening at home. This might all feel 'normal' to them if they have lived with domestic abuse for a long time.

You might notice children showing signs of anxiety or fear.

=== Child trafficking and modern slavery ===
'''Definition:'''

Child trafficking is child abuse. It's defined as recruiting, moving, receiving and harbouring children for the purpose of exploitation (HM Department for Education (DfE) and Home Office, 2011; Department of Health, Social Services and Public Safety and Police Service of Northern Ireland, 2011; Scottish Government, 2013; Wales Safeguarding Procedures Project Board, 2020).

Child trafficking is a form of modern slavery (HM Government, 2014).

Many children are trafficked into the UK from overseas, but children can also be trafficked from one part of the UK to another.

Children are trafficked for:

* child sexual exploitation
* criminal activity, including:
** cannabis cultivation
** street crime - such as pickpocketing, begging and bag theft
** moving drugs
** benefit fraud
** immigration fraud
** selling pirated goods, such as DVDs
* forced marriage
* domestic servitude, including:
** cleaning
** childcare
** cooking
* forced labour, including working in:
** restaurants
** nail bars
** factories
** agriculture
* illegal adoption
* unreported private fostering arrangements (for any exploitative purpose).

This list is not exhaustive and children who are trafficked are often exploited in more than one way.

'''How child trafficking happens'''

Traffickers may use grooming techniques to gain the trust of a child, family or community. They may trick, force or persuade children to leave their homes.

Child trafficking can involve a network of organised criminals who recruit, transport and exploit children and young people within or across borders. Some people in the network might not be directly involved in trafficking a child but play a part in other ways – such as falsifying documents, bribery, owning or renting premises, or money laundering (Europol, 2011).

Child trafficking can also be organised by individuals and children's own families.

'''Signs to look out for:'''

Children who are trafficked are intentionally hidden and isolated from the services and communities who can identify and protect them. While identification may be difficult, there will be signs that you can watch for.

'''Children who have been trafficked or are at risk of being trafficked''' may:

* Have to do excessive housework chores
* Rarely leave the house and have limited freedom of movement
* Not have any documents (or have falsified documents)
* Give a prepared story which is very similar to stories given by other children
* Be unable or reluctant to give details of accommodation or personal details
* Not be registered with a school or a GP practice
* Have a history with missing links and unexplained moves
* Be cared for by adults who are not their parents or carers
* Not have a good quality relationship with their adult carers
* Be one among a number of unrelated children found at one address
* Receive unexplained or unidentified phone calls whilst in a care placement or temporary accommodation

Signs an '''adult may be trafficking a child''' include:

* Making multiple visa applications for different children
* Acting as a guarantor for multiple visa applications for children
* Having previously acted as the guarantor on visa applications for visitors who have not left the UK when the visa expired.

=== County lines ===
'''Definition:'''

County lines is a form of criminal exploitation where urban gangs persuade, coerce or force children and young people to store drugs and money and/or transport them to suburban areas, market towns and coastal towns (Home Office, 2018). It can happen in any part of the UK and is against the law and a form of child abuse.

Children and young people may be criminally exploited in multiple ways. Other forms of criminal exploitation include child sexual exploitation, trafficking, gang and knife crime.

County lines gangs are highly organised criminal networks that use sophisticated, frequently evolving techniques to groom young people and evade capture by the police.

Perpetrators use children and young people to maximise profits and distance themselves from the criminal act of physically dealing drugs (National Crime agency, 2019). Young people do the majority of the work and take the most risk.

Dedicated mobile phone lines or "deal lines" are used to help facilitate county lines drug deals. Phones are usually cheap, disposable and old fashioned, because they are changed frequently to avoid detection by the police.

Gangs use the phones to receive orders and contact young people to instruct them where to deliver drugs. This may be to a local dealer or drug user, or a dealer or drug user in another county.

Phrases that young people may use to refer to county lines include:

* 'running a line',
* 'going OT/out there'
* 'going country'
* 'going cunch'.

These all refer to going out of town to deliver drugs or money (Thurrock Council, 2020).

'''Grooming'''

The grooming process involves the gang:

* seeking out a child to exploit
* observing the child for vulnerabilities
* finding out what the child's needs and wants are
* manipulating the child into believing that being in the gang can fulfil these needs.

Once they have identified a child, the gang will make some form of contact and the grooming process will begin. This could be in person or via mobile phone. Social media profiles may also be used to glamourise gang life and entice young people.

Some children are groomed through family members, for instance if they have a sibling or relative who is already involved with a county lines gang.

County lines gangs offer money and status to attract young people. Children may also be attracted to joining a gang by the prospect of belonging to a 'family' that will protect them if their own family feels unstable or unsafe.

The following have been identified as key places where county lines gangs target and approach vulnerable young people:

* schools and further and higher educational institutions
* special educational needs schools
* places for alternative provision outside of mainstream education
* foster homes
* homeless shelters.

Once a child is part of a county lines gang their loyalty and commitment will be tested. The gang will begin to trap the child by making them feel powerless to leave. This might include threats of violence if they leave, making the child feel like they are betraying their new 'family', or telling the child they will get in trouble if they seek help because they have committed a criminal offence (Children's Society, 2019).

'''Signs to look out for:'''

The following signs may indicate that a child is being exploited by a county lines gang:

* Frequently going missing from school, home or care
* Travelling to locations, or being found in areas they have no obvious connections with, including seaside or market towns
* Unwillingness to explain their whereabouts
* Acquiring money, clothes, accessories or mobile phone which they seem unable to account for
* Receiving excessive texts or phone calls at all hours of the day
* Having multiple mobile phone handsets or sim cards
* Withdrawing or having sudden changes in personality, behaviour or the language they use
* Having relationships with controlling or older individuals or groups
* Unexplained injuries
* Carrying weapons
* Significant decline in school results or performance
* Being isolated from peers or social networks
* Associating with or being interested in gang culture
* Self-harming or having significant changes in mental health.
'''Prevention and Protective Measures'''

Handcrafted recognises that preventing county lines and wider criminal exploitation requires proactive, consistent and multi-agency safeguarding practice, and is committed to reducing risk, identifying concerns early, and strengthening protective factors for children and young people.

* '''Regular, trusted conversations''': Staff hold frequent supportive conversations with young people to explore wellbeing, safety, and any emerging concerns.
* '''Vigilance and early identification''': Staff remain alert to changes in behaviour, routines, relationships, or presentation that may indicate exploitation.
* '''Staff training and professional curiosity''': Staff are trained to recognise exploitation and are expected to question and follow up anything that does not feel right.
* '''Clear reporting and escalation pathways''': All concerns are recorded and shared promptly in line with safeguarding procedures.
* '''Multi-agency working''': Handcrafted works with the child’s social worker, police, education providers, health services, youth offending services and exploitation teams to share information and reduce risk.
* '''Support during missing episodes''': Staff respond to and follow up missing episodes in line with Handcrafted’s Missing Child Policy and local safeguarding procedures.
* '''Building protective factors''': Support plans focus on strengthening resilience, stability, and positive relationships.
* '''Safe accommodation management''': Accommodation is managed to limit unauthorised access and reduce opportunities for exploitation.
* '''Listening to the child’s voice''': Young people are encouraged and supported to speak up about worries without fear of blame.

=== Emotional abuse ===
'''Definition:'''

Emotional abuse is the ongoing emotional maltreatment of a child, which can have a sever and persistent negative effect on the child's emotional health and development. It's also known as psychological abuse.

Exposing a child to aggression, cruelty or abuse between others is also a form of emotional abuse.

Most forms of abuse include an emotional element, but emotional abuse can also happen on its own.

Children can be emotionally abused by anyone:

* Parents or carers
* Family members
* Other adults
* Other children.

There are several categories of emotional abuse. These include:

'''Emotional neglect'''

* ignoring the child
* not showing affection
* not responding to a child's emotional needs.

'''Rejection'''

* telling a child they aren't good enough
* physical abandonment
* excluding the child from activities
* not listening to a child or letting them express their views
* belittling a child
* not communicating with the child.

'''Isolating'''

* putting unreasonable limitations on a child's freedom
* restricting or preventing social interaction.

'''Manipulation'''

Coercing or persuading a child to take part in activities that:

* they aren't comfortable with
* aren't appropriate for their age or stage of development
* are unsafe.

Gaslighting is also a form of manipulation. This is where perpetrators make someone doubt their own perception, judgment and/or memory.

'''Terrorising'''

* threatening violence
* deliberately frightening a child
* deliberately putting a child in a dangerous situation.

'''Bullying'''

* verbal humiliation
* name-calling
* undermining or mocking a child.
* Physical bullying can also have emotional effects.
'''Signs to look out for:'''

Children who have been emotionally abused may:

* Lack confidence and have low self-esteem
* Be withdrawn and very quiet
* Experience mental health issues
* Have a language delay
* Struggle to focus and concentrate on tasks
* Struggle to make or maintain relationships
* Display behaviour perceived to be aggressive or hostile
* Seem isolated from their parents, carers and peers
* Lack social skills or have few, if any, friends.

== Appendix 9: Low-level concerns ==
All Handcrafted staff are subjected to thorough checks at their induction, and receive frequent training, including regular safeguarding training.

However, there remains a very low likelihood that circumstances could arise where a member of Handcrafted staff poses a risk to the safety or wellbeing of a trainee, or where a safeguarding allegation could be made against a member of staff.

Handcrafted is committed to creating an environment of honesty, trust and accountability. Trainees and staff should be made to feel comfortable in challenging inappropriate behaviour and identifying risks, including among other Handcrafted staff.

=== Examples of low-level concerns ===
Low-level concerns are actions by staff that are inconsistent with the staff handbook but do not meet the threshold for formal safeguarding referrals. Examples may include: being overly friendly with trainees, showing favoritism, engaging in one-on-one interactions in secluded areas, using inappropriate language, taking photos of children on personal devices, or failing to maintain appropriate professional boundaries. While these behaviors may not indicate immediate harm, they require prompt reporting and intervention to prevent escalation and maintain a safe environment for all.

=== Reporting concerns and allegations ===
* If somebody is in immediate danger, you should always call 999 straight away and ask for the police.

* Otherwise:

Concerns should in the first instance be reported in line with the standard procedure, to the HSO/HDSO. However, in some cases, this may not be possible, either if the HSO/HDSO are implicated in the case, or if the person reporting the concern does not feel comfortable reporting this internally to Handcrafted. In such a case, the person should report the concern using the standard multi-agency procedures of the Durham or Gateshead local authority.

A concern reported to the HSO/HDSO will be marked as a '''low-level concern''' if it is decided that the member of staff acted in a way that was not consistent with the staff handbook, but it is not necessary to escalate the situation by reporting it externally. A note will be made of the concern and the member of staff who was implicated, and any action taken. This will be kept securely in accordance with the Handcrafted Data Privacy Notice.

A concern will be marked as an '''allegation''' if it is deemed necessary to escalate the situation by reporting the concern externally, or if the concern was reported externally in the first instance. An allegation must be reported to the local authority safeguarding board. Handcrafted is committed to actively cooperating with any investigations that arise from such a report.

If a staff member is found to have acted in a way that is inconsistent with the staff handbook, then disciplinary action will be taken against them as stipulated in their contract.

== Appendix 10: Multi-agency partnerships ==
Handcrafted is committed to working with other agencies who are seeking to safeguard vulnerable adults and children. Contact details for such agencies can be found in the Handcrafted Safeguarding Policy, 3.7, or in Appendices 12-13.

Where a multi-agency approach is taken in a particular safeguarding case, Handcrafted is committed to cooperating with the other agencies which are involved. Handcrafted and other agencies will work together to ensure that all agencies can at all times adhere to their own policies and procedures while acting in the best interests of beneficiaries. Handcrafted will not intentionally or knowingly impede the progress of any investigation into a safeguarding case that is deemed necessary by a statutory body.

== Appendix 11: What to do if you have a safeguarding concern ==

=== Reporting internally ===
If you have a safeguarding concern about somebody, or they make a disclosure to you, you should:

# Call 999 and ask for the police, if there is immediate danger of harm to the trainee.
# Support the trainee as far as you are able to within the bounds of Handcrafted's services and your job description. Your support should be person-centred, holistic and empowering, as far as possible.
# Make a written record of the concern straight away and keep it in a secure place.
# Write a Contact Record on Airtable, giving an account of your contact with the trainee. You should tick the 'Safeguarding' box near the end of the form, and in the written section explain why there is a safeguarding concern and any decision/action you have taken.
# The Contact Record will automatically be flagged for immediate review by the HSO/HDSO. It will appear in the Safeguarding Database on Airtable.
# If the HSO/HDSO believes that further action should be taken to minimise the risk of harm to the trainee, they will contact you to discuss this. They will offer advice and guidance so that you can collaboratively determine the next steps and incorporate them into a support plan for the trainee.
# Once the next steps have been determined, or if a further discussion was not necessary, the HSO/HDSO will fill in the 'Safeguarding Review' textbox for that Contact Record, which they have access to via the Safeguarding Database.

=== Raising a concern externally ===

If:

* You have discussed a safeguarding concern with the HSO/HDSO, and you agreed that this should be reported externally to another agency;

Or:

* You decide independently, with good reason, that a safeguarding concern should be reported externally to another agency;

You should:

# Support the trainee as far as you are able to within the bounds of Handcrafted's services and your job description. Your support should be person-centred, holistic and empowering, as far as possible.
# Contact the relevant agency or authority, using the contacts found in the Handcrafted Safeguarding Policy, 3.7, or Appendices 12-13.
# Maintain the confidentiality of all trainees involved in the incident and, as much as is reasonably possible, anybody else who has requested to remain anonymous, in accordance with the Handcrafted Data Privacy Notice and Handcrafted Confidentiality Policy and Guidance
# Cooperate with other agencies who are involved in the case. You should set clear expectations with them about what level of support Handcrafted can and cannot offer to trainees involved in the incident. You should take on board the advice of representatives of other agencies and discuss this with the HSO if you have queries about it.

=== LADO reporting procedures ===
The HSO/HDSO, safeguarding deputy or senior manager should review all concerns and determine whether they meet the harm or risk of harm threshold, constituting an allegation. If the threshold is met, a referral to the Local Authority Designated Officer (LADO) must be made within one working day. Where uncertainty exists about whether the threshold is met, advice should be sought from the LADO. In urgent cases involving immediate risk to a child, Police (999 for emergencies, 101 for non-emergencies) and/or the Emergency Duty Team should be contacted first, with the LADO informed as soon as possible thereafter.

=== Ofsted reporting for registered supported accommodation ===
When an allegation, safeguarding concern, or serious incident involves a resident under the age of 18 living in Ofsted-registered supported accommodation, Handcrafted recognises its statutory duty to notify Ofsted in line with the Supported Accommodation (England) Regulations 2023.

The Registered Young People’s Manager holds responsibility for determining whether an incident meets the threshold for regulatory notification. Some incidents may not meet the criteria for a LADO referral but may still be considered serious in the context of supported accommodation and therefore require notification to Ofsted. This regulatory reporting requirement runs alongside, and does not replace, Handcrafted’s internal safeguarding procedures, including referrals to the local authority, police, or LADO where appropriate.

In accordance with Regulation 27, Handcrafted will notify Ofsted '''without delay''' where serious events occur, including (but not limited to):

* The death of a child accommodated within the service;
* Allegations of abuse or serious misconduct relating to the service or a person working for Handcrafted;
* Serious safeguarding incidents involving exploitation, criminal activity, or significant harm or risk of harm to a child;
* Police involvement in incidents that Handcrafted considers serious;
* The initiation or conclusion of child protection enquiries relating to a resident;
* Any other incident that the Registered Young People’s Manager judges to be serious and requiring regulatory oversight.

Handcrafted will ensure that notifications are made promptly, confirmed in writing where required, and include clear information about the nature of the incident, actions taken, and any agencies already involved. Where required, notifications will also be shared with relevant external bodies, including the accommodating authority and safeguarding partners.

All regulatory notifications are recorded internally and reviewed to support learning, accountability, and continuous improvement in safeguarding practice. This process supports Handcrafted’s commitment to transparency, effective safeguarding, and the ongoing safety and welfare of children living in supported accommodation.

=== Record-keeping ===
Handcrafted keeps an online record for every trainee, which includes some basic personal information, referral reasons and a regularly updated risk assessment. Handcrafted also keeps a Contact Record of each engagement that a trainee makes with its services. Records of safeguarding concerns are made within the Contact Record online form. They are stored on the Airtable online system, in that trainee's Contact Records, and a shortcut is linked to the Safeguarding Database on Airtable.

== Appendix 12: External contacts for support and advice ==

==== Gateshead Safeguarding Adults Board ====
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

==== Gateshead Safeguarding Children Partnership ====
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

==== Durham Safeguarding Adults Partnership ====
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

==== Durham Safeguarding Children Partnership ====
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

==== NSPCC ====
<nowiki>https://nspcc.org.uk</nowiki>

==== Thirtyone:eight ====
Safeguarding helpline: 0303 003 1111

Website: thirtyoneeight.org

==== Children's Commissioner ====
email: help.team@childrenscommissioner.gov.uk.

You can also call free on 0800 528 0731. If you cannot get through, please call switchboard on 020 7783 8330 and ask to be put through to Help at Hand.

==== Ofsted ====
Website: https://contact.ofsted.gov.uk/contact-us

=== External contacts for reporting incidents ===

==== Gateshead Safeguarding Adults Board ====
Adult Social Care Direct: 0191 433 7033

Website: gatesheadsafeguarding.org.uk

==== Gateshead Safeguarding Children Partnership ====
Gateshead Council's Children's Services:

* 0191 433 2653 (Mon-Fri, 8.30am-5pm)
* 0191 477 0844 (out of hours, at night, at weekends, bank holidays)

Website: <nowiki>https://gatesheadsafeguarding.org.uk/article/9175/Gateshead-Safeguarding-Children-Partnership</nowiki>

==== Durham Safeguarding Adults Partnership ====
Social Care Direct: 03000 26 79 79

Website: safeguardingdurhamadults.info

==== Durham Safeguarding Children Partnership ====
First Contact:

* 03000 267 979 (Mon-Thu, 8.30am-5pm; Fri, 8.30am-4.30pm; available out of hours in emergencies)

Website: <nowiki>https://durham-scp.org.uk</nowiki>

==== Sunderland Safeguarding Children Partnership (SSCP) ====

;* Telephone: 0191 561 7007 (Children’s Safeguarding)
;* Out of hours / Emergency Duty Team: 0191 520 5560
;* [https://www.safeguardingchildrensunderland.com/ Sunderland Safeguarding Children Partnership]

==== Police ====
Emergency: 999

Non-emergency: 101

If somebody is in immediate danger, you should always call 999 straight away and ask for the police.

==== Mental Health Services ====
Tees Esk and Wear Valley NHS Foundation Trust Crisis Resolution and Home Treatment Team: 0800 0516 171

Newcastle and Gateshead Crisis Resolution and Home Treatment Team: 0800 652 2863 / 0191 814 8899, or by text 07919 228 548 for people who are Deaf and/or have communication difficulties.

== Appendix 13: Practice Guidelines ==
As an organisation working with vulnerable adults and children, we wish to operate and promote good working practices. This will enable us to support trainees and residents, develop good relationships and minimise the risk of false accusations. Practice guidelines and related policies are available to all workers in the Policies and Guidelines folder on the shared drive. These include:

* Record Keeping Guidelines - How to make sure that your written records are accurate and relevant
* Lone Working Policy - How to protect yourself and others from risk of harm or false allegations in the context of lone working
* Confidentiality Guidance - How to handle confidentiality issues and what to do in cases where a trainee or resident discloses something that you will need to act upon.

== Appendix 14: Relevant Legislation ==

{| class="wikitable"
! Section
! Details
|-
| Our Governing Documents
| Handcrafted is a Registered Charity No. 1146188 and a Registered Company No. 07884740.
This policy upholds the [[Handcrafted's Charitable Objects|charitable objects and articles]] of incorporation of Handcrafted.
|-
| Current Legislation Relevant to This Policy
|
* '''Safeguarding Children'''
** Children Acts (1989 & 2004)
** Children and Families Act 2014
** Children and Social Work Act 2017
** Working together to safeguard children (2018)
** What to do if you are worried a child is being abused: advice for practitioners (Department for Education, 2015)
** Protection of Children Act 1999
** Safeguarding Vulnerable Groups Act 2006
** Protection of Freedoms Act 2012
** Disqualification under the Childcare Act 2006 (2018 amended)
** Sexual Offences Act 2003
** The Safe Network Standards (NSPCC website)
** Keeping children safe during community activities, after-school clubs and tuition (https://www.gov.uk/government/publications/keeping-children-safe-in-out-of-school-settings-code-of-practice)
** Keeping children safe in education 2021
** FGM duty guidance
** Domestic Abuse Act 2021

* '''Safeguarding Adults'''
** The Care Act 2014
** Human Rights Act 1998
** Care Standards Act 2000
** Mental Capacity Act 2005
** Deprivation of Liberty Safeguards 2007
** Sexual Offences Act 2003
** Police and Criminal Evidence Act 1984
** Fraud Act 2006
** Public Interest Disclosure Act 1998
** Health and Social Care Act 2008
** Disclosure and Barring Service (DBS)
** Multi-Agency Public Protection Arrangements (MAPPA)
** Multi-Agency Risk Assessment Conference (MARAC)

* '''Local Authority Guidance and Procedures'''
** Durham Safeguarding Children Partnership (DSCP): https://durham-scp.org.uk/
** Durham County Council: https://www.durham.gov.uk/article/2361/Keeping-children-safe
** Durham County Council Procedures, Practice Guidance and Tools for Adult Social Care: https://durhamadults.trixonline.co.uk/chapter/safeguarding-adults
** Sunderland Safeguarding Adults Board: https://www.sunderlandsab.org.uk/
** Sunderland Safeguarding Children Partnership: https://www.safeguardingchildrensunderland.com/
|}

__FORCETOC__

Who does what at Handcrafted?

2026-07-07T10:26:18Z

Seymour Jacklin:

== Organisational Chart ==
[[File:Org chart composite v3.jpg|center|1786x1786px|Org Chart June 2026]]

== 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 composite v3.jpg

2026-06-30T15:19:58Z

Seymour Jacklin: Seymour Jacklin uploaded a new version of File:Org chart composite v3.jpg

Handcrafted Org Chart

Who does what at Handcrafted?

2026-06-30T15:18:28Z

Seymour Jacklin: /* Organisational Chart */ updated 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 composite v3.jpg|center|1786x1786px|Org Chart June 2026]]

== 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 composite v3.jpg

2026-06-30T15:17:17Z

Seymour Jacklin:

Handcrafted Org Chart

Staff Wellbeing Policy

2026-06-29T16:09:18Z

Seymour Jacklin:

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 Human Resources and Welfare 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.

----

Who does what at Handcrafted?

2026-06-29T16:05:42Z

Seymour Jacklin: /* Organisational 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 composite Jun 2026 800px.jpg|center|Org Chart June 2026]]

== 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}}

Confidentiality Policy

2026-06-23T12:25:13Z

Seymour Jacklin: Reviewed and updated according to the instructions by Dan Northover: Handcrafted Mail Seymour Jacklin <seymour@handcraftedproject.com> Re: Social media policy Dan Northover <dan@handcrafted.org.uk> 23 June 2026 at 12:44 To: Seymour Jacklin <seymour@handcrafted.org.uk> Cc: Jack Perrin <jack@handcrafted.org.uk> Thank you Seymour, I think this is great. Yes to first yellow bit. No to the first green bit. Yes to the rest of the green. Dan Northover - CEO Unit 21, Skillion Business Centre, Durham,

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'''
|23/06/2026
|}

== 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 ===

Staff must not connect with, or accept connection requests from, residents or trainees they are currently working with at Handcrafted on any social media platform. This applies regardless of the platform or the apparent purpose of the connection. Where a pre-existing personal or social relationship means that a connection already exists, staff should notify their line manager so that an agreed approach can be recorded.

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.

==== 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 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. Staff must not connect with these individuals via social media under any circumstances.

==== Accountability ====

If you are unsure whether a connection falls within the scope of this policy, err on the side of caution and discuss it with your line manager before accepting or making contact.

==== 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}}

Behaviour Management Plan

2026-06-19T09:39:40Z

Seymour Jacklin: Minor corrections requested by Dan

At Handcrafted, we are dedicated to supporting our staff and service users in line with our Christian ethos and values. We recognise that maintaining positive behaviour is key to safeguarding young people and creating a safe, nurturing environment.

This policy outlines the principles, permitted sanctions, prohibited measures, and use of physical interventions that guide behaviour management at Handcrafted, ensuring staff support young people appropriately and effectively.

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 Safeguarding Steering Group|'''The Safeguarding Steering Group''']]
|-
|'''Last review and approval'''
|16/10/2024
|}

= Overview =

It is unreasonable to expect young people not to misbehave from time to time. Whether it is temper tantrums or direct challenges to a staff member’s authority, there will always be times when staff need to employ the use of control and discipline. Good order is also a necessary aspect of life to enable young people to develop in a safe and secure environment.

This policy seeks to provide all involved with a framework within which positive behaviour can be promoted and managed while protecting young people and staff alike.

Support given to a child or young person who is living in supported accomodation must ensure that the child is safeguarded and protected, and that the welfare of the child is paramount. Children in Care are all subject to individual circumstances, which can result in feelings of hurt, fear and sadness. Such feelings, together with previous experiences, can at times be expressed in behavioural terms. At the same time, children and young people will grow up into a world where people will not always take account of their difficult past experiences. They need to be able to act with consideration for others and for themselves.

= Context =

It is important to recognise that children living in care will not always respond to discipline in the way that children in the community may respond. There are a number of aspects to this:

* They may have been through experiences that have led to them having an extremely low view of themselves. They may feel failures, worthless and deserving of punishment.
* They may be accustomed to punishment and to having nothing.
* They may find it difficult to use intrinsic or social rewards.
* They may find it difficult to maintain motivation and relationships with staff and peers.

Difficult behaviour is often a means of coping with difficult emotions and extreme situations. Every young person is different and management strategies need to be individualised and tailored to the particular young person and their current situation. Approaches are likely to need to change over time. Young people will need repeated opportunities to learn positive coping strategies.

= Principles =

Principles which seek to guide staff in promoting positive behaviour and managing behaviour effectively are:

* Focusing on an asset-based approach, praising and seeking to reward good behaviour.
* Adopting a non-confrontational approach Establishing a good relationship/ rapport with children based on mutual respect.
* Establishing boundaries which are consistent, explicit and applicable to all children within the household.
* Acknowledging and appreciating the past life experiences which children bring.
* The use of age, and developmental stage-appropriate sanctions - but only, when necessary, not as routine.
* Receiving training which covers both the origins of behaviour and standard techniques/strategies.
* Having access to resources.
* Working within a multi-agency context.
* Working with the child and enabling the child to express their wishes and feelings.

= Promoting Positive Behaviour =

It is expected that support workers will:

* Encourage socially acceptable behaviour.
* Assist young people in recognising the consequences of their behaviour.
* Develop the young person’s positive coping strategies.
* Assist young people in recognising their feelings and the impact of these on their behaviour.
* Maintain and build relationships, sense of self-worth, motivation and experience of success, ensuring that all children and young people feel valued.
* Assist young people to develop resilience.
* Develop inner control so that in time they will learn self-control and are motivated towards improved behaviour.

= Environment =

Support workers should provide a positive environment for the children and young people in their care by:

* Being good role models of positive behaviour
* Praising and rewarding positive behaviour
* Encouraging an atmosphere of mutual respect between carers and young people
* Ensuring that all children and young people feel valued

The support team should develop a shared approach to interactions, rewards and sanctions that is made explicit and open to young people. That will be done in the following ways:

* There should be regular reviews of the ways management strategies are working.
* Support workers should use a range of ways of managing situations.
* Support workers should be mindful of maintaining the balance between criticism and praise.

Young people are more likely to use suggestions towards change if these are made in a positive way suggesting what a child might do rather than what they should not do and talked about in small doses alongside praise for success and achievement.

Support workers and managers should regularly discuss what sanctions are being used to ensure that they are safe as well as effective.

Rewards and Sanctions will be more successful if they are applied fairly and in the context of relationships between support workers and young people which are based on mutual respect.

= Permitted Sanctions =

The techniques that are deployed will be largely dependent on the young person’s individual circumstances and needs and should also be relevant to their age and developmental stage. The aim is always to reduce and/or eradicate behaviours by responding in a positive and consistent manner.

Understanding the impact of trauma is essential to our approach. Our trauma-informed care recognises that the potential histories of adversity that our young people may carry mean there is often more going on beneath the surface. We try to understand and respond to the underlying needs rather than just the actions that we see. We aim to create a safe, empathetic, and non-judgmental space that acknowledges and responds to trauma, fostering healing and resilience.

Occasionally though, staff will need to exercise sanctions for unacceptable behaviours in the home and the following actions are permitted:

* Disapproval
* Verbal Reprimand
* Time Out

== Disapproval ==

For disapproval of a behaviour to be effective, and have an influence on the young person, the quality of the relationship between the child and carer is of great importance. 'Disapproval' should not be practiced over extended periods of time, nor should it involve other children.

== Verbal Reprimand ==

This can be used where the young person’s behaviour is clearly outside the boundaries of acceptance. At no time should intimidating or threatening language or manner be used.

== Time Out ==

This can be used as a calming down period – removing a young person to another area.

= Prohibited Measures =

Staff must never resort to any of the prohibited measures listed. Staff will be subject to investigation if they use any of the prohibited measures:

* Corporal Punishment
* Deprivation of Food or Drink
* Refusal or Restriction of Contact
* Required to Wear Distinctive Clothing
* Withholding of Medication or Medical/Dental Treatment
* Locking in
* Deprivation of sleep

The emphasis is on individual young people and behaviour management which is tailored to each child's needs. Some of the behaviours which carers may find difficult could include persistent lying, persistent stealing, sexually harmful behaviours, self-harming, aggression, repeated destruction of property and going missing from home.

Wherever possible, rewarding acceptable behaviour should be the preferred and usual method of reinforcing and encouraging acceptable conduct and behaviour.

Staff will be encouraged to seek help and advice, where appropriate, from other agencies such as health and education.

= Positive Handling and Restrictive Physical Interventions =

Staff have to bear in mind that the legal ‘duty of care’ that applies to all those working with young people means that ‘doing nothing’ may be construed by the law as ‘‘negligence’’ in terms of this duty.

There are circumstances when it would be appropriate to intervene physically to prevent behaviour that is harmful to a child or others.

== Positive Handling non-restrictive intervention ==

Positive handling non-restrictive physical interventions cover such areas as touching, obstructing and holding.

* '''Touching''': Normal physical contact (as would be expected between good parents and their children) is not prohibited between staff and the young people they look after but should not be used as a matter of routine.
* '''Holding''': Holding would discourage a young person from actively harming themselves or others.
* '''Obstructing''': the use of a support worker’s physical presence without touching to obstruct or restrict a young person’s movement.

It is recognised that Handcrafted staff will on occasion be required to exercise control in a manner which safeguards and promotes the welfare of the child. There may be circumstances where a child or young person may be at risk of committing harm to themselves or to other people, whether intentionally or not. In such circumstances non-restrictive physical intervention may be necessary (touching, obstructing, or holding).

Any physical intervention will be justifiable and appropriate to the child's circumstances and will enhance safety. Any physical intervention must take account of the physical, emotional and medical needs of each individual young person. Physical interventions should not in any way be used as a substitute for other types of intervention. (Also read Appendix 1)

Risk assessment and behaviour management will inform and indicate the necessity for the use of physical intervention. Where this is indicated staff will receive relevant training and information about the management of behaviour, which will emphasise positive approaches and alternatives to the use of physical intervention wherever possible.

Where physical intervention has been necessary, staff will make a written record. The social worker should be informed as soon as possible so that the child can be seen. Young people and staff will afterwards receive additional support, when required.

== Restrictive physical intervention (restraint) ==

Where non-physical de-escalation approaches and positive handling doesn’t de-escalate situations, Handcrafted staff will not be trained in physical restraint. Staff will contact emergency services if the situation is deemed to be dangerous.

= Behaviour Management Plan =

This is a plan which sets out any known or predicted difficult behaviours of the child, known factors likely to trigger the behaviour, agreed strategies to manage the behaviour, arrangements for recording the behaviour and strategies taken to manage it. Strategies should be agreed with young people. For further information see Appendix 2.

== Post Placement ==

Any behaviour management plan will be regularly reviewed and amended as required. Ongoing training will be made available to staff. Where a specific training need is identified within a carer’s supervision this will be addressed in regular support reviews and review of Risk Assessment and Risk Management Plans. Staff are encouraged to seek the help and advice of the Registered Manager.

= Appendix 1 - Essential Required Good Practice Relating to Physical Intervention =

The permissible types of non-restrictive physical intervention which involve the physical involvement of staff are described. They are not intended to be progressive and failure of one method should not necessarily automatically lead to the next.

The type of physical intervention used will always depend upon and need to be in keeping with the circumstances including the age, competence and nature of the young person and the potential risks involved. Wherever possible, physical intervention should be guided by a risk assessment and behaviour management plan.

Any intervention should always be preceded by clear verbal instructions and warnings of the consequences of ignoring them and then accompanied throughout by attempts to "talk down" and calm the incident until any risk has passed.

Physical intervention should only be used when required by the particular circumstances prevailing and never as part of a general regime. Consideration must be given to the health and cultural background of each individual child/young person before intervening.

== Touching ==

Staff should be able to express "parental affection" towards young people in their care to provide comfort to ease distress. This may include a hug or friendly arm on the shoulder etc. Staff need to be mindful that a high proportion of young people who are looked after have experienced sexual and physical abuse. Therefore carers need always to be cautious and ensure that any physical contact is not misinterpreted.

Staff should ensure that care is taken not to touch a young person in any way they are uncomfortable with as certain physical contact may be open to misinterpretation.

Where a support worker is concerned that behaviour may have been inappropriate, they should discuss their concerns with their manager or supervising social worker.

Young people who have been sexually abused may exhibit sexualised or inviting behaviour. Staff need to remain aware of their role and acknowledge any issues such as behaviour that arises for them, seeking advice and guidance from their manager or supervising social worker.

== Holding ==

This should involve no more than a hand placed on an arm or shoulder or leading a young person by one or both hands and/or possibly by the flat of one hand placed against a young person’s back in order to guide him/her to some other place or activity.

This may be necessary to divert a young person from destructive or disruptive behaviour.

A young person may be successfully diverted from destructive or disruptive behaviour by being led away by the hand, arm, or by means of an arm around his or her shoulder. Again, young people having a minor argument or a fight, which in itself is not likely to cause serious harm, but is nonetheless disruptive and detrimental to the well-being of other children, may be successfully separated by being held firmly and guided away.

Young adults may be successfully engaged by a hand placed firmly on the arm or shoulder to reinforce the attempts of carers to reason with them, or to emphasise the concern felt for them.

Staff should adopt the following principles when dealing with young people in this way. Whenever possible, the support worker involved should have an established relationship with the young person and should explain to the young person what they are doing and why:

* Holding should not arouse sexual expectations or feelings, and should cease if the child gives any indication of this.
* Staff should be careful where they hold young people. For instances, carers should be careful not to hold a child or young person in such a way that involves anything other than the arms or back.
* If on any occasion the young person forcibly resists or clearly objects, then "holding" should no longer be used as a method of physical intervention for that particular young person.
* Should the support worker feel unsure about any responses to a young person’s behaviour they should consult with the social worker or their manager.

= Appendix 2 - Behaviour Management Plan =

As part of the placement planning process for all Children in Care, consideration should be given to whether it is necessary to draw up a Behaviour Management Plan addressing behaviours such as:

* Absenting behaviour
* Anxiety or withdrawal
* Bullying or other similar behaviours
* Challenging behaviour
* Drug or substance misuse
* Lack of awareness of personal safety
* Offending or offensive behaviour
* Prostitution
* Self-harming behaviour
* Sexually exploitative or inappropriate sexual behaviour
* Violence or aggressive behaviour

Behaviour Management Plans are incorporated into risk management plans.

Behaviour Management Plans must summarise the behaviours causing concern and the strategies being adopted by staff to manage the behaviour(s).

Where the same behaviour is exhibited outside the placement, e.g., at school, every effort should be made to ensure staff and other professionals work in partnership, ensuring consistency where appropriate.

Conducting an Exit Interview Quick Guide

2026-06-19T09:15:05Z

Seymour Jacklin: Created page with "== Conducting an Exit Interview: Quick Guide == === Our process === Exit interviews will be offered to all staff when they leave. Rather than a fixed procedure, we want a flexible process that can adapt to how different people leave, but with enough consistency to generate useful learning over time. The interview will be offered by the line manager as part of offboarding, and recorded on an offboarding checklist. Where someone prefers not to speak in person, written..."

== Conducting an Exit Interview: Quick Guide ==

=== Our process ===

Exit interviews will be offered to all staff when they leave. Rather than a fixed procedure, we want a flexible process that can adapt to how different people leave, but with enough consistency to generate useful learning over time.

The interview will be offered by the line manager as part of offboarding, and recorded on an offboarding checklist.

Where someone prefers not to speak in person, written questions will be available as an alternative.

A small number of people will conduct exit interviews, to help ensure consistency. The conversations will be fed back to the HR & Wellbeing Steering Group.

=== Guidance for those conducting an exit interview ===

The purpose of an exit interview is twofold: to help the person leaving feel genuinely heard and to leave on a good note, and to generate honest learning for the organisation. Neither goal is well served by defensiveness. Our role is to listen, not to represent Handcrafted, justify decisions, or correct the record, even where the person's experience feels one-sided or unfair.

It helps to keep in mind that people leave in very different circumstances — someone moving on to an exciting new opportunity needs a different kind of conversation to someone leaving because their experience here has been difficult. In both cases, ask open questions, give space, and follow the thread of what they actually want to say.

The suggested questions below are prompts that can be used to open up conversation rather than needing to work through them one by one. What matters is that the person leaves feeling they had a genuine opportunity to speak.

=== Sample questions ===

''Why they are leaving''

* What prompted you to start looking for something new?
* What are you most looking forward to in your next role?
* Was there anything we could have done differently that might have changed things?

''Their experience of the role''

* What did you value most about working here?
* Were there things that frustrated you or that you felt could work better?
* Did you feel you had the support and tools to do your job well?

''Looking forward''

* What skills or qualities do you think we should look for in your replacement?
* What would you want your successor to know?
* Is there anything else you'd like to say before you go?

Moving On from Handcrafted

2026-06-19T09:14:08Z

Seymour Jacklin: Created page with "== Moving on from Handcrafted == === Offboarding Checklist === When you are leaving us, there are a few steps that we take. Your line manager (or other appropriate staff member) will support you in this transition, and be responsible for ensuring that the following things happen: * You will be offered an exit interview * If you use any personal devices for work, you must delete all Handcrafted data stored on them by your leaving date * You must return all Handcrafted..."

== Moving on from Handcrafted ==

=== Offboarding Checklist ===

When you are leaving us, there are a few steps that we take.

Your line manager (or other appropriate staff member) will support you in this transition, and be responsible for ensuring that the following things happen:

* You will be offered an exit interview
* If you use any personal devices for work, you must delete all Handcrafted data stored on them by your leaving date
* You must return all Handcrafted equipment, including:
** Laptops
** Phones
** Staffwear
** Keys
** Tools for property maintenance, woodwork, etc.
* You will receive a P45
* Your user accounts will be deactivated and you will no longer have access to them, including:
** Laptop user
** Phone SIM
** Email
** Airtable account
** Microsoft 365 account
** Any other cloud services

=== Exit Interviews ===

When you are leaving Handcrafted, your line manager will offer you an exit interview before your last day.

This is an important conversation, though nothing you say will affect your reference or how you are treated on the way out. The purpose is to give you a chance to reflect on your time here and share anything you think might help us improve.

What you share will be treated with respect, discussed at steering group level, and used to inform how we support staff in future.

If you would prefer not to have the conversation in person, you can ask for the questions in writing instead, or you can decline altogether.

----

''If you are conducting an exit interview, see the [[Conducting an Exit Interview Quick Guide]].''

Template:Organisational Topics

2026-06-19T09:05:11Z

Seymour Jacklin:

* [[Line Managers]]
* [[Probationary Period]]
* [[Contracts]]
* [[Working Hours Expectations]]
* [[Sickness and Absence]]
* [[Handcrafted Workwear]]
* [[Annual Leave]]
* [[Expenses Claims Procedure for Staff]]
* [[Complaints and Grievances Procedures]]
* [[Personal Development Reviews]]
* [[Personal Mental Health Care for Staff]]
* [[Staff Training and Development]]
* [[Moving On from Handcrafted]]

Who does what at Handcrafted?

2026-06-17T12:34:33Z

Seymour Jacklin: richer descriptions

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 composite Jun 2026 800px.jpg|alt=Handcrafted Organisational Chart|1786x1786px]]

== Who does what? ==

== 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.

=== Community Development Manager ===
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support and training programmes, and fostering partnerships with local organisations and groups — helping a hub become a genuine community focal point where people can share a meal, take part in training, or access support.

=== Café Manager ===
The Café Manager is responsible for managing The Shakey, our community café based at the Gateshead Hub, including training, supporting, and developing the trainee volunteer team who run it day to day. This role also involves delivering catering training courses and ensuring the smooth, welcoming operation of the café, including its free weekday community meal.

=== 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?

2026-06-17T12:07:45Z

Seymour Jacklin: /* Who does what? */ role description updates

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 composite Jun 2026 800px.jpg|alt=Handcrafted Organisational Chart|1786x1786px]]

== Who does what? ==

=== CEO ===
The CEO oversees the entire organisation of Handcrafted, ensuring that all operations align with the mission and strategic goals. This role involves developing new opportunities, expanding our reach, and providing overall leadership and direction.

=== Operations Director ===
The Operations Director oversees the operations of our Community Hubs, ensuring the effective delivery of housing support and training programs 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 all services supporting young people across the organisation, including our Engage programs for unaccompanied asylum-seeking children and young care leavers, and our Hummingbird service. This role involves strategic management of these teams, ensuring support is tailored to the specific needs of young people and aligned with our wider mission.

=== 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. They provide strategic oversight and support to ensure everything runs smoothly, working closely with the relevant Director.

=== Hub Managers ===
Hub Managers are responsible for overseeing the operations of a specific hub, including the management of housing support and training programs. They ensure that the hub's activities align with our mission, providing leadership to the staff within the hub and coordinating day-to-day activities.

=== 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.

=== Training Manager ===
The Training Manager is responsible for overseeing the design, implementation, and growth of our training programs. This role involves overseeing training at the hubs, where activities include woodwork, cookery, crafts, and customer service training. The Training Manager aligns training programs with our mission to empower people with practical skills, while also developing new opportunities for program expansion, partnerships, and training capacity.

=== Trainer ===
Trainers run training sessions in specific skill areas (e.g., woodwork or catering), oversee the workshops or training facilities, and deliver 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 our training assessments, ensuring they meet the required standards of our 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 programs such as Women's Work. This role involves assisting with the development of training programs and supporting the delivery of hands-on training.

=== Housing Support Worker ===
Housing Support Workers provide direct support to residents, helping them with various needs such as housing, mental health, and other personal challenges. In addition, some Housing Support Workers may also deliver training courses in specific areas (e.g., cookery or catering).

=== Community Development Manager ===
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support, and training programs, and fostering partnerships with local organisations and groups.

=== Café Manager ===
The Café Manager is responsible for managing our community café in Gateshead, which includes training, supporting, and developing the trainee volunteer team. This role also involves delivering catering training courses and ensuring the smooth operation of the café.

=== Engage Support Worker ===
Engage Support Workers focus on providing support to specific groups, such as unaccompanied asylum-seeking children or young care leavers. They help residents with their personal challenges and, in some cases, deliver specialised training courses.

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

=== Strategic Finance Deputy Director ===
The Strategic Finance Deputy Director oversees the organisation's finance, strategy, and business development functions. This role involves strategic financial planning, identifying opportunities for sustainable growth, and leading the Business Development team.

=== Business Development Officer ===
Business Development Officers contribute to the organisation's strategic growth and sustainability, with individuals specialising in areas such as systems and impact, finance and admin, strategic partnerships, or enterprise. 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.

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

=== Women’s Work Coordinator ===
The Women’s Work Coordinator manages and develops programs specifically aimed at supporting women. 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 we provide. This role involves monitoring and improving the quality of care across the organisation, embedding our psychologically informed approach into day-to-day practice, and providing wellbeing support and supervision to frontline staff.

=== 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 teams can focus on delivering support and training to residents.

=== Maintenance ===
Maintenance staff keep our hubs and buildings 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 alongside maintenance duties.

=== 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?

2026-06-17T11:55:30Z

Seymour Jacklin: /* Organisational Chart */ another chart fix

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 composite Jun 2026 800px.jpg|alt=Handcrafted Organisational Chart|1786x1786px]]

== Who does what? ==

==== CEO ====
The CEO oversees the entire organisation of Handcrafted, ensuring that all operations align with the mission and strategic goals. This role involves developing new opportunities, expanding our reach, and providing overall leadership and direction.

==== Operations Director ====
The Operations Director oversees all operations of the organisation, ensuring the effective delivery of housing support and training programs across all hubs. This role involves strategic management and coordination of various teams and services.

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

==== Hub Managers ====
Hub Managers are responsible for overseeing the operations of a specific hub, including the management of housing support and training programs. They ensure that the hub's activities align with our mission providing leadership to the staff within the hub and coordinating day-to-day activities.

==== Director of Training ====
The Director of Training is responsible for overseeing the design, implementation, and growth of our training programs. This role involves overseeing training at the hubs, where activities include woodwork, cookery, crafts, and customer service training. The Director of Training aligns training programs with our mission to empower people with practical skills, while also developing new opportunities for program expansion, partnerships, and training capacity.

==== Training Supervisor ====
Training Supervisors run training sessions in specific skill areas (e.g., woodwork or catering), oversee the workshops or training facilities, and deliver training courses. In some cases, the Training Supervisor may also provide some support work for residents.

==== Housing Support Officer ====
Support Workers provide direct support to residents, helping them with various needs such as housing, mental health, and other personal challenges. In addition, some Support Workers may also deliver training courses in specific areas (e.g., cookery or catering).

==== Community Development Manager ====
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support, and training programs, and fostering partnerships with local organisations and groups.

==== Café Manager ====
The Café Manager is responsible for managing our community café in Gateshead, which includes training, supporting, and developing the trainee volunteer team. This role also involves delivering catering training courses and ensuring the smooth operation of the café.

==== Engage Support Worker ====
Engage Support Workers focus on providing support to specific groups, such as unaccompanied asylum-seeking children or young care leavers. They help residents with their personal challenges and, in some cases, deliver specialised training courses.

==== Training Development Manager ====
The Training Development Manager oversees and develops the training provision across all hubs. This role involves managing training contracts, ensuring the quality of training programs, and leading specific training initiatives.

==== Training Development Officer ====
The Training Development Officer assists the Training Development Manager in developing and delivering training programs. This role includes running training sessions, overseeing workshops, and supporting the continuous improvement of training offerings.

==== Women’s Work Coordinator ====
The Women’s Work Coordinator manages and develops programs specifically aimed at supporting women. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

==== Training Assistant ====
The Training Assistant supports the Women’s Work Coordinator and other training staff by helping to run training sessions and courses. This role involves assisting with the development of training programs and supporting the delivery of hands-on training.

==== Business Development Officer ====
The Business Development Officer supports the CEO in developing the organisation as a business. This role involves running training sessions and group activities, contributing to the growth and sustainability of the organisation, 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 composite Jun 2026 800px.jpg

2026-06-17T11:54:44Z

Seymour Jacklin:

org chart

Who does what at Handcrafted?

2026-06-17T11:52:45Z

Seymour Jacklin: /* Organisational Chart */ new 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 composite Jun 2026.jpg|alt=Handcrafted Organisational Chart - June 2026|1786x1786px]]

== Who does what? ==

==== CEO ====
The CEO oversees the entire organisation of Handcrafted, ensuring that all operations align with the mission and strategic goals. This role involves developing new opportunities, expanding our reach, and providing overall leadership and direction.

==== Operations Director ====
The Operations Director oversees all operations of the organisation, ensuring the effective delivery of housing support and training programs across all hubs. This role involves strategic management and coordination of various teams and services.

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

==== Hub Managers ====
Hub Managers are responsible for overseeing the operations of a specific hub, including the management of housing support and training programs. They ensure that the hub's activities align with our mission providing leadership to the staff within the hub and coordinating day-to-day activities.

==== Director of Training ====
The Director of Training is responsible for overseeing the design, implementation, and growth of our training programs. This role involves overseeing training at the hubs, where activities include woodwork, cookery, crafts, and customer service training. The Director of Training aligns training programs with our mission to empower people with practical skills, while also developing new opportunities for program expansion, partnerships, and training capacity.

==== Training Supervisor ====
Training Supervisors run training sessions in specific skill areas (e.g., woodwork or catering), oversee the workshops or training facilities, and deliver training courses. In some cases, the Training Supervisor may also provide some support work for residents.

==== Housing Support Officer ====
Support Workers provide direct support to residents, helping them with various needs such as housing, mental health, and other personal challenges. In addition, some Support Workers may also deliver training courses in specific areas (e.g., cookery or catering).

==== Community Development Manager ====
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support, and training programs, and fostering partnerships with local organisations and groups.

==== Café Manager ====
The Café Manager is responsible for managing our community café in Gateshead, which includes training, supporting, and developing the trainee volunteer team. This role also involves delivering catering training courses and ensuring the smooth operation of the café.

==== Engage Support Worker ====
Engage Support Workers focus on providing support to specific groups, such as unaccompanied asylum-seeking children or young care leavers. They help residents with their personal challenges and, in some cases, deliver specialised training courses.

==== Training Development Manager ====
The Training Development Manager oversees and develops the training provision across all hubs. This role involves managing training contracts, ensuring the quality of training programs, and leading specific training initiatives.

==== Training Development Officer ====
The Training Development Officer assists the Training Development Manager in developing and delivering training programs. This role includes running training sessions, overseeing workshops, and supporting the continuous improvement of training offerings.

==== Women’s Work Coordinator ====
The Women’s Work Coordinator manages and develops programs specifically aimed at supporting women. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

==== Training Assistant ====
The Training Assistant supports the Women’s Work Coordinator and other training staff by helping to run training sessions and courses. This role involves assisting with the development of training programs and supporting the delivery of hands-on training.

==== Business Development Officer ====
The Business Development Officer supports the CEO in developing the organisation as a business. This role involves running training sessions and group activities, contributing to the growth and sustainability of the organisation, 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?

2026-06-17T11:44:24Z

Seymour Jacklin: /* Organisational Chart */ new 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 composite Jun 2026.jpg|border|center|frameless|2031x2031px]]

== Who does what? ==

==== CEO ====
The CEO oversees the entire organisation of Handcrafted, ensuring that all operations align with the mission and strategic goals. This role involves developing new opportunities, expanding our reach, and providing overall leadership and direction.

==== Operations Director ====
The Operations Director oversees all operations of the organisation, ensuring the effective delivery of housing support and training programs across all hubs. This role involves strategic management and coordination of various teams and services.

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

==== Hub Managers ====
Hub Managers are responsible for overseeing the operations of a specific hub, including the management of housing support and training programs. They ensure that the hub's activities align with our mission providing leadership to the staff within the hub and coordinating day-to-day activities.

==== Director of Training ====
The Director of Training is responsible for overseeing the design, implementation, and growth of our training programs. This role involves overseeing training at the hubs, where activities include woodwork, cookery, crafts, and customer service training. The Director of Training aligns training programs with our mission to empower people with practical skills, while also developing new opportunities for program expansion, partnerships, and training capacity.

==== Training Supervisor ====
Training Supervisors run training sessions in specific skill areas (e.g., woodwork or catering), oversee the workshops or training facilities, and deliver training courses. In some cases, the Training Supervisor may also provide some support work for residents.

==== Housing Support Officer ====
Support Workers provide direct support to residents, helping them with various needs such as housing, mental health, and other personal challenges. In addition, some Support Workers may also deliver training courses in specific areas (e.g., cookery or catering).

==== Community Development Manager ====
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support, and training programs, and fostering partnerships with local organisations and groups.

==== Café Manager ====
The Café Manager is responsible for managing our community café in Gateshead, which includes training, supporting, and developing the trainee volunteer team. This role also involves delivering catering training courses and ensuring the smooth operation of the café.

==== Engage Support Worker ====
Engage Support Workers focus on providing support to specific groups, such as unaccompanied asylum-seeking children or young care leavers. They help residents with their personal challenges and, in some cases, deliver specialised training courses.

==== Training Development Manager ====
The Training Development Manager oversees and develops the training provision across all hubs. This role involves managing training contracts, ensuring the quality of training programs, and leading specific training initiatives.

==== Training Development Officer ====
The Training Development Officer assists the Training Development Manager in developing and delivering training programs. This role includes running training sessions, overseeing workshops, and supporting the continuous improvement of training offerings.

==== Women’s Work Coordinator ====
The Women’s Work Coordinator manages and develops programs specifically aimed at supporting women. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

==== Training Assistant ====
The Training Assistant supports the Women’s Work Coordinator and other training staff by helping to run training sessions and courses. This role involves assisting with the development of training programs and supporting the delivery of hands-on training.

==== Business Development Officer ====
The Business Development Officer supports the CEO in developing the organisation as a business. This role involves running training sessions and group activities, contributing to the growth and sustainability of the organisation, 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 composite Jun 2026.jpg

2026-06-17T11:43:07Z

Seymour Jacklin:

hierarchical org chart for handcrafted with section details and personnel

Who does what at Handcrafted?

2026-06-17T11:24:09Z

Seymour Jacklin: Undo revision 637 by Seymour Jacklin (talk)

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:Handcrafted Organisational Chart Dec 2024.png|border|center|frameless|910x910px]]
[[File:Handcrafted Organisational Chart Aug 2025.png|center|frameless|855x855px]]

== Who does what? ==

==== CEO ====
The CEO oversees the entire organisation of Handcrafted, ensuring that all operations align with the mission and strategic goals. This role involves developing new opportunities, expanding our reach, and providing overall leadership and direction.

==== Operations Director ====
The Operations Director oversees all operations of the organisation, ensuring the effective delivery of housing support and training programs across all hubs. This role involves strategic management and coordination of various teams and services.

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

==== Hub Managers ====
Hub Managers are responsible for overseeing the operations of a specific hub, including the management of housing support and training programs. They ensure that the hub's activities align with our mission providing leadership to the staff within the hub and coordinating day-to-day activities.

==== Director of Training ====
The Director of Training is responsible for overseeing the design, implementation, and growth of our training programs. This role involves overseeing training at the hubs, where activities include woodwork, cookery, crafts, and customer service training. The Director of Training aligns training programs with our mission to empower people with practical skills, while also developing new opportunities for program expansion, partnerships, and training capacity.

==== Training Supervisor ====
Training Supervisors run training sessions in specific skill areas (e.g., woodwork or catering), oversee the workshops or training facilities, and deliver training courses. In some cases, the Training Supervisor may also provide some support work for residents.

==== Housing Support Officer ====
Support Workers provide direct support to residents, helping them with various needs such as housing, mental health, and other personal challenges. In addition, some Support Workers may also deliver training courses in specific areas (e.g., cookery or catering).

==== Community Development Manager ====
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support, and training programs, and fostering partnerships with local organisations and groups.

==== Café Manager ====
The Café Manager is responsible for managing our community café in Gateshead, which includes training, supporting, and developing the trainee volunteer team. This role also involves delivering catering training courses and ensuring the smooth operation of the café.

==== Engage Support Worker ====
Engage Support Workers focus on providing support to specific groups, such as unaccompanied asylum-seeking children or young care leavers. They help residents with their personal challenges and, in some cases, deliver specialised training courses.

==== Training Development Manager ====
The Training Development Manager oversees and develops the training provision across all hubs. This role involves managing training contracts, ensuring the quality of training programs, and leading specific training initiatives.

==== Training Development Officer ====
The Training Development Officer assists the Training Development Manager in developing and delivering training programs. This role includes running training sessions, overseeing workshops, and supporting the continuous improvement of training offerings.

==== Women’s Work Coordinator ====
The Women’s Work Coordinator manages and develops programs specifically aimed at supporting women. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

==== Training Assistant ====
The Training Assistant supports the Women’s Work Coordinator and other training staff by helping to run training sessions and courses. This role involves assisting with the development of training programs and supporting the delivery of hands-on training.

==== Business Development Officer ====
The Business Development Officer supports the CEO in developing the organisation as a business. This role involves running training sessions and group activities, contributing to the growth and sustainability of the organisation, 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?

2026-06-17T11:22:50Z

Seymour Jacklin: /* Organisational Chart */ updated

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 ==
<!DOCTYPE html>
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<title>Handcrafted Projects — Organisation Chart</title>
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/* ---------- Tree structure ----------
Scoped with the .tree-children class + direct-child combinators (>) only,
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<body>

<header class="masthead">
<h1>Handcrafted Projects — Organisation Chart</h1>
<p>Board & CEO down to frontline teams · June 2026</p>
</header>

<div class="legend">
<span class="item"><span class="swatch board"></span> Governance / CEO</span>
<span class="item"><span class="swatch dir"></span> Directors & team headers</span>
<span class="item"><span class="swatch group"></span> Department grouping (no individual postholder)</span>
<span class="item"><span class="swatch vacant"></span> <span style="font-style:italic;">Italic grey</span> = VACANCY</span>
</div>

<div class="scroll-wrap">
<ul class="org-tree root">
<li>
<div class="listcard board">
<div class="hd">Board</div>
<div class="bd">
<ul class="names">
<li><span class="role-name">Charlotte Clarke – Trustee / Chair</span></li>
<li><span class="role-name">Paul Morley – Trustee</span></li>
<li><span class="role-name">Norman Urwin – Trustee</span></li>
<li><span class="role-name">Eileen Brady – Trustee</span></li>
<li><span class="role-name">Karen Bianchi – Trustee</span></li>
<li><span class="role-name">Emily Carter – Trustee</span></li>
<li><span class="role-name">Tom Ward – Trustee</span></li>
<li><span class="role-name">Mike Elliot – Board Adviser</span></li>
</ul>
</div>
</div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="person ceo"><span class="name">Dan Northover</span><span class="title">CEO</span></div>
<div class="stub"></div>
<ul class="tree-children">

<li class="branch">
<div class="person"><span class="name">John Hinton</span><span class="title">Operations Director</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="grouplabel">Community Hubs</div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard">
<div class="hd">Durham Hub</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Lorraine Jones – Manager</span></li>
<li><span class="role-name">Jenny Booth – Assistant Manager</span></li>
<li><span class="role-name">Graham Harrison – Workshop Supervisor</span></li>
<li><span class="role-name">Henry Silva – Housing Support</span></li>
<li><span class="role-vacant">VACANCY – Housing Support</span></li>
<li><span class="role-name">Stu Lavender – Maintenance & Enterprise</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Gateshead Hub</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Neil Toomey – Manager</span></li>
<li><span class="role-name">Tim Crichton – Assistant Manager</span></li>
<li><span class="role-name">David Ramsey – Workshop Supervisor</span></li>
<li><span class="role-name">Tom Bryant – Housing Support</span></li>
<li><span class="role-name">Lisa Harrison – Housing Support</span></li>
<li><span class="role-name">Eleanor Davies – Administrator</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Chester-le-Street Hub</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Paul Baddams – Manager</span></li>
<li><span class="role-name">Catherine Braddock – Assistant Manager</span></li>
<li><span class="role-name">Ronnie Salawone – Kitchen Supervisor</span></li>
<li><span class="role-name">Gill Baddams – Housing Support</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Sunderland Hub</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Aidan Hughes – Manager</span></li>
<li><span class="role-name">Marie Westmoreland – Assistant Manager</span></li>
<li><span class="role-name">Helen Grant – Housing Support</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Darlington Hub</div>
<div class="bd"><ul class="names">
<li><span class="role-vacant">VACANCY – Manager</span></li>
<li><span class="role-name">Charlotte Hoggett – Housing Support</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Housing Quality</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Tim Smith – Maintenance</span></li>
</ul></div>
</div>
</li>
</ul>
</li>
</ul>
</li>


<li class="branch">
<div class="person"><span class="name">Stacey Nicholas</span><span class="title">Director for Young People</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="grouplabel">Engage</div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard">
<div class="hd">Engage County Durham</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Ian Roberts – Manager</span></li>
<li><span class="role-name">Jimi Hinton – Housing Support</span></li>
<li><span class="role-name">Peter Walton – Housing Support</span></li>
<li><span class="role-name">Matt Robson – Housing Support</span></li>
<li><span class="role-name">Sahand Vasfi – Maintenance</span></li>
<li><span class="role-name">Shalom Sabu – Administrator</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Engage Tyne & Wear</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Lauren Redfern – Manager</span></li>
<li><span class="role-name">Hadi Abbasidaneshazar – Housing Support</span></li>
<li><span class="role-name">Zara Lyth – Housing Support</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Engage Tees Valley</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Joshua Moore – Manager</span></li>
<li><span class="role-name">Rosie Lewis – Housing Support</span></li>
<li><span class="role-name">Courtney Wallace – Housing Support</span></li>
<li><span class="role-vacant">VACANCY – Maintenance</span></li>
</ul></div>
</div>
</li>
</ul>
</li>
<li>
<div class="listcard wide">
<div class="hd">Hummingbird</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Amy Gatward – Manager</span></li>
<li><span class="role-name">Ronald Kock – Housing Support</span></li>
<li><span class="role-name">TJ Sexton – Housing Support</span></li>
<li><span class="role-name">Charlie Scott-King – Housing Support</span></li>
<li><span class="role-name">Liv Wild – Key Worker</span></li>
<li><span class="role-name">Jamie Spratt – Key Worker</span></li>
<li><span class="role-vacant">VACANCY – Key Worker</span></li>
<li><span class="role-vacant">VACANCY – Maintenance</span></li>
<li><span class="role-name">Lorraine Williams – Administrator</span></li>
</ul></div>
</div>
</li>
<li>
<div class="listcard">
<div class="hd">Senior Administrator</div>
<div class="bd"><ul class="names">
<li><span class="role-name">Rachel Baker – Administrator</span></li>
</ul></div>
</div>
</li>
</ul>
</li>


<li class="branch">
<div class="person"><span class="name">Jack Perrin</span><span class="title">Strategic Finance Deputy Director</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard wide">
<div class="hd">Business Development</div>
<div class="bd">
<ul class="names">
<li><span class="role-name">Charlie Evans – Systems & Impact</span></li>
<li><span class="role-name">Bobbie Ryder – Finance & Admin</span></li>
<li><span class="role-name">Matt Bourne – Strategic Partnerships</span></li>
<li><span class="role-name">Immi Young – Enterprise</span></li>
<li><span class="role-vacant">VACANCY – Business Development</span></li>
<li><span class="role-vacant">VACANCY – Business Development</span></li>
</ul>
<div class="remit-note">Remit also covers Strategy, Fundraising & Governance</div>
</div>
</div>
</li>
</ul>
</li>


<li class="branch">
<div class="person"><span class="name">Rebekah Hook</span><span class="title">Project Development Manager</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard">
<div class="hd">Project Development</div>
<div class="bd">
<span class="remit-pill">Pilot Projects</span>
<span class="remit-pill">HR</span>
<span class="remit-pill">Health & Safety</span>
</div>
</div>
</li>
</ul>
</li>


<li class="branch">
<div class="person"><span class="name">Keith Mallard</span><span class="title">Training Manager</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard wide">
<div class="hd">Training Team</div>
<div class="bd">
<ul class="names">
<li><span class="role-name">Morksha Rodrigo – Trainer</span></li>
<li><span class="role-name">Rechael Izobodo-John – Trainer</span></li>
<li><span class="role-name">Theresa Hart – Trainer</span></li>
<li><span class="role-name">Francesco Kampiotis – Trainer</span></li>
<li><span class="role-name">Amber Donovan – Trainer</span></li>
<li><span class="role-name">James Crichton – Training Assistant</span></li>
<li><span class="role-name">Mark Pearson – Independent Verifier</span></li>
</ul>
<div class="remit-note">Remit also covers Catering, Carpentry, Crafts & Textiles, Employability, ESOL & Functional Skills</div>
</div>
</div>
</li>
</ul>
</li>


<li class="branch">
<div class="person"><span class="name">Ruth Crichton</span><span class="title">Women's Work Coordinator</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard">
<div class="hd">Liberty Pathway</div>
<div class="bd">
<ul class="names">
<li><span class="role-name">Clare Green – Training Assistant</span></li>
<li><span class="role-name">Dawn Shearsmith – Training Assistant</span></li>
</ul>
<div class="remit-note">Women's Groups & Own My Life housing support</div>
</div>
</div>
</li>
</ul>
</li>


<li class="branch">
<div class="person"><span class="name">Seymour Jacklin</span><span class="title">Support Quality Manager</span></div>
<div class="stub"></div>
<ul class="tree-children">
<li>
<div class="listcard">
<div class="hd">Support Quality</div>
<div class="bd">
<span class="remit-pill">Staff Training</span>
<span class="remit-pill">Staff Wellbeing</span>
<span class="remit-pill">Quality Monitoring</span>
<span class="remit-pill">Safeguarding</span>
</div>
</div>
</li>
</ul>
</li>

</ul>
</li>
</ul>
</li>
</ul>
</div>

<footer>
Source: Org Chart – June 2026 v2 (5 slides). Built as a single static HTML graphic for embedding on a webpage — scroll horizontally and vertically to view in full.
</footer>

</body>
</html>

== Who does what? ==

==== CEO ====
The CEO oversees the entire organisation of Handcrafted, ensuring that all operations align with the mission and strategic goals. This role involves developing new opportunities, expanding our reach, and providing overall leadership and direction.

==== Operations Director ====
The Operations Director oversees all operations of the organisation, ensuring the effective delivery of housing support and training programs across all hubs. This role involves strategic management and coordination of various teams and services.

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

==== Hub Managers ====
Hub Managers are responsible for overseeing the operations of a specific hub, including the management of housing support and training programs. They ensure that the hub's activities align with our mission providing leadership to the staff within the hub and coordinating day-to-day activities.

==== Director of Training ====
The Director of Training is responsible for overseeing the design, implementation, and growth of our training programs. This role involves overseeing training at the hubs, where activities include woodwork, cookery, crafts, and customer service training. The Director of Training aligns training programs with our mission to empower people with practical skills, while also developing new opportunities for program expansion, partnerships, and training capacity.

==== Training Supervisor ====
Training Supervisors run training sessions in specific skill areas (e.g., woodwork or catering), oversee the workshops or training facilities, and deliver training courses. In some cases, the Training Supervisor may also provide some support work for residents.

==== Housing Support Officer ====
Support Workers provide direct support to residents, helping them with various needs such as housing, mental health, and other personal challenges. In addition, some Support Workers may also deliver training courses in specific areas (e.g., cookery or catering).

==== Community Development Manager ====
The Community Development Manager manages the operations of a hub with a specific focus on engaging the local community. This includes overseeing housing support, and training programs, and fostering partnerships with local organisations and groups.

==== Café Manager ====
The Café Manager is responsible for managing our community café in Gateshead, which includes training, supporting, and developing the trainee volunteer team. This role also involves delivering catering training courses and ensuring the smooth operation of the café.

==== Engage Support Worker ====
Engage Support Workers focus on providing support to specific groups, such as unaccompanied asylum-seeking children or young care leavers. They help residents with their personal challenges and, in some cases, deliver specialised training courses.

==== Training Development Manager ====
The Training Development Manager oversees and develops the training provision across all hubs. This role involves managing training contracts, ensuring the quality of training programs, and leading specific training initiatives.

==== Training Development Officer ====
The Training Development Officer assists the Training Development Manager in developing and delivering training programs. This role includes running training sessions, overseeing workshops, and supporting the continuous improvement of training offerings.

==== Women’s Work Coordinator ====
The Women’s Work Coordinator manages and develops programs specifically aimed at supporting women. This role includes organising specialist training courses, running support groups, and ensuring that the needs of women within the organisation are met.

==== Training Assistant ====
The Training Assistant supports the Women’s Work Coordinator and other training staff by helping to run training sessions and courses. This role involves assisting with the development of training programs and supporting the delivery of hands-on training.

==== Business Development Officer ====
The Business Development Officer supports the CEO in developing the organisation as a business. This role involves running training sessions and group activities, contributing to the growth and sustainability of the organisation, 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}}

Personal Mental Health Care for Staff

2026-06-12T09:31:52Z

Seymour Jacklin: /* Counselling and Debriefing */ added bit about external debriefing.

<blockquote>'''''Remember: You can’t pour from an empty cup. Taking time for yourself will ultimately make you a better, more effective worker. Don’t hesitate to reach out for help—it’s a sign of strength, not weakness.'''''</blockquote>We recognise that your mental well-being is especially important given the emotionally demanding and sometimes chaotic nature of our work. Your well-being is crucial for your health and the effectiveness of the work we do with those in need. Resources, practices, and support systems are in place to help you take care of yourself while continuing to make a difference in the lives of others.

Managers are trained to listen, be accessible, and spot signs of mental health issues in their teams. We expect them to proactively support the well-being of their staff and respond to any concerns that arise.

== Mental Health Resources Available ==

=== Peer Support Groups ===

* Peer support is a cornerstone of our 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.

=== Staff Training ===

* You will 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. This is designed to help you handle potentially threatening situations with confidence and reduce the emotional toll of such situations.

=== 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.
* If your role involves front-line work with complex, emotional burdens, we also make sure that you have a designated person outside Handcrafted who is skilled to provide a reflective and confidential space to talk. We will arrange for an "external debrief" person with appropriate experience and professional background to be this person for you, and you are strongly encouraged to access them on a regular basis within the rhythm of your work and not just in a crisis.

=== 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.

=== 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.

== Seeking Help When Overwhelmed ==

* '''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. We maintain a flat hierarchy, making it easier for you to reach out to higher levels of management for support.
* '''Sickness and Leave Policies'''
** If stress or burnout becomes unmanageable, we encourage you to see your GP and follow our normal sickness procedure.

== Preventative Measures and Daily Practices ==

* '''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.
* '''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.
* '''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.
'''''Celebrate the small victories in your work. Even small progress can have a significant impact on the lives of those you help, and acknowledging these moments can sustain your motivation.'''''

== Continuous Improvement and Feedback ==
* '''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.
<blockquote>'''''Taking care of your mental health is not just important—it’s essential for you to continue the vital work you do. It’s easy to become overwhelmed by the endless demands of our work, but remember you are finite, and if you burn out, you won’t be able to help others effectively. Prioritise self-care, set boundaries, and seek support when needed. Take care of yourself and you can then continue to make a positive impact in the lives of those we serve.'''''</blockquote>

Mileage Policy

2026-06-05T10:58:59Z

Seymour Jacklin: /* Mileage Reimbursement Rates (HMRC AMAP) */

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

* 55p per mile for the first 10,000 miles in the tax year (from 1st June 2026 onwards)
* 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.

Standard Licence Agreement

2026-05-19T07:02:31Z

Seymour Jacklin:

'''(FOR SUPPORTED ACCOMMODATION IN A HOUSE FOR SINGLE OCCUPANCY)'''

= Introduction =

We look forward to welcoming you to [name of Accommodation] and hope you enjoy living here.

This Licence Agreement contains our rights and responsibilities as well as yours to comply with the Law and do everything possible to ensure your happiness and safety during your stay as well as the happiness and safety of staff, visitors, and neighbours.

By signing this Licence Agreement, we are creating a legal contract with you which means that we both have to abide by the rules it sets out.

Please read this Agreement carefully and ask us to explain anything you do not understand before signing it.

If you would like independent help to understand this Agreement you can contact a Citizens Advice Bureau, an advice agency such as a Law Centre or a solicitor.

The Contracts (Rights of Third Parties) Act 1999 does not apply to this Agreement as it is only between you and us and nobody else can enforce the rights and obligations contained in it.

This Agreement is a complete document and replaces any previous conversations, statements or agreements regarding your stay here.

= This Licence Agreement Is Between =

'''The Licensor:''' Handcrafted Projects, a Registered Charity number 1146188 and a Registered Company Number 07884740 whose Registered Office is situated at Unit 21, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG

Referred throughout this document as "we" "our" and "us"

And

'''The Licensee:''' _________________________ of _________________________

Referred throughout this document as "you" or "your"

= Definitions =

In this Licence Agreement the following definitions apply:

'''The Accommodation:''' [                                                                                ]

Comprising [list of rooms and outside areas]

'''The Charges:''' The fees and payments listed in Schedule 3.

'''Our Contents:''' The items listed in Schedule 1 which are owned by us and situated at the Accommodation.

'''House Rules:''' The rules listed in Schedule 4 and any additional or amended rules which you may be notified of in writing from time to time.

'''Housing Benefit:''' Regular payments made by the Local Housing Authority to help individuals with a low income to pay for accommodation.

'''Notice:''' Formal written communication affecting your or our rights, obligations or duties.

'''Support:''' The set of support activities listed in Schedule 2.

'''The Term:''' From the Start Date until termination in accordance with the processes as set out in Schedule 5 Ending the Licence Agreement.

= Purpose of This Licence Agreement =

To give you the right to live in the Accommodation, use of our Contents and access to Support subject to the conditions stipulated in this Licence Agreement for The Term.

To provide a legal contract setting out the terms upon which you are granted the right to live in the Accommodation.

This Licence Agreement is not a tenancy giving you rights under Housing Act 1988 as it does not grant you exclusive possession of the Accommodation as a right of access is reserved by us at all times in order to provide you with Support and comply with Our Responsibilities as set out in paragraph D below.

We are required to follow the processes set out in Schedule 5 to end this Licence Agreement and seek a court order to evict you should that be necessary.

This Licence Agreement may be amended only by agreement in writing signed by us and you with the exception of Charges which may be altered by us after giving you at least 4 weeks Notice.

= Notices =

A Notice served by Us on You will be deemed served and therefore you will be presumed to have received it if it is left at the Accommodation, put through any letterbox at the Accommodation or posted by 1st class post to the Accommodation.

A Notice served by You on Us will be deemed served and therefore we will be presumed to have received it if it is posted by recorded delivery to our Registered Office or emailed to us at [email address].

= Responsibilities =

== We Agree ==

* To allow you to occupy the Accommodation and to provide Support to you.
* To provide you with a set of keys to the Accommodation.
* To keep the structure, exterior and interior of the Accommodation in good repair and decoration and at all times fit for human habitation.
* To conduct a regular inspection of the Accommodation to ensure there are no hazards which may endanger the health and safety of staff or visitors to the Accommodation.
* To check and maintain gas appliances in accordance with legal requirements.
* To check Our Contents comply with legal regulations from time to time in force and are fire safe.
* To keep in good repair and proper working order any installation provided by us for space heating, water heating, sanitation and the provision of water, gas and electricity.
* To pay any local authority or utility company charges relevant to the Accommodation.
* To achieve where possible a minimum target of Band C of the Energy Performance Certificate.
* To comply with the Licence Charge Arrears Policy and Procedure at Schedule 6 should any Charges be late or unpaid.
* To follow the Complaints Procedure at Schedule 7 should we be notified by you of any complaint regarding the Accommodation, Support or any alleged failure on our part to comply with Our Responsibilities.
* To comply with the Appeals Procedure at Schedule 8 should we be notified by you that you wish to appeal against any decision we make concerning the Accommodation, your Support, or our procedures under this Agreement.

== You Agree ==

=== Occupation ===

* To be open and honest in all your dealings with us.
* Not to leave the Accommodation for any holiday or other reason until your Licence Charge has been fully agreed with Housing Benefit and without written permission from us to do so.
* You must inform us if you are going away from the Accommodation for more than two consecutive nights.
* To use the Accommodation as your only home, not to operate a business at the Accommodation and not to use the Accommodation for any illegal purposes.
* To comply with our regular health and safety check of the Accommodation.
* To always allow access to the Accommodation, without notice, for the purposes of delivering support, care or supervision in line with your support plan and cleaning.
* Not to allow anyone else to stay overnight in the Accommodation, or to have free access to the Accommodation through the supply of Accommodation keys.
* To keep the Accommodation in a good and clean condition.
* To tell us immediately if you lose your keys to the Accommodation.

=== Charges ===

* To pay the Charges promptly as detailed in Schedule 3 and wherever possible by standing order from the Start Date until the Licence Agreement is terminated and you have vacated the Accommodation.
* To comply promptly with all requirements needed to process any Housing Benefit claim and to immediately notify us if there is a change in circumstances that would affect a Housing Benefit award.
* To continue to pay the Charges during any period during your occupation when the Accommodation has been rendered uninhabitable due to any intentional act or omission by you.

=== Support ===

* To accept, fully co-operate with and engage in Support as detailed in Schedule 2.
* To meet with us within a maximum of five days of the beginning of the Term to agree a support plan for you to work towards the specific goals identified.
* To attend monthly meetings to review and revise your Support plan.

=== Antisocial Behaviour ===

* Not to cause or allow visitors to cause a nuisance to neighbours or our staff visiting the Accommodation.
* Not to possess, use, produce or supply, or allow visitors to possess, use, produce or supply, any legal high, controlled drug or other controlled substance, in or from the Accommodation or within a mile of it. This includes taking orders, or allowing visitors to take orders, for the supply of controlled drugs, or other controlled substances.
* Not to commit, or allow visitors to commit, any form of harassment that may interfere with the peace and comfort of, or cause offence to, any visitors, neighbours, or our staff or contractors.
* Not to commit any act that results in harm or loss to any visitors, neighbours, or our staff or contractors.
* To refrain from any form of violent or aggressive behaviour, whether physical or verbal towards visitors, neighbours, contractors or our staff.
* Not to play, or allow to be played, any radio, television, sound recording or musical instrument so loudly that it causes a nuisance or annoyance to neighbours.
* Not to make a noise that can be heard outside the Accommodation between 11pm and 7am any day of the week.
* Not to keep any animals (including birds, fish and rodents) without our express written permission.
* Not to allow any person onto or into the Accommodation whom we have banned from it. We will inform you of any individuals who are banned from the Accommodation and it is your responsibility to remember this.
* To comply with any health, safety, or fire instructions we give you and not to engage in conduct that is likely to endanger the health and safety of anyone at the Accommodation or to use any heating other than that provided by us.
* To comply with all the House Rules.
* Not to park a vehicle in a place which could impede access to the Accommodation or cause a nuisance to Neighbours.
* Not to park a vehicle on the Accommodation without written permission from us.

=== Maintenance ===

* Not to remove or make alterations to the Accommodation or Our Contents without written permission from us.
* To pay for any damage caused by you, or your visitors, to the Accommodation or Our Contents.
* To report promptly any disrepair or defect to the Accommodation or Our Contents.

=== Moving Out ===

* To return the keys to us when you move out. You will need to take away all your possessions, clean the Accommodation and restore all fixings and fittings in it to the order they were in at the beginning of the Term.
* If you leave any possessions at the Accommodation after moving out, we reserve the right to dispose of them following the service upon you of a Notice to collect the items within 14 days from the date of the Notice.

== Your Rights ==

* You have the right to have personal data we may hold about you protected from unauthorised disclosure. We will hold and process your personal data in accordance with Data Protection Act 2018 and our Privacy Policy which is at Schedule 9.
* You have the right to receive information from us about the way we operate the terms of this agreement and about any of our policies and procedures relevant to the support service we provide.
* You have the right to be treated fairly and without discrimination by us (and our agents).
* You have the right not to be harassed or discriminated against in our performance of this agreement.
* You have the right to have an independent advocate or advisor in your dealings with us. At your request we will take reasonable steps to help you find someone to fulfil this role.
* You have the right to be consulted about the services we provide and about any changes that we propose.
* You have the right to use a complaints procedure by which you can complain about any aspect of the service at Schedule 7.
* You have the right to use the Appeals Procedure by which you can appeal any decision made by us with regard to you at Schedule 8.

= Signatures =

'''Signed by us'''

Name (PRINT): ………………………………………………………………………..

Organisation: ………………………………………………………………………..

Position: ………………………………………………………………………..

Signature: ……………………………………………………… Date: ………………………

'''Signed by you'''

Name (PRINT): ………………………………………………………………………..

Signature: ……………………………………………………… Date: ………………………

= Schedule 1: Our Contents =

The Accommodation is furnished with the following items belonging to us ("Our Contents"):

= Schedule 2: Support =

We will provide the following care, support or supervision to you whilst residing at the Accommodation:

To complete an assessment of individual needs relating to resettlement, social circumstances and housing needs.

Discussion and assessment will enable a Support Plan to be produced and implemented. The Support Plan will detail a positive series of steps towards the facilitation of resettlement on an independent basis. Support will be given in regard to personal, educational, training and housing needs to enable progression at an individual level.

Services provided by us as part of the Support plan will include:

* General counselling and support including befriending, advising on food preparation, reminding and non-specialist counselling.
* Assisting with the security of the Accommodation required because of your needs (NB: this also constitutes the provision of supervision).
* Assisting with maintaining the safety of the accommodation.
* Advising and supervising on the use of domestic equipment and appliances.
* Assisting with arranging minor repairs to and servicing of your own domestic equipment and appliances.
* Providing life skills training in maintaining the accommodation in an appropriate condition.
* Assisting you to engage with individuals, professionals and other bodies with an interest in your welfare.
* Advising or assisting you with personal budgeting and debt counselling.
* Where appropriate, arranging adaptations to enable you to cope with disability.
* Advising or assisting you in dealing with relationships and disputes with neighbours.
* Advising or assisting you in dealing with benefit claims and other official correspondence relevant to sustaining occupancy of the accommodation.
* Assisting with shopping and errands.
* Encouraging social intercourse, undertaking welfare checks and arranging social events.
* Controlling access to the accommodation.
* Other support provided by us.
* Collecting of and accounting for rent.
* Advising or assisting with your resettlement.
* Advising or assisting you to enable you to move on to accommodation where less intense support is required.

To directly deliver supportive resettlement services which will include nominations to appropriate move-on accommodation, practical assistance with the move, welfare rights etc. and ongoing support as agreed in a support contract with you.

= Schedule 3: The Charges =

The Charges for the Accommodation consist of the following:

The licence charges for the accommodation consist of the following:

{| class="wikitable"
|-
| '''Core Rent''' || £            per week
|-
| '''Eligible Charges''' || £            per week
|-
| '''Ineligible Charges''' || £            per week
|-
| '''Total Rent''' || £            per week
|}

Total rent per week for the accommodation: £          per week

(Payment by Housing Benefit: £          per week)

(Payment by Exempt Accommodation: £          per week)

The licensee will be responsible for any shortfall of income from Housing Benefit.

= Schedule 4: House Rules =

The following House Rules apply. You agree to the following:

* You must not keep, allow to be kept, or use illegal substances or drugs or drug paraphernalia on the premises. (Under the terms of Section 8 of the Misuse of Drugs Act any information regarding the believed use of controlled substances in the Accommodation may be passed to the police).
* You must not allow visitors in the Accommodation except through permission from us. Should permission be granted these visitors are the responsibility of the Licensee at all times.
* You and visitors to the Accommodation must abide by the following conditions:
** Any person under the age of 16 is allowed only with permission from Handcrafted. When permission is granted, they will be allowed in the premises between the hours of 9.00am and 8.00pm.
** Any person between the ages of 16–18 is allowed only with permission from Handcrafted. When permission is granted, they will only be allowed in the accommodation between the hours of 9.00am and 9.30pm.
** Any person over the age of 18 will only be allowed in the Accommodation between the hours of 9.00am and 12.00am. No more than two guests are allowed at any one time without express permission from Handcrafted.
** Permission for all the above must be sought before the arrival of any guests.
* No overnight stays are allowed at the Accommodation without express permission from us.
* You must refrain from any form of violent or aggressive behaviour, whether physical or verbal towards other residents, our representatives, or neighbours.
* You must not engage in any form of unlawful discrimination towards other residents, neighbours or members of our staff.
* You shall not bring genuine or replica firearms, knives, martial art or combat weapons or any other kind of offensive weapons into the Accommodation.
* You must not allow the volume of televisions, radios, CD players, machinery and other forms of electronic equipment to be such as to cause disturbance to the other residents or neighbours.
* You shall abide by fire safety and health and safety rules which are displayed in the Accommodation and shall not engage in any conduct which may put the health and safety of other residents, staff or neighbours at risk.
* You must not keep or allow any animals in the Accommodation without permission from all residents and from us.
* You must not remove the belongings of visitors or our staff without the permission of the owner. This also applies to fixtures and fittings which belong to us.
* You must not store or use petrol or paraffin or any other inflammable liquid or material in any part of the Accommodation.
* You must not change light fittings or electrical circuits or use, or allow to be used, any unsafe electrical appliance or connect more than one appliance to each wall socket.
* You must not use or allow the use of naked flames e.g. candles, lanterns etc.
* You must not smoke in the Accommodation.
* You must respect other residents and neighbours; therefore, noise must be kept at a moderate level.
* The Licensee must keep the Accommodation clean and tidy, including disposing of rubbish.
* You must ensure that electrical appliances are switched off when not in use.
* You shall take responsibility for the safekeeping and insuring of your own personal property (and property in your control) as we are not responsible for any loss, however caused, to your property.
* You shall take responsibility for removal of all belongings at the end of your stay and understand that we have the right to remove, dispose of or destroy any belongings not claimed by the 14th day following the end of the stay.
* We prohibit the possession of a TV unless you as a Licensee can demonstrate to us that you have the means to pay for a licence and then that you have put one in place. A TV licence will be required under the following circumstances:
** You own a television which is in the Accommodation.
** You use a computer, mobile phone, tablet, games console or other device which is connected to the internet and has the ability to stream TV as it is transmitted live.
* To empty all rubbish from the premises regularly, keep the garden/yard clear and to place the refuse so that it can be collected by the local authority as per the local collection.
* Not to alter the supplier of electricity, gas or telephone to the Accommodation.
* Not to install any additional cable/satellite telephone or television equipment without written permission from us.
* Not to decorate the Accommodation without written permission from us.
* Not to take other people's food, clothing, mail or other personal possessions without their permission.
* Not to use chip pans or deep fat fryers in the Accommodation.

= Schedule 5: Ending the Licence Agreement =

'''You can end this Licence Agreement''' with us by giving us 28 days warning contained in a Notice.

'''We can end the Licence Agreement''' with you if:

* You have failed to comply with or breached any of the conditions of this License Agreement, or
* We deem that the Accommodation is no longer suitable to your needs, or
* Suitable alternative accommodation has been offered to you, or
* You have failed to pay The Charges that are due, or
* You present a serious risk to yourself, our staff or neighbours, or
* We believe that you 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")''' — 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. 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. 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 is 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 is 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.

= Schedule 6: 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 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.

= Schedule 7: Complaints Procedure =

We encourage you 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
* Problems with 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.

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

All complaints will initially be dealt with by a 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 your satisfaction 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.

= Schedule 8: Appeals Procedure =

You are entitled to appeal against implementation of our procedures as follows:

An appeal may be made within 5 working days of the warning of notice to be issued. The appeal must be made in writing and will be heard by the manager. You will be notified in writing of the decision and the reasons for it within 10 working days from receipt of the notice to appeal.

If you are not happy with the decision made by us, the final stage of the appeals process is an appeals panel consisting of two members of staff and the manager. The appeal will be heard within 14 days from its receipt, and the decision and the reasons for it will be notified in writing immediately.

Nothing in this procedure attempts to remove your rights at law. Advice at any stage may be sought from any advice agency or solicitor.

= Schedule 9: Privacy Policy =

== 1. What Is Your Personal Data? ==

When you come into contact with us as a supporter, volunteer, trainee, or for any other reason, you will be giving us data about yourself.

Personal data is any information that identifies you. 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 General Data Protection Regulation (GDPR).

== 2. 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 GDPR, we are known as a 'Data Controller' because we decide what personal data to collect and what we do with it.

== 3. 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.

== 4. How Do We Use Your Personal Data? ==

We use your personal data so that we can:

* Provide the services that we have been set up to provide as specified in our stated aims and activities.
* Keep up-to-date records of trainees, residents, staff and volunteers.
* Maintain the documentation we are required to keep by law (for example, to comply with the Charities (Protection and Social Investment) Act 2016, which requires us to identify supporters who make any major gifts).
* Fundraise and promote the interests of the charity (for example your email address so that we can send you updates about 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.

Where 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 GDPR.

== 5. 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, sexual 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.

== 6. 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.

== 7. 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.

== 8. 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 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.

== 9. 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 corrects 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 Commissioners Office (ICO).

== 10. 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.

This notice was last updated and published on 19 June 2018.

== 11. Contact Details ==

'''Contact us'''

Handcrafted<br>
Unit 21<br>
Skillion Business Park<br>
Littleburn Road<br>
DH7 7RP<br>
Call 0191 3781562 or email info@handcrafted.org.uk

'''Contact the Information Commissioners Office'''

Information Commissioner's Office<br>
Wycliffe House<br>
Water Lane<br>
Wilmslow<br>
Cheshire<br>
SK9 5AF<br>
Call 0303 123 1113 or email via https://ico.org.uk/global/contact-us/email/

Standard Licence Agreement

2026-05-19T07:01:25Z

Seymour Jacklin: Created page with "'''(FOR SUPPORTED ACCOMMODATION IN A HOUSE FOR SINGLE OCCUPANCY)''' '''START DATE: DD/MM/YYYY''' This statement 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 || |- | '''Last review and approval''' || |} = Introduction = We look forward to welcoming you to [name of Accommodation] and hope you enjoy livi..."

'''(FOR SUPPORTED ACCOMMODATION IN A HOUSE FOR SINGLE OCCUPANCY)'''

'''START DATE: DD/MM/YYYY'''

This statement 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 ||
|-
| '''Last review and approval''' ||
|}

= Introduction =

We look forward to welcoming you to [name of Accommodation] and hope you enjoy living here.

This Licence Agreement contains our rights and responsibilities as well as yours to comply with the Law and do everything possible to ensure your happiness and safety during your stay as well as the happiness and safety of staff, visitors, and neighbours.

By signing this Licence Agreement, we are creating a legal contract with you which means that we both have to abide by the rules it sets out.

Please read this Agreement carefully and ask us to explain anything you do not understand before signing it.

If you would like independent help to understand this Agreement you can contact a Citizens Advice Bureau, an advice agency such as a Law Centre or a solicitor.

The Contracts (Rights of Third Parties) Act 1999 does not apply to this Agreement as it is only between you and us and nobody else can enforce the rights and obligations contained in it.

This Agreement is a complete document and replaces any previous conversations, statements or agreements regarding your stay here.

= This Licence Agreement Is Between =

'''The Licensor:''' Handcrafted Projects, a Registered Charity number 1146188 and a Registered Company Number 07884740 whose Registered Office is situated at Unit 21, Littleburn Industrial Estate, Langley Moor, Durham, DH7 8HG

Referred throughout this document as "we" "our" and "us"

And

'''The Licensee:''' _________________________ of _________________________

Referred throughout this document as "you" or "your"

= Definitions =

In this Licence Agreement the following definitions apply:

'''The Accommodation:''' [                                                                                ]

Comprising [list of rooms and outside areas]

'''The Charges:''' The fees and payments listed in Schedule 3.

'''Our Contents:''' The items listed in Schedule 1 which are owned by us and situated at the Accommodation.

'''House Rules:''' The rules listed in Schedule 4 and any additional or amended rules which you may be notified of in writing from time to time.

'''Housing Benefit:''' Regular payments made by the Local Housing Authority to help individuals with a low income to pay for accommodation.

'''Notice:''' Formal written communication affecting your or our rights, obligations or duties.

'''Support:''' The set of support activities listed in Schedule 2.

'''The Term:''' From the Start Date until termination in accordance with the processes as set out in Schedule 5 Ending the Licence Agreement.

= Purpose of This Licence Agreement =

To give you the right to live in the Accommodation, use of our Contents and access to Support subject to the conditions stipulated in this Licence Agreement for The Term.

To provide a legal contract setting out the terms upon which you are granted the right to live in the Accommodation.

This Licence Agreement is not a tenancy giving you rights under Housing Act 1988 as it does not grant you exclusive possession of the Accommodation as a right of access is reserved by us at all times in order to provide you with Support and comply with Our Responsibilities as set out in paragraph D below.

We are required to follow the processes set out in Schedule 5 to end this Licence Agreement and seek a court order to evict you should that be necessary.

This Licence Agreement may be amended only by agreement in writing signed by us and you with the exception of Charges which may be altered by us after giving you at least 4 weeks Notice.

= Notices =

A Notice served by Us on You will be deemed served and therefore you will be presumed to have received it if it is left at the Accommodation, put through any letterbox at the Accommodation or posted by 1st class post to the Accommodation.

A Notice served by You on Us will be deemed served and therefore we will be presumed to have received it if it is posted by recorded delivery to our Registered Office or emailed to us at [email address].

= Responsibilities =

== We Agree ==

* To allow you to occupy the Accommodation and to provide Support to you.
* To provide you with a set of keys to the Accommodation.
* To keep the structure, exterior and interior of the Accommodation in good repair and decoration and at all times fit for human habitation.
* To conduct a regular inspection of the Accommodation to ensure there are no hazards which may endanger the health and safety of staff or visitors to the Accommodation.
* To check and maintain gas appliances in accordance with legal requirements.
* To check Our Contents comply with legal regulations from time to time in force and are fire safe.
* To keep in good repair and proper working order any installation provided by us for space heating, water heating, sanitation and the provision of water, gas and electricity.
* To pay any local authority or utility company charges relevant to the Accommodation.
* To achieve where possible a minimum target of Band C of the Energy Performance Certificate.
* To comply with the Licence Charge Arrears Policy and Procedure at Schedule 6 should any Charges be late or unpaid.
* To follow the Complaints Procedure at Schedule 7 should we be notified by you of any complaint regarding the Accommodation, Support or any alleged failure on our part to comply with Our Responsibilities.
* To comply with the Appeals Procedure at Schedule 8 should we be notified by you that you wish to appeal against any decision we make concerning the Accommodation, your Support, or our procedures under this Agreement.

== You Agree ==

=== Occupation ===

* To be open and honest in all your dealings with us.
* Not to leave the Accommodation for any holiday or other reason until your Licence Charge has been fully agreed with Housing Benefit and without written permission from us to do so.
* You must inform us if you are going away from the Accommodation for more than two consecutive nights.
* To use the Accommodation as your only home, not to operate a business at the Accommodation and not to use the Accommodation for any illegal purposes.
* To comply with our regular health and safety check of the Accommodation.
* To always allow access to the Accommodation, without notice, for the purposes of delivering support, care or supervision in line with your support plan and cleaning.
* Not to allow anyone else to stay overnight in the Accommodation, or to have free access to the Accommodation through the supply of Accommodation keys.
* To keep the Accommodation in a good and clean condition.
* To tell us immediately if you lose your keys to the Accommodation.

=== Charges ===

* To pay the Charges promptly as detailed in Schedule 3 and wherever possible by standing order from the Start Date until the Licence Agreement is terminated and you have vacated the Accommodation.
* To comply promptly with all requirements needed to process any Housing Benefit claim and to immediately notify us if there is a change in circumstances that would affect a Housing Benefit award.
* To continue to pay the Charges during any period during your occupation when the Accommodation has been rendered uninhabitable due to any intentional act or omission by you.

=== Support ===

* To accept, fully co-operate with and engage in Support as detailed in Schedule 2.
* To meet with us within a maximum of five days of the beginning of the Term to agree a support plan for you to work towards the specific goals identified.
* To attend monthly meetings to review and revise your Support plan.

=== Antisocial Behaviour ===

* Not to cause or allow visitors to cause a nuisance to neighbours or our staff visiting the Accommodation.
* Not to possess, use, produce or supply, or allow visitors to possess, use, produce or supply, any legal high, controlled drug or other controlled substance, in or from the Accommodation or within a mile of it. This includes taking orders, or allowing visitors to take orders, for the supply of controlled drugs, or other controlled substances.
* Not to commit, or allow visitors to commit, any form of harassment that may interfere with the peace and comfort of, or cause offence to, any visitors, neighbours, or our staff or contractors.
* Not to commit any act that results in harm or loss to any visitors, neighbours, or our staff or contractors.
* To refrain from any form of violent or aggressive behaviour, whether physical or verbal towards visitors, neighbours, contractors or our staff.
* Not to play, or allow to be played, any radio, television, sound recording or musical instrument so loudly that it causes a nuisance or annoyance to neighbours.
* Not to make a noise that can be heard outside the Accommodation between 11pm and 7am any day of the week.
* Not to keep any animals (including birds, fish and rodents) without our express written permission.
* Not to allow any person onto or into the Accommodation whom we have banned from it. We will inform you of any individuals who are banned from the Accommodation and it is your responsibility to remember this.
* To comply with any health, safety, or fire instructions we give you and not to engage in conduct that is likely to endanger the health and safety of anyone at the Accommodation or to use any heating other than that provided by us.
* To comply with all the House Rules.
* Not to park a vehicle in a place which could impede access to the Accommodation or cause a nuisance to Neighbours.
* Not to park a vehicle on the Accommodation without written permission from us.

=== Maintenance ===

* Not to remove or make alterations to the Accommodation or Our Contents without written permission from us.
* To pay for any damage caused by you, or your visitors, to the Accommodation or Our Contents.
* To report promptly any disrepair or defect to the Accommodation or Our Contents.

=== Moving Out ===

* To return the keys to us when you move out. You will need to take away all your possessions, clean the Accommodation and restore all fixings and fittings in it to the order they were in at the beginning of the Term.
* If you leave any possessions at the Accommodation after moving out, we reserve the right to dispose of them following the service upon you of a Notice to collect the items within 14 days from the date of the Notice.

== Your Rights ==

* You have the right to have personal data we may hold about you protected from unauthorised disclosure. We will hold and process your personal data in accordance with Data Protection Act 2018 and our Privacy Policy which is at Schedule 9.
* You have the right to receive information from us about the way we operate the terms of this agreement and about any of our policies and procedures relevant to the support service we provide.
* You have the right to be treated fairly and without discrimination by us (and our agents).
* You have the right not to be harassed or discriminated against in our performance of this agreement.
* You have the right to have an independent advocate or advisor in your dealings with us. At your request we will take reasonable steps to help you find someone to fulfil this role.
* You have the right to be consulted about the services we provide and about any changes that we propose.
* You have the right to use a complaints procedure by which you can complain about any aspect of the service at Schedule 7.
* You have the right to use the Appeals Procedure by which you can appeal any decision made by us with regard to you at Schedule 8.

= Signatures =

'''Signed by us'''

Name (PRINT): ………………………………………………………………………..

Organisation: ………………………………………………………………………..

Position: ………………………………………………………………………..

Signature: ……………………………………………………… Date: ………………………

'''Signed by you'''

Name (PRINT): ………………………………………………………………………..

Signature: ……………………………………………………… Date: ………………………

= Schedule 1: Our Contents =

The Accommodation is furnished with the following items belonging to us ("Our Contents"):

= Schedule 2: Support =

We will provide the following care, support or supervision to you whilst residing at the Accommodation:

To complete an assessment of individual needs relating to resettlement, social circumstances and housing needs.

Discussion and assessment will enable a Support Plan to be produced and implemented. The Support Plan will detail a positive series of steps towards the facilitation of resettlement on an independent basis. Support will be given in regard to personal, educational, training and housing needs to enable progression at an individual level.

Services provided by us as part of the Support plan will include:

* General counselling and support including befriending, advising on food preparation, reminding and non-specialist counselling.
* Assisting with the security of the Accommodation required because of your needs (NB: this also constitutes the provision of supervision).
* Assisting with maintaining the safety of the accommodation.
* Advising and supervising on the use of domestic equipment and appliances.
* Assisting with arranging minor repairs to and servicing of your own domestic equipment and appliances.
* Providing life skills training in maintaining the accommodation in an appropriate condition.
* Assisting you to engage with individuals, professionals and other bodies with an interest in your welfare.
* Advising or assisting you with personal budgeting and debt counselling.
* Where appropriate, arranging adaptations to enable you to cope with disability.
* Advising or assisting you in dealing with relationships and disputes with neighbours.
* Advising or assisting you in dealing with benefit claims and other official correspondence relevant to sustaining occupancy of the accommodation.
* Assisting with shopping and errands.
* Encouraging social intercourse, undertaking welfare checks and arranging social events.
* Controlling access to the accommodation.
* Other support provided by us.
* Collecting of and accounting for rent.
* Advising or assisting with your resettlement.
* Advising or assisting you to enable you to move on to accommodation where less intense support is required.

To directly deliver supportive resettlement services which will include nominations to appropriate move-on accommodation, practical assistance with the move, welfare rights etc. and ongoing support as agreed in a support contract with you.

= Schedule 3: The Charges =

The Charges for the Accommodation consist of the following:

The licence charges for the accommodation consist of the following:

{| class="wikitable"
|-
| '''Core Rent''' || £            per week
|-
| '''Eligible Charges''' || £            per week
|-
| '''Ineligible Charges''' || £            per week
|-
| '''Total Rent''' || £            per week
|}

Total rent per week for the accommodation: £          per week

(Payment by Housing Benefit: £          per week)

(Payment by Exempt Accommodation: £          per week)

The licensee will be responsible for any shortfall of income from Housing Benefit.

= Schedule 4: House Rules =

The following House Rules apply. You agree to the following:

* You must not keep, allow to be kept, or use illegal substances or drugs or drug paraphernalia on the premises. (Under the terms of Section 8 of the Misuse of Drugs Act any information regarding the believed use of controlled substances in the Accommodation may be passed to the police).
* You must not allow visitors in the Accommodation except through permission from us. Should permission be granted these visitors are the responsibility of the Licensee at all times.
* You and visitors to the Accommodation must abide by the following conditions:
** Any person under the age of 16 is allowed only with permission from Handcrafted. When permission is granted, they will be allowed in the premises between the hours of 9.00am and 8.00pm.
** Any person between the ages of 16–18 is allowed only with permission from Handcrafted. When permission is granted, they will only be allowed in the accommodation between the hours of 9.00am and 9.30pm.
** Any person over the age of 18 will only be allowed in the Accommodation between the hours of 9.00am and 12.00am. No more than two guests are allowed at any one time without express permission from Handcrafted.
** Permission for all the above must be sought before the arrival of any guests.
* No overnight stays are allowed at the Accommodation without express permission from us.
* You must refrain from any form of violent or aggressive behaviour, whether physical or verbal towards other residents, our representatives, or neighbours.
* You must not engage in any form of unlawful discrimination towards other residents, neighbours or members of our staff.
* You shall not bring genuine or replica firearms, knives, martial art or combat weapons or any other kind of offensive weapons into the Accommodation.
* You must not allow the volume of televisions, radios, CD players, machinery and other forms of electronic equipment to be such as to cause disturbance to the other residents or neighbours.
* You shall abide by fire safety and health and safety rules which are displayed in the Accommodation and shall not engage in any conduct which may put the health and safety of other residents, staff or neighbours at risk.
* You must not keep or allow any animals in the Accommodation without permission from all residents and from us.
* You must not remove the belongings of visitors or our staff without the permission of the owner. This also applies to fixtures and fittings which belong to us.
* You must not store or use petrol or paraffin or any other inflammable liquid or material in any part of the Accommodation.
* You must not change light fittings or electrical circuits or use, or allow to be used, any unsafe electrical appliance or connect more than one appliance to each wall socket.
* You must not use or allow the use of naked flames e.g. candles, lanterns etc.
* You must not smoke in the Accommodation.
* You must respect other residents and neighbours; therefore, noise must be kept at a moderate level.
* The Licensee must keep the Accommodation clean and tidy, including disposing of rubbish.
* You must ensure that electrical appliances are switched off when not in use.
* You shall take responsibility for the safekeeping and insuring of your own personal property (and property in your control) as we are not responsible for any loss, however caused, to your property.
* You shall take responsibility for removal of all belongings at the end of your stay and understand that we have the right to remove, dispose of or destroy any belongings not claimed by the 14th day following the end of the stay.
* We prohibit the possession of a TV unless you as a Licensee can demonstrate to us that you have the means to pay for a licence and then that you have put one in place. A TV licence will be required under the following circumstances:
** You own a television which is in the Accommodation.
** You use a computer, mobile phone, tablet, games console or other device which is connected to the internet and has the ability to stream TV as it is transmitted live.
* To empty all rubbish from the premises regularly, keep the garden/yard clear and to place the refuse so that it can be collected by the local authority as per the local collection.
* Not to alter the supplier of electricity, gas or telephone to the Accommodation.
* Not to install any additional cable/satellite telephone or television equipment without written permission from us.
* Not to decorate the Accommodation without written permission from us.
* Not to take other people's food, clothing, mail or other personal possessions without their permission.
* Not to use chip pans or deep fat fryers in the Accommodation.

= Schedule 5: Ending the Licence Agreement =

'''You can end this Licence Agreement''' with us by giving us 28 days warning contained in a Notice.

'''We can end the Licence Agreement''' with you if:

* You have failed to comply with or breached any of the conditions of this License Agreement, or
* We deem that the Accommodation is no longer suitable to your needs, or
* Suitable alternative accommodation has been offered to you, or
* You have failed to pay The Charges that are due, or
* You present a serious risk to yourself, our staff or neighbours, or
* We believe that you 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")''' — 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. 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. 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 is 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 is 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.

= Schedule 6: 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 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.

= Schedule 7: Complaints Procedure =

We encourage you 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
* Problems with 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.

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

All complaints will initially be dealt with by a 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 your satisfaction 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.

= Schedule 8: Appeals Procedure =

You are entitled to appeal against implementation of our procedures as follows:

An appeal may be made within 5 working days of the warning of notice to be issued. The appeal must be made in writing and will be heard by the manager. You will be notified in writing of the decision and the reasons for it within 10 working days from receipt of the notice to appeal.

If you are not happy with the decision made by us, the final stage of the appeals process is an appeals panel consisting of two members of staff and the manager. The appeal will be heard within 14 days from its receipt, and the decision and the reasons for it will be notified in writing immediately.

Nothing in this procedure attempts to remove your rights at law. Advice at any stage may be sought from any advice agency or solicitor.

= Schedule 9: Privacy Policy =

== 1. What Is Your Personal Data? ==

When you come into contact with us as a supporter, volunteer, trainee, or for any other reason, you will be giving us data about yourself.

Personal data is any information that identifies you. 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 General Data Protection Regulation (GDPR).

== 2. 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 GDPR, we are known as a 'Data Controller' because we decide what personal data to collect and what we do with it.

== 3. 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.

== 4. How Do We Use Your Personal Data? ==

We use your personal data so that we can:

* Provide the services that we have been set up to provide as specified in our stated aims and activities.
* Keep up-to-date records of trainees, residents, staff and volunteers.
* Maintain the documentation we are required to keep by law (for example, to comply with the Charities (Protection and Social Investment) Act 2016, which requires us to identify supporters who make any major gifts).
* Fundraise and promote the interests of the charity (for example your email address so that we can send you updates about 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.

Where 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 GDPR.

== 5. 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, sexual 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.

== 6. 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.

== 7. 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.

== 8. 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 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.

== 9. 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 corrects 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 Commissioners Office (ICO).

== 10. 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.

This notice was last updated and published on 19 June 2018.

== 11. Contact Details ==

'''Contact us'''

Handcrafted<br>
Unit 21<br>
Skillion Business Park<br>
Littleburn Road<br>
DH7 7RP<br>
Call 0191 3781562 or email info@handcrafted.org.uk

'''Contact the Information Commissioners Office'''

Information Commissioner's Office<br>
Wycliffe House<br>
Water Lane<br>
Wilmslow<br>
Cheshire<br>
SK9 5AF<br>
Call 0303 123 1113 or email via https://ico.org.uk/global/contact-us/email/

Complaints Policy

2026-05-19T07:00:49Z

Seymour Jacklin:

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
|-
| '''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

2026-05-19T06:46:46Z

Seymour Jacklin:

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 || 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
|-
| '''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
|}

Trauma-Informed Practice Quick Guide

2026-05-08T12:12:20Z

Seymour Jacklin: /* Remeber */ typo correction

''This page gives you a quick, practical overview of trauma-informed practice at Handcrafted — what it means, why we do it, and how it shapes your day-to-day work. You don't need a clinical background to understand or apply it.''

== What does "trauma-informed" actually mean? ==

Being trauma-informed simply means being aware that many of the people we support have had difficult or harmful experiences in their lives and that those experiences shape how they think, feel and behave, often in ways that aren't immediately obvious.

It doesn't mean you need to know someone's full history, ask probing questions, or provide therapy. It means you approach every interaction with the understanding that there might be more going on beneath the surface, and how you show up (your tone, your consistency, your patience) is important.

At Handcrafted, we work in community support, not clinical care. Our job isn't to process or treat trauma. It's to create the kind of safe, trusting environment where people can begin to feel stable and where, over time, real change becomes possible.

=== Remember ===

'''All behaviour is communication.'''

When someone is difficult, withdrawn, angry, or inconsistent, try asking yourself: ''what might this be telling me about how they're feeling, rather than what kind of person they are?''

== How trauma affects people ==

Trauma, whether from childhood, relationships, or life events, affects how people feel emotionally, but it also shapes the brain and nervous system in lasting ways. This means that:

* Reactions that seem disproportionate or hard to understand often make complete sense in light of someone's past
* Behaviours that look like "bad attitude", stubbornness, or lack of motivation are frequently coping mechanisms — ways of staying safe that developed for good reasons
* People may find it hard to trust, to regulate their emotions, or to believe that things can be different

Adverse Childhood Experiences (ACEs) — things like abuse, neglect, domestic violence, or parental substance use during childhood — are one well-known source of this kind of lasting impact. But trauma can come from many places, and its effects vary enormously from person to person. We never assume we know exactly how someone's history affects them.

== Trauma informed models ==

Handcrafted's approach draws on a few different frameworks. You don't need to memorise these, but it helps to know where our thinking comes from.

=== We focus on the foundations first ===

A model called the '''Therapeutic Needs Hierarchy''' (Golden, 2015<ref>https://kimsgolding.co.uk/resources/models/meeting-the-therapeutic-needs-of-traumatized-children/</ref>) describes what people need in order to recover from trauma — and it works like a pyramid. The base layers have to be in place before anything else is possible:

# Feeling safe
# Being able to regulate emotions (calm down, not feel overwhelmed)
# Experiencing consistent, supportive relationships
# Building resilience and connection to a community

Only once those foundations are in place can deeper work of processing trauma begin. That deeper work is for specialist therapists, not us. But we work on the foundations by helping individuals feel safe, seen, and steady.

=== How we relate to people: PACE ===

The '''PACE model,''' developed by psychologist Dan Hughes<ref>Hughes, D. A. (2009). ''Attachment-Focused Parenting: Effective Strategies to Care for Children.'' New York: W. W. Norton & Company.</ref>, gives us a useful way to think about the qualities we bring to every interaction:

* '''Playfulness''' — keeping things light where appropriate; humour and warmth build connection
* '''Acceptance''' — accepting the person as they are, without judgement, even when you don't accept a specific behaviour
* '''Curiosity''' — being genuinely interested in someone's inner world; wondering about them rather than making assumptions
* '''Empathy''' — trying to understand what things feel like from their point of view

PACE was originally developed for children with developmental trauma, but it applies to anyone. It's helpful to think of this as an attitude more than a technique.

=== We focus on strengths, not problems ===

Rather than focusing on what's wrong with someone's life or what they've failed at, we try to identify what's already working, what they're good at, and where they want to go. This is influenced by '''Solution-Focused Brief Therapy (SFBT)'''<ref>Iveson, C., George, E., & Ratner, H. (2012). ''Brief Coaching: A Solution Focused Approach.'' London: Routledge.</ref>'''.''' This is founded on the idea that people have more resources than they realise, and that our job is to help them find and use those.

In practice this means:
* Asking "what's been going better?" rather than always digging into problems
* Helping people notice their own strengths and progress
* Keeping conversations forward-looking where possible — what do you want things to look like?

=== We work through experience, not just words ===

There are broadly three ways people recover from trauma:

{| class="wikitable"
! Type !! What it involves !! Our role?
|-
| '''Top-down''' || Talking therapies — understanding and reprocessing experiences through conversation || This is specialist work, not ours
|-
| '''Tools-based''' || Techniques like breathing exercises, mindfulness, or body-based approaches to calm the nervous system || We can support this, but don't lead it
|-
| '''Bottom-up''' || Having new, positive experiences that gradually rewire how someone sees themselves and the world || '''This is where we work'''
|}

"Bottom-up" means that what people actually '''do and experience''' in our programmes, whether it's the activities, the relationships, or the sense of belonging, can genuinely change things, even without formal therapy. The brain is more adaptable than we used to think (this is called '''neuroplasticity'''). New experiences create new patterns, which means the environment you create matters.

== How it looks in practice ==

=== Don't make things worse ===

The most fundamental rule. Some things that feel routine — like someone feeling pressured, embarrassed in front of others, or like they have no say — can be genuinely harmful for people with trauma histories. Always ask yourself: could the way I'm doing this cause harm?

=== Remember that behaviour has reasons ===

When someone's behaviour is frustrating or confusing, try to stay curious rather than judgemental. They're communicating something. What might it be?

=== Ask "what happened?" not "what's wrong?" ===

This is a real mindset shift. Instead of approaching someone as a problem to be solved, approach them as a person with a history. That history explains a lot. You don't need to know the details — just hold the possibility that there's more to the picture than what you can see.

=== Pay attention to how things feel, not just what you're doing ===

Someone might be receiving the right support on paper but still feel unsafe, judged, or not in control. How the support is delivered — your manner, tone, consistency, and respect — is just as important as the support itself.

=== Work with people, not on them ===

People who've experienced trauma have often had very little control over what happens to them. Giving people genuine choices — about what they do, how they do it, what they need — is itself part of the healing. We aim to be collaborative partners, not people who "fix" others.

== What trauma-informed practice is NOT ==

It's easy to over-complicate this, so it's worth being clear about what we're not asking you to do:

; You don't need to be a therapist
: This isn't about providing counselling or clinical support. If someone needs that, we help connect them to the right services. Your role is to create a safe, consistent, supportive environment rather than to process their trauma with them.

; There's no single script or checklist
: Being trauma-informed isn't a protocol you follow step by step. It's a way of thinking and relating that you apply using your judgement in each situation. People are different, and what feels safe or supportive varies.

== Things you can do from day one ==

* '''Make your space feel welcoming''' — think about how the environment looks and feels, not just what you're doing in it
* '''Ask before you act''' — consent and choice matter; always offer options where you can
* '''Be consistent''' — showing up the same way, being reliable, doing what you say you'll do; this builds trust more than almost anything else
* '''Watch your language''' — avoid anything that sounds blaming, shaming, or like you're judging someone's character; focus on behaviour and circumstances instead
* '''Be patient with yourself too''' — this is a way of working that deepens over time; you don't need to have it all figured out immediately

Trauma-Informed Practice Quick Guide

2026-04-10T08:26:05Z

Seymour Jacklin: /* What our approach looks like in practice */

''This page gives you a quick, practical overview of trauma-informed practice at Handcrafted — what it means, why we do it, and how it shapes your day-to-day work. You don't need a clinical background to understand or apply it.''

== What does "trauma-informed" actually mean? ==

Being trauma-informed simply means being aware that many of the people we support have had difficult or harmful experiences in their lives and that those experiences shape how they think, feel and behave, often in ways that aren't immediately obvious.

It doesn't mean you need to know someone's full history, ask probing questions, or provide therapy. It means you approach every interaction with the understanding that there might be more going on beneath the surface, and how you show up (your tone, your consistency, your patience) is important.

At Handcrafted, we work in community support, not clinical care. Our job isn't to process or treat trauma. It's to create the kind of safe, trusting environment where people can begin to feel stable and where, over time, real change becomes possible.

=== Remeber ===

'''All behaviour is communication.'''

When someone is difficult, withdrawn, angry, or inconsistent, try asking yourself: ''what might this be telling me about how they're feeling, rather than what kind of person they are?''

== How trauma affects people ==

Trauma, whether from childhood, relationships, or life events, affects how people feel emotionally, but it also shapes the brain and nervous system in lasting ways. This means that:

* Reactions that seem disproportionate or hard to understand often make complete sense in light of someone's past
* Behaviours that look like "bad attitude", stubbornness, or lack of motivation are frequently coping mechanisms — ways of staying safe that developed for good reasons
* People may find it hard to trust, to regulate their emotions, or to believe that things can be different

Adverse Childhood Experiences (ACEs) — things like abuse, neglect, domestic violence, or parental substance use during childhood — are one well-known source of this kind of lasting impact. But trauma can come from many places, and its effects vary enormously from person to person. We never assume we know exactly how someone's history affects them.

== Trauma informed models ==

Handcrafted's approach draws on a few different frameworks. You don't need to memorise these, but it helps to know where our thinking comes from.

=== We focus on the foundations first ===

A model called the '''Therapeutic Needs Hierarchy''' (Golden, 2015<ref>https://kimsgolding.co.uk/resources/models/meeting-the-therapeutic-needs-of-traumatized-children/</ref>) describes what people need in order to recover from trauma — and it works like a pyramid. The base layers have to be in place before anything else is possible:

# Feeling safe
# Being able to regulate emotions (calm down, not feel overwhelmed)
# Experiencing consistent, supportive relationships
# Building resilience and connection to a community

Only once those foundations are in place can deeper work of processing trauma begin. That deeper work is for specialist therapists, not us. But we work on the foundations by helping individuals feel safe, seen, and steady.

=== How we relate to people: PACE ===

The '''PACE model,''' developed by psychologist Dan Hughes<ref>Hughes, D. A. (2009). ''Attachment-Focused Parenting: Effective Strategies to Care for Children.'' New York: W. W. Norton & Company.</ref>, gives us a useful way to think about the qualities we bring to every interaction:

* '''Playfulness''' — keeping things light where appropriate; humour and warmth build connection
* '''Acceptance''' — accepting the person as they are, without judgement, even when you don't accept a specific behaviour
* '''Curiosity''' — being genuinely interested in someone's inner world; wondering about them rather than making assumptions
* '''Empathy''' — trying to understand what things feel like from their point of view

PACE was originally developed for children with developmental trauma, but it applies to anyone. It's helpful to think of this as an attitude more than a technique.

=== We focus on strengths, not problems ===

Rather than focusing on what's wrong with someone's life or what they've failed at, we try to identify what's already working, what they're good at, and where they want to go. This is influenced by '''Solution-Focused Brief Therapy (SFBT)'''<ref>Iveson, C., George, E., & Ratner, H. (2012). ''Brief Coaching: A Solution Focused Approach.'' London: Routledge.</ref>'''.''' This is founded on the idea that people have more resources than they realise, and that our job is to help them find and use those.

In practice this means:
* Asking "what's been going better?" rather than always digging into problems
* Helping people notice their own strengths and progress
* Keeping conversations forward-looking where possible — what do you want things to look like?

=== We work through experience, not just words ===

There are broadly three ways people recover from trauma:

{| class="wikitable"
! Type !! What it involves !! Our role?
|-
| '''Top-down''' || Talking therapies — understanding and reprocessing experiences through conversation || This is specialist work, not ours
|-
| '''Tools-based''' || Techniques like breathing exercises, mindfulness, or body-based approaches to calm the nervous system || We can support this, but don't lead it
|-
| '''Bottom-up''' || Having new, positive experiences that gradually rewire how someone sees themselves and the world || '''This is where we work'''
|}

"Bottom-up" means that what people actually '''do and experience''' in our programmes, whether it's the activities, the relationships, or the sense of belonging, can genuinely change things, even without formal therapy. The brain is more adaptable than we used to think (this is called '''neuroplasticity'''). New experiences create new patterns, which means the environment you create matters.

== How it looks in practice ==

=== Don't make things worse ===

The most fundamental rule. Some things that feel routine — like someone feeling pressured, embarrassed in front of others, or like they have no say — can be genuinely harmful for people with trauma histories. Always ask yourself: could the way I'm doing this cause harm?

=== Remember that behaviour has reasons ===

When someone's behaviour is frustrating or confusing, try to stay curious rather than judgemental. They're communicating something. What might it be?

=== Ask "what happened?" not "what's wrong?" ===

This is a real mindset shift. Instead of approaching someone as a problem to be solved, approach them as a person with a history. That history explains a lot. You don't need to know the details — just hold the possibility that there's more to the picture than what you can see.

=== Pay attention to how things feel, not just what you're doing ===

Someone might be receiving the right support on paper but still feel unsafe, judged, or not in control. How the support is delivered — your manner, tone, consistency, and respect — is just as important as the support itself.

=== Work with people, not on them ===

People who've experienced trauma have often had very little control over what happens to them. Giving people genuine choices — about what they do, how they do it, what they need — is itself part of the healing. We aim to be collaborative partners, not people who "fix" others.

== What trauma-informed practice is NOT ==

It's easy to over-complicate this, so it's worth being clear about what we're not asking you to do:

; You don't need to be a therapist
: This isn't about providing counselling or clinical support. If someone needs that, we help connect them to the right services. Your role is to create a safe, consistent, supportive environment rather than to process their trauma with them.

; There's no single script or checklist
: Being trauma-informed isn't a protocol you follow step by step. It's a way of thinking and relating that you apply using your judgement in each situation. People are different, and what feels safe or supportive varies.

== Things you can do from day one ==

* '''Make your space feel welcoming''' — think about how the environment looks and feels, not just what you're doing in it
* '''Ask before you act''' — consent and choice matter; always offer options where you can
* '''Be consistent''' — showing up the same way, being reliable, doing what you say you'll do; this builds trust more than almost anything else
* '''Watch your language''' — avoid anything that sounds blaming, shaming, or like you're judging someone's character; focus on behaviour and circumstances instead
* '''Be patient with yourself too''' — this is a way of working that deepens over time; you don't need to have it all figured out immediately

Trauma-Informed Practice Quick Guide

2026-04-10T08:24:11Z

Seymour Jacklin: edits for flow and readability

''This page gives you a quick, practical overview of trauma-informed practice at Handcrafted — what it means, why we do it, and how it shapes your day-to-day work. You don't need a clinical background to understand or apply it.''

== What does "trauma-informed" actually mean? ==

Being trauma-informed simply means being aware that many of the people we support have had difficult or harmful experiences in their lives and that those experiences shape how they think, feel and behave, often in ways that aren't immediately obvious.

It doesn't mean you need to know someone's full history, ask probing questions, or provide therapy. It means you approach every interaction with the understanding that there might be more going on beneath the surface, and how you show up (your tone, your consistency, your patience) is important.

At Handcrafted, we work in community support, not clinical care. Our job isn't to process or treat trauma. It's to create the kind of safe, trusting environment where people can begin to feel stable and where, over time, real change becomes possible.

=== Remeber ===

'''All behaviour is communication.'''

When someone is difficult, withdrawn, angry, or inconsistent, try asking yourself: ''what might this be telling me about how they're feeling, rather than what kind of person they are?''

== Why this matters: how trauma affects people ==

Trauma, whether from childhood, relationships, or life events, affects how people feel emotionally, but it also shapes the brain and nervous system in lasting ways. This means that:

* Reactions that seem disproportionate or hard to understand often make complete sense in light of someone's past
* Behaviours that look like "bad attitude", stubbornness, or lack of motivation are frequently coping mechanisms — ways of staying safe that developed for good reasons
* People may find it hard to trust, to regulate their emotions, or to believe that things can be different

Adverse Childhood Experiences (ACEs) — things like abuse, neglect, domestic violence, or parental substance use during childhood — are one well-known source of this kind of lasting impact. But trauma can come from many places, and its effects vary enormously from person to person. We never assume we know exactly how someone's history affects them.

== What our approach looks like in practice ==

Handcrafted's approach draws on a few different frameworks. You don't need to memorise these, but it helps to know where our thinking comes from.

=== We focus on the foundations first ===

A model called the '''Therapeutic Needs Hierarchy''' (Golden, 2015<ref>https://kimsgolding.co.uk/resources/models/meeting-the-therapeutic-needs-of-traumatized-children/</ref>) describes what people need in order to recover from trauma — and it works like a pyramid. The base layers have to be in place before anything else is possible:

# Feeling safe
# Being able to regulate emotions (calm down, not feel overwhelmed)
# Experiencing consistent, supportive relationships
# Building resilience and connection to a community

Only once those foundations are in place can deeper work of processing trauma begin. That deeper work is for specialist therapists, not us. But we work on the foundations by helping individuals feel safe, seen, and steady.

=== How we relate to people: PACE ===

The '''PACE model,''' developed by psychologist Dan Hughes<ref>Hughes, D. A. (2009). ''Attachment-Focused Parenting: Effective Strategies to Care for Children.'' New York: W. W. Norton & Company.</ref>, gives us a useful way to think about the qualities we bring to every interaction:

* '''Playfulness''' — keeping things light where appropriate; humour and warmth build connection
* '''Acceptance''' — accepting the person as they are, without judgement, even when you don't accept a specific behaviour
* '''Curiosity''' — being genuinely interested in someone's inner world; wondering about them rather than making assumptions
* '''Empathy''' — trying to understand what things feel like from their point of view

PACE was originally developed for children with developmental trauma, but it applies to anyone. It's helpful to think of this as an attitude more than a technique.

=== We focus on strengths, not problems ===

Rather than focusing on what's wrong with someone's life or what they've failed at, we try to identify what's already working, what they're good at, and where they want to go. This is influenced by '''Solution-Focused Brief Therapy (SFBT)'''<ref>Iveson, C., George, E., & Ratner, H. (2012). ''Brief Coaching: A Solution Focused Approach.'' London: Routledge.</ref>'''.''' This is founded on the idea that people have more resources than they realise, and that our job is to help them find and use those.

In practice this means:
* Asking "what's been going better?" rather than always digging into problems
* Helping people notice their own strengths and progress
* Keeping conversations forward-looking where possible — what do you want things to look like?

=== We work through experience, not just words ===

There are broadly three ways people recover from trauma:

{| class="wikitable"
! Type !! What it involves !! Our role?
|-
| '''Top-down''' || Talking therapies — understanding and reprocessing experiences through conversation || This is specialist work, not ours
|-
| '''Tools-based''' || Techniques like breathing exercises, mindfulness, or body-based approaches to calm the nervous system || We can support this, but don't lead it
|-
| '''Bottom-up''' || Having new, positive experiences that gradually rewire how someone sees themselves and the world || '''This is where we work'''
|}

"Bottom-up" means that what people actually '''do and experience''' in our programmes, whether it's the activities, the relationships, or the sense of belonging, can genuinely change things, even without formal therapy. The brain is more adaptable than we used to think (this is called '''neuroplasticity'''). New experiences create new patterns, which means the environment you create matters.

== How it looks in practice ==

=== Don't make things worse ===

The most fundamental rule. Some things that feel routine — like someone feeling pressured, embarrassed in front of others, or like they have no say — can be genuinely harmful for people with trauma histories. Always ask yourself: could the way I'm doing this cause harm?

=== Remember that behaviour has reasons ===

When someone's behaviour is frustrating or confusing, try to stay curious rather than judgemental. They're communicating something. What might it be?

=== Ask "what happened?" not "what's wrong?" ===

This is a real mindset shift. Instead of approaching someone as a problem to be solved, approach them as a person with a history. That history explains a lot. You don't need to know the details — just hold the possibility that there's more to the picture than what you can see.

=== Pay attention to how things feel, not just what you're doing ===

Someone might be receiving the right support on paper but still feel unsafe, judged, or not in control. How the support is delivered — your manner, tone, consistency, and respect — is just as important as the support itself.

=== Work with people, not on them ===

People who've experienced trauma have often had very little control over what happens to them. Giving people genuine choices — about what they do, how they do it, what they need — is itself part of the healing. We aim to be collaborative partners, not people who "fix" others.

== What trauma-informed practice is NOT ==

It's easy to over-complicate this, so it's worth being clear about what we're not asking you to do:

; You don't need to be a therapist
: This isn't about providing counselling or clinical support. If someone needs that, we help connect them to the right services. Your role is to create a safe, consistent, supportive environment rather than to process their trauma with them.

; There's no single script or checklist
: Being trauma-informed isn't a protocol you follow step by step. It's a way of thinking and relating that you apply using your judgement in each situation. People are different, and what feels safe or supportive varies.

== Things you can do from day one ==

* '''Make your space feel welcoming''' — think about how the environment looks and feels, not just what you're doing in it
* '''Ask before you act''' — consent and choice matter; always offer options where you can
* '''Be consistent''' — showing up the same way, being reliable, doing what you say you'll do; this builds trust more than almost anything else
* '''Watch your language''' — avoid anything that sounds blaming, shaming, or like you're judging someone's character; focus on behaviour and circumstances instead
* '''Be patient with yourself too''' — this is a way of working that deepens over time; you don't need to have it all figured out immediately

Trauma-Informed Practice Quick Guide

2026-04-10T08:07:53Z

Seymour Jacklin: New revised guide uploaded with more detail

''This page gives you a quick, practical overview of trauma-informed practice at Handcrafted — what it means, why we do it, and how it shapes your day-to-day work. You don't need a clinical background to understand or apply it.''

== What does "trauma-informed" actually mean? ==

Being trauma-informed simply means being aware that many of the people we support have had difficult or harmful experiences in their lives — and that those experiences shape how they think, feel and behave, often in ways that aren't immediately obvious.

It doesn't mean you need to know someone's full history, ask probing questions, or provide therapy. It means you approach every interaction with the understanding that there might be more going on beneath the surface, and that the way you show up — your tone, your consistency, your patience — really matters.

At Handcrafted, we work in community support, not clinical care. Our job isn't to process or treat trauma. It's to create the kind of safe, trusting environment where people can begin to feel stable — and where, over time, real change becomes possible.

=== One big idea to hold onto ===

'''All behaviour is communication.'''

When someone is difficult, withdrawn, angry, or inconsistent, try asking yourself: ''what might this be telling me about how they're feeling, rather than what kind of person they are?'' That shift in perspective is at the heart of everything we do.

== Why this matters: how trauma affects people ==

Trauma — whether from childhood, relationships, or life events — doesn't just affect how people feel emotionally. It shapes the brain and nervous system in lasting ways. This means that:

* Reactions that seem disproportionate or hard to understand often make complete sense in light of someone's past
* Behaviours that look like "bad attitude", stubbornness, or lack of motivation are frequently coping mechanisms — ways of staying safe that developed for good reasons
* People may find it hard to trust, to regulate their emotions, or to believe that things can be different

Adverse Childhood Experiences (ACEs) — things like abuse, neglect, domestic violence, or parental substance use during childhood — are one well-known source of this kind of lasting impact. But trauma can come from many places, and its effects vary enormously from person to person. We never assume we know exactly how someone's history affects them.

== What our approach looks like in practice ==

Handcrafted's approach draws on a few different frameworks. You don't need to memorise these, but it helps to know where our thinking comes from.

=== We focus on the foundations first ===

A model called the '''Therapeutic Needs Hierarchy''' (Golden, 2015) describes what people need in order to recover from trauma — and it works like a pyramid. The base layers have to be in place before anything else is possible:

# Feeling safe
# Being able to regulate emotions (calm down, not feel overwhelmed)
# Experiencing consistent, supportive relationships
# Building resilience and connection to a community

Only once those foundations are solid can deeper work — actually processing trauma — begin. That deeper work is for specialist therapists, not us. But '''we are responsible for the foundations'''. When you help someone feel safe, seen, and steady, you're doing something genuinely important.

=== How we relate to people: PACE ===

The '''PACE model''' — developed by psychologist Dan Hughes — gives us a useful way to think about the qualities we bring to every interaction:

* '''Playfulness''' — keeping things light where appropriate; humour and warmth build connection
* '''Acceptance''' — accepting the person as they are, without judgement, even when you don't accept a specific behaviour
* '''Curiosity''' — being genuinely interested in someone's inner world; wondering about them rather than making assumptions
* '''Empathy''' — trying to understand what things feel like from their point of view

PACE was originally developed for children with developmental trauma, but it applies to anyone. Think of it less as a technique and more as an attitude.

=== We focus on strengths, not problems ===

Rather than focusing on what's wrong with someone's life or what they've failed at, we try to identify what's already working, what they're good at, and where they want to go. This is influenced by '''Solution-Focused Brief Therapy (SFBT)''' — the idea that people have more resources than they realise, and that our job is to help them find and use those.

In practice this means:
* Asking "what's been going better?" rather than always digging into problems
* Helping people notice their own strengths and progress
* Keeping conversations forward-looking where possible — what do you want things to look like?

=== We work through experience, not just words ===

There are broadly three ways people recover from trauma:

{| class="wikitable"
! Type !! What it involves !! Our role?
|-
| '''Top-down''' || Talking therapies — understanding and reprocessing experiences through conversation || This is specialist work, not ours
|-
| '''Tools-based''' || Techniques like breathing exercises, mindfulness, or body-based approaches to calm the nervous system || We can support this, but don't lead it
|-
| '''Bottom-up''' || Having new, positive experiences that gradually rewire how someone sees themselves and the world || '''This is where we work'''
|}

"Bottom-up" means that what people actually '''do and experience''' in our programmes — the activities, the relationships, the sense of belonging — can genuinely change things, even without formal therapy. The brain is more adaptable than we used to think (this is called '''neuroplasticity'''). New experiences create new patterns. That's powerful, and it means the environment you create matters enormously.

== The key principles — what this looks like every day ==

=== Don't make things worse ===

The most fundamental rule. Some things that feel routine — like someone feeling pressured, embarrassed in front of others, or like they have no say — can be genuinely harmful for people with trauma histories. Always ask yourself: could the way I'm doing this cause harm?

=== Remember that behaviour has reasons ===

When someone's behaviour is frustrating or confusing, try to stay curious rather than judgemental. They're communicating something. What might it be?

=== Ask "what happened?" not "what's wrong?" ===

This is a real mindset shift. Instead of approaching someone as a problem to be solved, approach them as a person with a history. That history explains a lot. You don't need to know the details — just hold the possibility that there's more to the picture than what you can see.

=== Pay attention to how things feel, not just what you're doing ===

Someone might be receiving the right support on paper but still feel unsafe, judged, or not in control. How the support is delivered — your manner, tone, consistency, and respect — is just as important as the support itself.

=== Work with people, not on them ===

People who've experienced trauma have often had very little control over what happens to them. Giving people genuine choices — about what they do, how they do it, what they need — is itself part of the healing. We aim to be collaborative partners, not people who "fix" others.

== What trauma-informed practice is NOT ==

It's easy to over-complicate this, so it's worth being clear about what we're not asking you to do:

; You don't need to be a therapist
: This isn't about providing counselling or clinical support. If someone needs that, we help connect them to the right services. Your role is to create a safe, consistent, supportive environment — not to process their trauma with them.

; There's no single script or checklist
: Being trauma-informed isn't a protocol you follow step by step. It's a way of thinking and relating that you apply using your judgement in each situation. People are different, and what feels safe or supportive varies.

== Things you can do from day one ==

* '''Make your space feel welcoming''' — think about how the environment looks and feels, not just what you're doing in it
* '''Ask before you act''' — consent and choice matter; always offer options where you can
* '''Be consistent''' — showing up the same way, being reliable, doing what you say you'll do; this builds trust more than almost anything else
* '''Watch your language''' — avoid anything that sounds blaming, shaming, or like you're judging someone's character; focus on behaviour and circumstances instead
* '''Be patient with yourself too''' — this is a way of working that deepens over time; you don't need to have it all figured out immediately

== Want to know more? ==

* [[Trauma-Informed_Practice|Trauma-Informed Practice (full policy)]]
* [[Safeguarding_Policy|Safeguarding Policy]]

Template:Policies List

2026-04-07T08:17:47Z

Seymour Jacklin:

* [[Leave & Absence Policy]]
* [[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]]
* [[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]]

Safeguarding Essentials

2026-03-24T14:31:47Z

Seymour Jacklin: /* Record Keeping: */ how to write a good safeguarding note section added

As an employee of Handcrafted, you must familiarise yourself with the safeguarding policies for adults, children and young people. When you join Handcrafted, you will be given training on safeguarding and you will also receive an annual update of your training.

The following brief guide is for quick reference; however, full details are in the [[Safeguarding Children Policy]] and [[Safeguarding Vulnerable Adults Policy]]. Please refer to the original policies for full guidance and you should speak to your line manager or the Safeguarding Officer (Dan Northover) when in doubt about what to do.

== What is Safeguarding? ==

Safeguarding is the process of protecting children, young people, and vulnerable adults from abuse, neglect, and exploitation. At Handcrafted, safeguarding is everyone's responsibility, and all workers are expected to collaborate with statutory authorities and multidisciplinary agencies to ensure the safety and well-being of those we support.
== Key Safeguarding Responsibilities: ==

* '''Duty of Care:''' Every worker at Handcrafted has a duty of care to act if they suspect or become aware of any safeguarding issues. Never assume that someone else will handle it.
* '''Reporting:''' If you suspect abuse or neglect, report it immediately to the Safeguarding Officer, Dan Northover, or the Deputy Safeguarding Officer if Dan is unavailable or involved.
* '''Confidentiality:''' Safeguarding concerns should only be discussed with those directly involved in the response, such as the Safeguarding Officer. Make a written record of your concerns and keep it secure.
== Who is Vulnerable? ==

* '''Children and Young People:''' Anyone under 18 years of age.
* '''Vulnerable Adults:''' Adults over 18 who may be at risk of abuse or neglect due to their circumstances.
== Recognising Safeguarding Issues: ==

* '''Children:''' Signs of abuse or neglect in children can include unexplained injuries, changes in behaviour, withdrawal, or inappropriate relationships.
* '''Adults:''' Vulnerable adults may show signs of physical, sexual, emotional, financial, or institutional abuse. Be aware of indicators such as unexplained injuries, financial discrepancies, or sudden behavioural changes.

=== Types of Abuse: ===
* '''Physical Abuse:''' Injuries that don’t match explanations, or repeated medical issues like infections or fractures.
* '''Emotional Abuse:''' Signs include withdrawal, anxiety, or changes in behaviour.
* '''Sexual Abuse:''' This can involve inappropriate touching, explicit behaviour, or STDs in adults who cannot consent.
* '''Neglect:''' Look for signs of poor hygiene, malnutrition, or lack of access to medical care.
* '''Financial Abuse:''' Discrepancies between financial resources and living conditions.
* '''Institutional Abuse:''' Involves poor care standards in institutions, such as lack of choice over meals or medication misuse.
* '''Exploitation:''' Be aware of issues like criminal exploitation (e.g., County Lines) or modern-day slavery.
== Responding to Safeguarding Concerns: ==

* '''Do Not Investigate:''' Never carry out your own investigation. Report your concerns immediately to the Safeguarding Officer.
* '''Document Everything:''' Record your concerns as soon as possible, including any actions taken, decisions made, and the rationale behind them. Use AirTable to document safeguarding alerts and ensure that the safeguarding lead reviews them. When you are making a contact note, you have the option of flagging a safeguarding concern. This will make sure your note is quickly reviewed by the safeguarding team to see if there is a need for further action. However, it is also your responsibility to make sure the concern is registered at the appropriate level and resolved and you have done what you can to make sure someone is safe.
* '''Seek Support:''' If the Safeguarding Officer is unavailable, contact Social Services or the police directly.
== Important Contacts: ==

{{Safeguarding contacts}}
== Working with Offenders: ==

If someone attending Handcrafted is known to have abused children, appropriate boundaries will be set in consultation with the police to ensure safety. Offenders must adhere to these boundaries, especially during public events hosted by Handcrafted.
== Record Keeping: ==

Personal information, including full name, date of birth, contact details, and medical conditions, should be collected from new service users within an hour of their arrival. Ensure this information is recorded and handled in line with confidentiality policies.
=== Questions to Ask Yourself When Assessing a Situation: ===

* Is a child involved?
* Are there signs of physical, emotional, or sexual abuse, neglect, or exploitation?
* Is there a risk of harm or neglect?
* Has the individual’s vulnerability increased due to recent events?
* Is this part of an ongoing safeguarding concern?
=== What to Include in Your Report: ===

* The nature of the concern and the associated risks.
* Who you discussed it with and the actions taken.
* Update risk assessments as needed and cross-reference with previous notes.
* Attach any supporting evidence.

=== How to make a good safeguarding note ===
A good safeguarding note doesn't need to be long. It needs to be precise, factual, and clear. Here are the key things to get right:

'''Use precise, factual language.''' Avoid euphemisms and vague descriptions. If you need to record something uncomfortable or crude, record it. Saying "they reported a violent incident" is much less useful than "they said someone hit them in the head." Precision matters, and we are pretty unshockable.

'''Quote directly where it matters.''' If there is specific wording that is particularly significant, quote it verbatim. You don't need to reproduce a whole conversation, but accurate direct speech is more reliable and more useful than a paraphrase.

'''Name the relevant people.''' If a social worker, police officer, or other professional is involved, give their name and any relevant details — collar numbers, for instance. If another resident or trainee is involved, initials are fine. For people with no connection to Handcrafted, naming them is appropriate and helpful. If something needs removing, Dan will deal with it — but it's better to include the detail and have it taken out than to omit it.

'''Record what you actually did.''' It's easy to focus entirely on what was disclosed and forget to note your own response. What did you do? What did you say? How did you leave things?

'''Describe how the situation closed.''' By the time you're writing a note, the immediate situation will have resolved in some way. Record how — whether that was calling emergency services, making a plan together, agreeing to meet tomorrow, or something else.

'''State what the risk is.''' Don't just record what happened — articulate what you're concerned might happen. "I'm concerned that they will return to that partner" is far more useful than leaving the risk implicit.

'''Highlight the concern within a longer note.''' If the safeguarding concern sits within a longer contact note, put it in bold so that whoever is reviewing can find it quickly.

'''Be prompt.''' Don't leave it two days. Record the concern in a timely way — especially where a vulnerable person or child has missed an appointment or failed to make contact.

'''Keep it concise.''' Length doesn't equal seriousness. A precise, focused note is more useful than a lengthy one. Zoom in on the relevant facts.

==== Ongoing concerns: ====
if a safeguarding concern is already known and being managed, your note should reflect that. Explain how you've closed off this particular instance — for example, "I am following up on the concern raised last week; no new risks were identified; I will check in again on Thursday." Tick the safeguarding box each time while the concern is active — it links the notes together and makes the ongoing picture visible.

Staff Wellbeing Policy

2026-03-24T14:21:03Z

Seymour Jacklin:

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 Human Resources and Welfare Steering Group]]'''
|-
|'''Last review and approval'''
|DRAFT pending Review 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.

----

Staff Wellbeing Policy

2026-03-24T14:10:09Z

Seymour Jacklin: New policy draft

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. Your well-being is crucial for your health and the effectiveness of the work we do with those in need.

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 Human Resources and Welfare Steering Group]]'''
|-
|'''Last review and approval'''
|DRAFT pending Review 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 a cornerstone of our 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 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. This is designed to help you handle potentially threatening situations with confidence and reduce the emotional toll of such situations.

=== 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. We maintain a flat hierarchy, making it easier for you to 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.

----

Staff Wellbeing Policy

2026-03-24T14:06:08Z

Seymour Jacklin: Created page with "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. Your well-being is crucial for your health and the effectiveness of the work we do with those in need. This policy sets out the resources, practices, and support systems in place to help you take care of yourself while c..."

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. Your well-being is crucial for your health and the effectiveness of the work we do with those in need.

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 Human Resources and Welfare Steering Group'''
|-
|'''Last review and approval'''
|DRAFT pending Review 24/3/26
|}
----

> '''Remember: You can't pour from an empty cup. Taking time for yourself will ultimately make you a better, more effective worker. Don't hesitate to reach out for help—it's a sign of strength, not weakness.'''

== 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 Projects' 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 a cornerstone of our 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 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. This is designed to help you handle potentially threatening situations with confidence and reduce the emotional toll of such situations.

=== 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. We maintain a flat hierarchy, making it easier for you to 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.

----
> '''Taking care of your mental health is not just important—it's essential for you to continue the vital work you do. It's easy to become overwhelmed by the endless demands of our work, but remember you are finite, and if you burn out, you won't be able to help others effectively. Prioritise self-care, set boundaries, and seek support when needed. Take care of yourself and you can then continue to make a positive impact in the lives of those we serve.'''

----
> '''Celebrate the small victories in your work. Even small progress can have a significant impact on the lives of those you help, and acknowledging these moments can sustain your motivation.'''

HR Policy

2026-03-24T13:56:16Z

Seymour Jacklin: formatting

{| 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.

== '''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.

Template:Policies List

2026-03-24T13:54:27Z

Seymour Jacklin:

* [[Absence Management Policy]]
* [[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]]
* [[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 & Wellbeing Policy

2026-03-24T13:52:28Z

Seymour Jacklin:

=== '''Please note this poilcy has been superseded and split out into [[HR Policy]] and [[Staff Wellbeing Policy]]''' ===
{| 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.

== '''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.

HR & Wellbeing Policy

2026-03-24T13:52:03Z

Seymour Jacklin: policy superseded and removed

Please note this poilcy has been superseded and split out into [[HR Policy]] and [[Staff Wellbeing Policy]]
{| 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.

== '''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.

HR Policy

2026-03-24T13:50:32Z

Seymour Jacklin: split out from HR and Wellbeing Policy

{| 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.

== '''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.

HR & Wellbeing Policy

2026-03-24T13:48:20Z

Seymour Jacklin: /* Overview */

{| 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.

== '''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.

Template:Policies List

2026-03-24T13:16:26Z

Seymour Jacklin:

* [[Absence Management Policy]]
* [[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 & Wellbeing Policy]]
* [[Information Advice and Guidance (IAG) 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]]
* [[Statement of Purpose: Engage Hub]]
* [[Supported Housing Policy]]
* [[Training Policy]]

Capability Policy

2026-03-24T13:15:21Z

Seymour Jacklin:

=== '''Note this standalone version of the policy is retired as it has been assimilated into the HR policy''' ===
Visit [[HR Policy]]

At Handcrafted, we recognise that staff development, clear expectations, and fair support for performance management are essential to delivering high-quality services.

This policy sets out how Handcrafted addresses and supports staff performance, promotes professional development, and ensures that concerns about capability are managed fairly and in line with best practice guidelines.

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
![[Deputy Director of Operations: Engage Hub|'''Deputy Director of Operations: Engage Hub''']]
|-
|'''Last review and approval'''
|28/11/2024
|}

= Capability Policy =

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 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.

Capability Policy

2026-03-24T13:13:25Z

Seymour Jacklin: Policy removed due to duplication with the HR policy

=== '''Note this standalone version of the policy is retired as it has been assimilated into the HR policy''' ===
At Handcrafted, we recognise that staff development, clear expectations, and fair support for performance management are essential to delivering high-quality services.

This policy sets out how Handcrafted addresses and supports staff performance, promotes professional development, and ensures that concerns about capability are managed fairly and in line with best practice guidelines.

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
![[Deputy Director of Operations: Engage Hub|'''Deputy Director of Operations: Engage Hub''']]
|-
|'''Last review and approval'''
|28/11/2024
|}

= Capability Policy =

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 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.

HR & Wellbeing Policy

2026-03-24T12:55:29Z

Seymour Jacklin: /* Absence management */ section removed - superseded by the absence management policy.

{| 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.

== '''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.

== '''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.

HR & Wellbeing Policy

2026-03-24T11:30:35Z

Seymour Jacklin: /* Social media */ section removed to Cyber Policy

{| 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.

== '''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.

== '''Absence management''' ==
Handcrafted seeks to be a good employer, in line with our Christian ethos and values, and to provide support for our staff when they are sick, insofar as we able to as a small charity with limited finance and resources.

In the same way, we look to you as a member of staff to act responsibly by taking responsibility for your own health and safety inside and outside work, and so to have a good attendance record.

==== '''Purposes of the policy''' ====
The purposes of the policy are:

* To promote staff health and wellbeing (including supporting staff in recovering swiftly from sickness whilst encouraging them not to attend work when it would be detrimental to them or to other staff).
* To promote good attendance at work from all staff; and
* To ensure the charity can run cost-effectively. As a small charity, any absence member of staff can cost the charity money as other staff may have to cover the absence; this can result in less income- or grant-generating work or, in longer absence, the need for temporary staff.

==== '''Responsibilities of members of staff''' ====
All members of staff are required to be familiar with, and adhere to, this policy and procedure and must comply with their contractual obligations and ensure regular attendance at work.

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 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 an acceptable form for the employee – 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 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 <nowiki>https://www.gov.uk/government/publications/the-fit-note-a-guide-for-patients-and-employees/the-fit-note-guidance-for-patients-and-employees</nowiki>.

==== '''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.

==== '''Sick pay''' ====
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:

* <nowiki>https://www.gov.uk/statutory-sick-pay/overview</nowiki>
* <nowiki>https://www.gov.uk/employers-sick-pay/overview</nowiki>

and form SSP1:

* <nowiki>https://www.gov.uk/government/publications/statutory-sick-pay-employee-not-entitled-form-for-employers</nowiki>

If there is any discrepancy between this policy and the SSP Guidance, then SSP Guidance takes precedence.

== '''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.