POLICIES
ALTERNATIVE EDUCAITON PROVISION - CAREERS AND PROGRESSION
PURPOSE
Turtle Dove Cambridge Alternative Provision provides education and support to ensure that every learner reaches their full potential and ensures all students have an identified ‘transition aim’ (i.e. an identified establishment/placement to move on to) and that we prepare students for a successful transition and support them into their new placement, which may be returning to their previous school.
We work with learners who are particularly vulnerable to becoming NEET. Turtle Dove Cambridge Alternative Provision recognises that it has a statutory duty to secure careers guidance for all students as outlined in (The Education Act 2011 / Career guidance and access for education and training providers January 2018).
We also provide careers guidance and support to students chronologically older than Year 11 who access our provision. Our aim is that all students acquire the skills, knowledge and attitudes to manage their learning and career progression. We will support students in making informed decisions by providing access to differentiated, impartial and independent information and guidance about the range of post-16 pathways available to them. Turtle Dove Cambridge Alternative Provision is committed to ensuring that the careers advice students receive:
- includes information on a range of education or training options, including apprenticeship and other vocational pathways
- is impartial
- is in the best interests of the students
- meets the needs of the students
We are committed to ensuring that Turtle Dove Cambridge Alternative Provision continues to meet the requirements outlined in the Gatsby Benchmarks.
SCOPE
The Alternative Education Lead is responsible for ensuring that every student has a negotiated placement plan, which identifies the proposed next placement and date of transition, and for monitoring progress towards that transition and modifying plans as appropriate. This policy applies to all Turtle Dove Cambridge Alternative Provision students.
CAREERS PROGRAMME
We are committed to providing a planned Careers programme. This is differentiated to suit the needs of each individual student. Students will leave Turtle Dove Cambridge Alternative Provision with the skills and knowledge required to support their entry to further education, training or employment. Turtle Dove Cambridge Alternative Provision also works with the Local Authority and a wide range of voluntary / statutory agencies to support our students whose circumstances have made them vulnerable or hard to reach, including those with special educational needs and those at risk of being NEET post-16.
The aim of our Careers Programme is to raise the aspirations of our learners and to support them in making realistic decisions for post-16 or upon leaving our provision.
RESPONSIBILITIES
All staff have the responsibility to contribute to the overall careers programme within the education programme. The Alternative Education Lead has the overall responsibility for overseeing the Careers Education provision.
POLICY STATEMENT, PROVISION AND SAFEGUARD
All students have placement aims, which are agreed between the student, her parents/carers, the commissioning agent and any other involved agency (e.g. health authority, social services). One of those aims will identify the next placement planned for the student.
In accordance with the agreed placement aims, Turtle Dove Cambridge Alternative Provision seeks to ensure that appropriate learning is undertaken to enable the student to make a successful transition.
For example, if a return to mainstream school is identified, students should:
- identify any learning habits that will enable them to achieve success in their mainstream placement and work to develop those habits;
- work to develop self-efficacy and social interaction skills
If students are placed at Turtle Dove Cambridge Alternative Provision through KS4, they should decide what type of placement they want to pursue at KS5. Students are given plentiful opportunities to discuss the options with staff.
If students wish to continue in education, they should:
- consider what courses and establishments are realistically available to them;
- identify the qualifications required to access those courses;
- work to achieve the required grades;
- work to develop interpersonal and social skills that will support further placement.
If students identify a work-based placement:
- an appropriate provider should be identified;
- the possibility of work placement/experience before full placement should be considered;
- conversations should be had with the provider to identify the key interpersonal and vocational skills required and any formal qualifications that should be pursued.
In all cases, an identified member of staff will:
- liaise with appropriate staff in the identified placement;
- ensure the student and parents/carers are fully informed of any requirements of them;
- support the student into the placement (e.g. accompanying her on initial visits or to interview);
- track the initial success of the placement and provide intervention/support where possible in the event of significant difficulties.
Students (and their parents/carers) are approached for permission to be tracked at six months (the national second term benchmark), 18 months and three years post-transition to monitor the success of placements. Turtle Dove Cambridge Alternative Provision uses the data generated to inform future practice.
MONITORING AND EVALUATION
The Alternative Education Lead reports on a regular basis to the directors to develop, monitor and evaluate careers guidance across Turtle Dove Cambridge Alternative Provision.
ANTI-BRIBERY AND CORRUPTION
Introduction
In the spirit of transparency and honesty, we are committed to conduct all of our business in an honest and ethical manner. We take a zero-tolerance approach to bribery and corruption and are committed to acting professionally, fairly, and with integrity in all our business dealings and relationships.
Scope
This policy applies to all individuals working for us or on our behalf in any capacity, including employees at all levels, directors, officers, agency workers, seconded workers, volunteers, interns, agents, contractors, external consultants, third-party representatives and business partners.
What is Bribery
A “Bribe” means a financial or other inducement or reward for action which is illegal, unethical, a breach of trust, or improper in any way. Bribes can take the form of money, kickback, gifts, loans, fees, hospitality, services, discounts, the award of a contract, or any other commercial or personal advantage or benefit.
“Bribery” includes offering, promising, giving, accepting or seeking a bribe.
All forms of Bribery are strictly prohibited. If you are unsure about whether a particular act constitutes bribery, raise it with your line manager of a Turtle Dove Cambridge Director.
Specifically, you must not:
- give or offer any payment, gift, hospitality or other benefit in the expectation that a business advantage will be received in return, or to reward any business received;
- accept any offer from a third party that you know, or suspect is made with the expectation that we will provide a business advantage for them or anyone else;
- give or offer any payment (sometimes called a facilitation payment) to a government official in any country to facilitate or speed up a routine or necessary procedure (even if these payments are common in certain countries); or
- threaten or retaliate against another person who has refused to offer or accept a bribe or who has raised concerns about possible bribery or corruption.
Gifts and Hospitality
This policy does not prohibit giving or accepting reasonable and appropriate hospitality (including meals, drinks, or other activities) for legitimate purposes such as building relationships, maintaining our image or reputation, or marketing our products and services. Further details can be found in the TDC Gifts and Hospitality Policy.
Record Keeping
All accounts, invoices, and other records relating to dealings with third parties including suppliers and customers should be prepared with strict accuracy and completeness. Accounts must not be kept “off-book” to facilitate or conceal improper payments.
Who is responsible for this policy?
TDC’s Board of Directors has overall responsibility for ensuring this policy complies with TDC’s legal and ethical obligations, and that all those under our control comply with it. A member of the Board of Director has been nominated as responsible for compliance, and can be reached at compliance@turtledovecambridge.com.
The TDC Board of Directors has primary responsibility for implementing this policy, monitoring its use and effectiveness, dealing with any queries about it, and reviewing internal control systems and procedures to ensure they are effective in countering bribery and corruption.
Management at all levels are responsible for ensuring those reporting to them understand and comply with this policy.
This policy will be reviewed regularly, and we may amend it at any time to update with best practices and processes.
All employees, Directors, volunteers and people associated with TDC must ensure that they have read, understood and comply with this policy.
Preventing, detecting, and reporting bribery in any part of our business or supply chains is the responsibility of those working for TDC or under our control.
Reporting non-compliance with this policy
If you are offered a bribe, or are asked to make one, or if you suspect that any bribery, corruption or other breach of this policy has occurred or may occur in the future, you must notify your manager or the Board of Directors as soon as possible.
You are encouraged to raise concerns about any issue or suspicion of bribery in any parts of our business or supply chains at the earliest possible stage.
If you are unsure about whether a particular act constitutes any of the various forms of bribery, raise it with your manager or the Board of Directors.
TDC aims to encourage openness and will support anyone who raises genuine concerns in good faith under this policy, even if they turn out to be mistaken. We are committed to ensuring no one suffers any detrimental treatment as a result of reporting in good faith their suspicion that bribery of whatever form is or may be taking place in any part of our own business or in any of our supply chains. Detrimental treatment includes dismissal, disciplinary action, threats or other unfavorable treatment connected with raising a concern. If you believe that you have suffered any such treatment, you should inform the Managing Director immediately. If the matter is not remedied, and you are an employee, you should raise it formally with the Managing Director or the Board of Directors.
Communication and awareness of this policy
Training on this policy, and on the risk TDC faces from bribery, forms part of the regular training for TDC employees, Directors and volunteers.
TDC’s commitment to addressing issues of bribery in its business and supply chains should be communicated to all suppliers, contractors and business partners at the outset of any business relationship with them and reinforced as appropriate thereafter.
Breaches of this policy
Any employee who breaches this policy may face disciplinary action, which could result in dismissal for misconduct or gross misconduct.
TD may terminate its relationship with other individuals and organisations working on TDC’s behalf if they breach this policy.
ANTI-BULLYING
Purpose
This policy enshrines that Turtle Dove Cambridge promotes the values of mutual respect and tolerance. We seek to establish a caring and secure setting in which all students can be themselves and feel valued and respected. Therefore, the overarching goals of this policy are to:
- prevent bullying occurring;
- ensure fast and effective resolution of bullying when it does occur.
Scope
All staff are responsible for reading and implementing this policy to ensure that bullying is prevented at Turtle Dove Cambridge Alternative Provision, insofar as reasonably practicable.
All staff are responsible for promoting such positive staff/student relationships as to ensure students feel able to disclose and discuss situations in which they have felt bullied.
All staff are responsible for maintaining vigilance so that behaviours that may constitute bullying can be detected and challenged.
Policy statement, provision and safeguards
Objectives
- All staff, students and parents/carers should understand what bullying is.
- All staff, students and parents should know what Turtle Dove Cambridge Alternative Provision’s policy on bullying is and what they should do if bullying occurs.
- All students should be aware of the serious consequences of bullying and know that this behaviour is not tolerated.
- All students should understand how they can help to prevent bullying (including as bystanders) by reporting it to an appropriate adult.
- Anyone who does bully is made fully aware that their behaviour is unacceptable. Staff seek to help them to understand how their behaviour affected another person, how they can change it and what amends need to be made.
- Everyone involved, whether perpetrator, victim or bystander, maintains their right to unconditional positive regard.
Definition of bullying
Bullying is any behaviour, repeated over time, that:
- deliberately hurts someone, physically and/or emotionally;
- is unwanted by the recipient;
- is unwarranted.
No list can include every action or activity that might be classed as bullying but staff will work with students to ensure they understand the following descriptions/definitions: Bullying involves actions (including physical, spoken, written, drawn, gesture, specific body language, facial expression… and can be actual or virtual, ie. through personal contact or online) that physically, verbally or indirectly hurt or injure another individual, that threaten or frighten, that are demoralising or humiliating, that psychologically hurt or injure.
Bullying is often motivated by prejudice against particular groups, e.g. on grounds of ethnicity, religion, gender, sexual orientation or disability. It might be motivated by actual or perceived differences between young people. It often involves an imbalance of power between the perpetrator and the victim, whether physical, psychological, intellectual or social; this can make it difficult for those bullied to defend themselves.
Bullying may involve:
- the use of demeaning, ageist, racist, religious, cultural, sexual, sexist or homophobic names or language, or language related to special educational needs and disability – it can be direct or indirect;
- hurtful, upsetting or distressing comments about another individual’s or group’s racial, ethnic, cultural or linguistic background, religious beliefs, sexual orientation, age or gender identity;
- hurtful, upsetting or distressing comments about one or more individuals with a special educational need or disability or learning difficulty;
- picking on an individual or group;
- pushing, punching, hitting, kicking or any physical violence;
- teasing, mocking, taunting or making offensive comments;
- spreading rumours;
- ostracising a student – deliberately ignoring or avoiding a fellow student and/or encouraging others to do the same;
- repeatedly criticising or making personal comments to an individual or group;
- threatening behaviour;
- unacceptable body language;
- taking or damaging property;
- producing offensive graffiti;
- placing a victim in a position where they cannot defend themselves.
This list is illustrative but not exhaustive.
Although bullying is not a specific criminal offence, there are laws which apply to harassment because of age, race, culture, disability, gender identity and sex, the misuse of technology, threatening behaviour and racist behaviour.
Specific Types of Bullying
Bullying related to race, religion or culture: This includes racist or faith-based bullying. Political and social issues can also be a factor in bullying and harassment.
Bullying related to special educational needs and disabilities: Students with SEND can be more at risk of bullying than their peers. They may not have the social confidence and competence to protect themselves against bullying or the communication skills to report it.
Bullying related to appearance or health conditions: Perceived physical appearance, such as size and weight, and other body image issues can be the object of bullying.
Bullying related to status, wealth etc: Perceived extremes of affluence (poverty, richness) can lead to victimisation, especially if a student or their family is not able to afford items of clothing or other ‘desirable’ possessions.
Bullying related to sexual orientation: This refers to any hostile or offensive action against those who are (or are perceived to be) lesbian, gay, bisexual or transgender. Homophobic bullying is perhaps the form of bullying least likely to be self-reported, since disclosure carries risks not associated with other forms of bullying (for example, the student may not want to report bullying if it means ‘coming out’ to teachers and parents before they are ready to). This type of bullying may also affect students whose parents or other family members are (or are perceived to be) lesbian, gay, bisexual or transgender.
Sexist or sexual bullying: Sexist and sexual bullying affect any gender; students identiying as transgender or experiencing gender dysphoria (feeling that they belong to another gender or do not conform with the gender role prescribed to them) can also be targeted. Sexual bullying may be characterised by name-calling, comments and overt ‘looks’ about appearance, attractiveness and emerging puberty. It may involve uninvited touching, innuendo, propositions, pornographic imagery, graffiti or sexting (sending sexually explicit images or messages, usually by mobile phone).
Cyber-bullying (refer to the Turtle Dove Cambridge Alternative Provision E-safety Policy): Cyber-bullying includes malicious, upsetting, repeated emails, images, texts, videos, tweets or other messages/postings sent directly to, or about, an individual. It may involve the use of mobile phones, email, internet messaging services, gaming or social media (e.g. FaceBook, Twitter, Instagram, Snapchat, WhatsApp) and other technologies and applications that may become available in the future. There is no escape for the victim, as there is 24/7 contact, and the impact of such bullying is magnified through its relentless nature and the massive potential audience.
Preventing Bullying
Turtle Dove Cambridge’s Alternative Provision aims to foster a safe environment (both in person and online), where individuality is celebrated and students can flourish without fear or harassment, irrespective of their race, religion, gender, sexual orientation and special educational needs or disabilities. Our ethos is one of mutual respect and tolerance. These are both embedded in Turtle Dove Cambridge Alternative Provision’s culture (e.g. staff modelling respectful behaviour and relationships) and addressed directly (e.g. issues of difference and prejudice discussed).
Responding to Bullying
Bullying hurts and inevitably causes pain and distress. No one deserves to be a victim of bullying. Whilst it can take many forms, all bullying, both physical and emotional, must be viewed as very serious; it can have a significant and potentially long-lasting impact on an individual’s mental health. Perpetrators of bullying behaviour need to understand and acknowledge the negative impact of their actions.
The Alternative Education Lead will:
- ensure that all staff are aware of Turtle Dove Cambridge Alternative Provision’s anti-bullying policies and procedures and their legal responsibilities;
- ensure that students are aware of their responsibilities in preventing bullying, through reporting it to an appropriate adult;
- investigate and take appropriate action on reported incidents of bullying, including cyber-bullying;
- ensure support is provided for both victim and perpetrator, as appropriate for their circumstances and needs;
- keep records of all instances of bullying and review these records to ensure careful monitoring of behaviour, to evaluate the effectiveness of Turtle Dove Cambridge Alternative Provision’s approach to bullying and to enable any patterns to be identified;
- seek assistance from the police if he/she believes a criminal offence may have been committed.
All staff will:
- know the policy and procedures and deal with incidents in accordance with the policy;
- be vigilant;
- inform the Alterative Education Lead of any (suspected or known) bullying;
- take action to reduce the risk of bullying at times and in places where it is most likely;
- always challenge any instances of sarcasm, unpleasant behaviour or put-downs, whether in person or online, and take further action as appropriate.
Guidance for Students
If you are bullied or you see another student being bullied (including online), you must tell someone. Ignoring bullying allows it to get worse. Tell an adult that you trust and feel comfortable talking to.
If you tell a member of Turtle Dove Cambridge Alternative Provision staff, she will:
- listen carefully;
- record what has happened;
- tell you that you have acted correctly in reporting the bullying;
- not put you under any pressure;
- not make you feel that your complaint is silly, that you have ‘asked for it’ or that the person doing the bullying ‘can’t help it’;
- help you to decide on actions you can take to prevent bullying;
- follow up the incident(s), maybe with other staff after consulting you;
- check with you that the situation has improved, that the bullying has stopped.
What happens to the person who has been carrying out the bullying? Staff will ensure that the person who has carried out the bullying is made fully aware that their behaviour is unacceptable.
In accordance with Turtle Dove Cambridge Alternative Provision’s Behaviour for Learning Policy, staff will seek to enable the student to change their behaviour through the use of restorative justice and discussions about community needs, rights and responsibilities. Staff may involve parents.
If the person does not stop the bullying behaviour, she may be required to leave Turtle Dove Cambridge Alternative Provision temporarily or permanently.
Guidance for Parents
Parents must inform staff if they suspect or know that there is a problem (in person or online) for their own child or for another child, whether as perpetrator or victim.
It is not always easy for a parent to know that their child is being bullied, but there are some indicators to look out for:
- changes to usual routine;
- unwillingness to attend;
- reluctance to travel on public transport;
- becoming withdrawn, anxious or lacking in confidence;
- becoming aggressive, disruptive and/or unreasonable;
- starting to bully siblings and/or other children;
- not eating;
- claiming to feel ill on school mornings;
- having nightmares, crying themselves to sleep, bedwetting;
- personal possessions/clothes being damaged or going missing;
- asking for unusual amounts of money or stealing money;
- self-harming;
- running away from home;
- being afraid to use the internet or mobile phone;
- nervous when a text message is received;
- unwilling to discuss behaviour.
These types of behaviour could indicate other problems but bullying should be considered and investigated.
Incidents reported by parents or students are taken seriously and followed up immediately. Staff will listen sympathetically; the victim’s perception of what happened will not be dismissed. Victims will be reassured that they have acted correctly in reporting the incident, that the complaint is important and that something will be done. The person allegedly carrying out the behaviour will be spoken to and the facts of the incident established.
Parents and students should refer to Turtle Dove Cambridge Alternative Provision’s Complaints Policy if they feel that their concerns about bullying are not being addressed satisfactorily.
Safeguarding and Child Protection
Safeguarding issues can manifest themselves via peer-on-peer abuse, including cyber-bullying, physical abuse, sexual harassment and sexting.
If an individual or group of students persists in such behaviour, the Alternative Education Lead may choose to remove them from Turtle Dove Cambridge Alternative Provision temporarily or permanently. She will seek advice from statutory agencies, as appropriate, and make a referral if an incident meets the referral threshold set by the Local Safeguarding Children Board.
If there is ‘reasonable cause to suspect that a child is suffering, or likely to suffer, significant harm’, a bullying incident is treated as a child protection concern and Turtle Dove Cambridge Alternative Provision works with the statutory agencies in accordance with KCSiE, Sept 2019. If a child is considered to be in immediate danger, an immediate referral to children’s social care and/or the police will be made. As required by statutory guidance (Working Together, 2018) the Head/Coordinator and/or the Designated Safeguarding Lead will ensure that information is shared with all agencies and professionals involved with the child or family.
Turtle Dove Cambridge Alternative Provision will always attempt to support both the victim(s) and the perpetrator(s). However, the requirement for every Turtle Dove Cambridge Alternative Provision student to perceive herself to be safe – physically and emotionally – is paramount. Therefore, if any student is unable or unwilling to modify their behaviour and another student continues to feel unsafe, the rights of the community are deemed to override those of the perpetrator, who will thus not be allowed to remain within the community (see Turtle Dove Cambridge Alternative Provision’s Exclusion Policy).
Legislation and guidance that inform this document
- Safe to Learn – Embedding anti-bullying work in schools (DCSF 2007)
- Guidance on Prevention and Tackling of bullying (Gov.UK 2011)
- Preventing Bullying (Gov.UK 2013)
- Preventing and Tackling Bullying – Advice for Headteachers, Staff and Governing Bodies (DfE July 2017)
- Working Together to Safeguard Children (Gov.UK 2018)
- Keeping Children Safe in Education (Gov.UK Sept 2020)
Other Turtle Dove Cambridge Alternative Provision policies to be read in conjunction with this one
- Behaviour for Learning
- E-safety
- Safeguarding and Child Protection
Additional Sources of Guidance/Information
Outside agencies that can offer support include:
- Childline: 0800 1111
- NSPCC: 0800 800 5000
- Samaritans: 116123
ANTI-SLAVERY
Anti-Slavery Policy Statement
Modern slavery is a crime and a violation of fundamental human rights. It takes various forms, such as slavery, servitude, forced and compulsory labour and human trafficking, all of which have in common the deprivation of a person’s liberty by another in order to exploit them for personal or commercial gain.
Turtle Dove Cambridge (TDC) has a zero-tolerance approach to modern slavery, and we are committed to acting ethically and with integrity in all our business dealings and relationships and to implementing and enforcing effective systems and controls to ensure modern slavery is not taking place anywhere in our own business or in any of our supply chains.
TDC is also committed to ensuring there is transparency in our own business and in our approach to tackling modern slavery throughout our supply chains, consistent with our disclosure obligations under the Modern Slavery Act 2015.
TDC expect the same high standards from all of our contractors, suppliers and other business partners, and as part of our contracting processes, in the coming year we will include specific prohibitions against the use of forced, compulsory or trafficked labour, or anyone held in slavery or servitude, whether adults or children, and we expect that our suppliers will hold their own suppliers to the same high standards
This policy applies to all persons working for us or on our behalf in any capacity, including employees at all levels, directors, officers, agency workers, seconded workers, volunteers, interns, agents, contractors, external consultants, third-party representatives and business partners.
This policy does not form part of any employee’s contract of employment and we may amend it at any time.
Responsibility for the policy
TDC has overall responsibility for ensuring this policy complies with our legal and ethical obligations, and that all those under our control comply with it.
TDC has primary and day-to-day responsibility for implementing this policy, monitoring its use and effectiveness, dealing with any queries about it, and auditing internal control systems and procedures to ensure they are effective in countering modern slavery.
Management at all levels are responsible for ensuring those reporting to them understand and comply with this policy and are given adequate and regular training on it and the issue of modern slavery in supply chains.
All individuals working for or with TDC are invited to comment on this policy and suggest ways in which it might be improved. Comments, suggestions and queries are encouraged and should be addressed to the Managing Director.
Compliance with the policy
You must ensure that you read, understand and comply with this policy.
The prevention, detection and reporting of modern slavery in any part of our business or supply chains is the responsibility of all those working for us or under our control.
You are required to avoid any activity that might lead to, or suggest, a breach of this policy.
You must notify your line manager OR a company Director as soon as possible if you believe or suspect that a conflict with this policy has occurred or may occur in the future.
You are encouraged to raise concerns about any issue or suspicion of modern slavery in any parts of our business or supply chains of any supplier tier at the earliest possible stage.
If you believe or suspect a breach of this policy has occurred or that it may occur, you must notify your line manager or company Director OR report it in accordance with our Whistleblowing Policy as soon as possible.
You should note that where appropriate, and with the welfare and safety of local workers as a priority, we will give support and guidance to our suppliers to help them address coercive, abusive and exploitative work practices in their own business and supply chains.
If you are unsure about whether a particular act, the treatment of workers more generally, or their working conditions within any tier of our supply chains constitutes any of the various forms of modern slavery, raise it with your line manager or company Director.
We aim to encourage openness and will support anyone who raises genuine concerns in good faith under this policy, even if they turn out to be mistaken.
We are committed to ensuring no one suffers any detrimental treatment as a result of reporting in good faith their suspicion that modern slavery of whatever form is or may be taking place in any part of our own business or in any of our supply chains.
Detrimental treatment includes dismissal, disciplinary action, threats or other unfavourable treatment connected with raising a concern.
If you believe that you have suffered any such treatment, you should inform your line manager immediately. If the matter is not remedied, and you are an employee, you should raise it formally using our Grievance Procedure.
Communication & awareness of this policy
Training on this policy, and on the risk our business faces from modern slavery in its supply chains, forms part of the induction process for all individuals who work for us, and updates will be provided using established methods of communication between the business and you.
Our zero-tolerance approach to modern slavery must be communicated to all suppliers, contractors and business partners at the outset of our business relationship with them and reinforced as appropriate thereafter.
Breaches of this policy
Any employee who breaches this policy will face disciplinary action, which could result in dismissal for misconduct or gross misconduct.
We may terminate our relationship with other individuals and organisations working on our behalf if they breach this policy.
BULLYING AND HARRASSMENT
Introduction
Turtle Dove Cambridge (TDC) is committed to providing a working environment free from bullying and harassment.
We aim to ensure that all staff are treated, and treat others, with dignity and respect.
This policy covers bullying or harassment which occurs at work and out of the workplace, including on work trips or at work-related events or social functions. This policy applies to all staff at all levels including employees, management, agency and casual workers, volunteers and independent contractors.
What is harassment?
Harassment is any unwanted conduct that has the purpose or effect of violating a person’s dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them. A single incident can amount to harassment. A person may be harassed even if they were not the intended “target”.
Harassment also includes treating someone less favourably because they have submitted or refused to submit to such behaviour in the past.
It is unlawful under the Equality Act 2010 to harass a person because of their 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.
It also includes conduct of a sexual nature (sexual harassment).
Harassment is unacceptable even if it does not fall within any of these categories.
Examples of harassment include, but are not limited to:
- unwanted physical conduct including touching, pinching, pushing and grabbing;
- unwelcome sexual advances or suggestive behaviour;
- offensive e-mails, text messages or social media content or the display of offensive materials;
- unwanted jokes, banter, mocking, mimicking or belittling a person.
What is bullying
Bullying is offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through means that undermine, humiliate, denigrate or injure the recipient
Bullying can include the use of personal strength or the power to coerce through fear or intimidation, not necessarily from someone in a position of authority.
Bullying may be physical, verbal or non-verbal. It can include conduct that is not face-to-face, including via text message, email and social media. Examples of bullying include:
- physical or psychological threats;
- overbearing and intimidating levels of supervision;
- inappropriate derogatory remarks about a person or their performance;
- shouting at staff; persistently picking on people in front of others or in private;
- blocking promotion and training opportunities;
- regularly and deliberately ignoring or excluding staff from work activities or work related social events;
- setting a person up to fail by overloading them with work or setting impossible deadlines; regularly making the same person the butt of jokes.
Legitimate and reasonable criticism of a staff member’s performance or behaviour, or reasonable management instructions, do not amount to bullying.
Breaches of this policy
Bullying and harassment are not tolerated in our workplace and all staff are required to treat each other, along with our customers, suppliers, and visitors, with dignity and respect.
Breaches of this policy will be dealt with in accordance with our disciplinary procedure.
Serious cases of bullying or harassment may amount to gross misconduct resulting in dismissal. Staff who make complaints or who participate in good faith in any investigation must not suffer any form of retaliation or victimisation as a result.
However, making a false allegation deliberately and in bad faith will be treated as misconduct and dealt with under our disciplinary procedure.
Anyone found to have retaliated against or victimised someone in this way will be subject to disciplinary action under our disciplinary procedure.
How to raise bullying and harassment at TDC
If you believe you are being harassed or bullied, you may wish to raise the problem informally with the person responsible. Explain the situation and how it has made you feel. It can be helpful to describe the event so the other person is clear about your concerns. Use the opportunity to ask the person to change or stop their behaviour
Alternatively, you may speak to your manager who can provide confidential advice and assistance in resolving the issue formally or informally
If you do not feel that informal steps are appropriate, or they have been unsuccessful, you should raise the matter formally under our grievance procedure. All complaints will be investigated in accordance with our grievance procedure
If we consider that there is sufficient evidence to suggest you have been harassed or bullied we will consider the appropriate action to take. If the person accused is an employee, this may include invoking our disciplinary procedure. Whether or not your complaint is upheld, we will consider how best to manage any ongoing working relationship between you and the person concerned.
COMPASSIONATE LEAVE
Purpose
Compassionate leave is designed to help a member of staff where they need to deal with necessary arrangements for or assist a close relative who is seriously or critically ill.
Entitlement
Employees are entitled to take paid compassionate leave of up to 10 days in any 12-month period in respect of a spouse or partner, child, stepchild, grandchild, parent, step-parent, parent-in-law, grandparent, brother or sister, stepbrother or stepsister, or brother or sister-in-law.
Turtle Dove Cambridge (TDC) may exercise its discretion to grant paid compassionate leave in respect of any other relative or close friend, depending on the circumstances of each case.
A member of staff who is unable to return to work following a period of compassionate leave should contact their line manager. It may be appropriate to take a period of annual leave or unpaid leave in those circumstances.
Requesting compassionate leave
TDC recognises that it may not always be possible to request compassionate leave in advance. However, where it is possible, you should make a request to your line manager. You should tell them the reasons for your request and the number of days leave you would like to take.
Where it is not possible to request leave in advance you should contact your line manager as soon as possible to tell them the reason for your absence and the number of days you expect to be absent. Someone can do this on your behalf if necessary.
In exceptional circumstances we may have to refuse a request for compassionate leave. If so your line manager will give you a written explanation for the refusal.
If you are dissatisfied with this decision you may make a complaint under our Grievance Procedure within 7 days of receipt of the written reasons for refusal.
Parental bereavement leave
Where the bereavement is related to the loss of your child, your adopted child, or a stillbirth after 24 weeks of pregnancy, you are entitled to two week’s leave irrespective of your length of service. You will also qualify for two week’s leave if you are the partner of a bereaved parent or you have day-to-day responsibility for the child.
Parental bereavement leave can be taken in one or two blocks of a week within 56 weeks of the bereavement. No notice is required if the leave is taken within 56 days of the bereavement, thereafter at least one week’s notice must be given.
Employees with 26 weeks continuous service and normal weekly earnings in the eight weeks up to the week before your bereavement of at least the lower earnings limit will be entitled to paid leave at the statutory rate and those without the required service will be entitled to take the leave unpaid.
COMPLAINTS
Complaints procedure
Turtle Dove Cambridge (TDC) is committed to providing high quality services to our service users. We value feedback and use information learnt from it to help us improve the services we offer. If you feel something should be done better or improved please tell us – you should feel free to raise matters of concern without risk of disadvantage. This document describes our complaint procedure and how to make a complaint.
What is a complaint?
We regard a complaint as any expression of dissatisfaction about the standard of service provided by us.
What can I complain about?
You are free to raise a matter of concern about things like:
- the quality and standard of any service we provide
- failure to provide a service
- unfair treatment or inappropriate behaviour by a volunteer or staff member
- the failure of TDC to follow an appropriate administrative process
- dissatisfaction with TDC policies
Your complaint may involve more than one aspect of the above or be about someone working on our behalf.
What can’t I complain about?
There are some things we cannot deal with through our complaint handling procedure. These include but are not limited to:
- a request under Freedom of Information or Data Protection legislation
- a request for information or an explanation of policy or practice from TDC which is legally required
- an issue which is being, or has been, considered by a court or tribunal
- a request for compensation only
- an attempt to have a complaint reconsidered where we have already given our final decision following an investigation
Who can complain?
Anyone who receives, requests or is directly affected by the services of TDC can make a complaint to us. We encourage anyone with a complaint to approach us directly, but can accept a complaint made on your behalf (e.g. through a friend or a family member) provided you give us your clear written authority to liaise with your representative, and provided you also give them clear authority to act on your behalf
How do I complain?
You can complain in person, by phone, in writing, or by email. It is easier for us to resolve complaints if you raise them as soon as you become aware of the issue.
Please raise your complaint/concerns with a TDC Director so that they can try to resolve any problems on the spot. When complaining, tell us:
- your full name and address
- as much as you can about the complaint
- what has gone wrong
- how you would like us to resolve the matter
Is there a time limit for making a complaint?
Normally, you must make your complaint within six months of:
- the issue arising, or
- finding out that you have a reason to complain
In exceptional circumstances, we may be able to accept a complaint after the time limit. If you feel
that the time limit should not apply to your complaint, please tell us why
Confidentiality
All complaints received will be dealt with confidentially and in accordance with our data protection and GDPR policy.
What will happen if I complain?
Our complaint procedure has two stages:
Stage 1 – Frontline Resolution
We aim to resolve complaints quickly. This could mean an on-the-spot apology and explanation if something has clearly gone wrong, and immediate action to resolve the problem.
Where possible, you should raise your concerns with the relevant staff member. This can be done face-to-face, by phone, in writing or by email. We will give you our decision at Stage 1 within five working days, unless there are exceptional circumstances.
If you are not satisfied with the response we give at this stage, we will tell you what you can do next. If you choose to, you can take your complaint to Stage 2 of the complaint procedure. You may choose to do this immediately or shortly after you get our initial decision.
Stage 2 – Complaint Investigation
Stage 2 deals with two types of complaint: those that have not been resolved at Stage 1 and those that are complex and require detailed investigation. We have a complaint form which will help you to state your complaint clearly to us. Although we will also accept complaints that are made in person or on the phone, we encourage you to complete the complaint form in the interests of clarity and in order to best assist the investigation process.
The complaint form and any supporting documents will be seen by the person investigating your complaint, by anyone named in the complaint and by relevant staff being complained about.
When using Stage 2 we will:
- acknowledge receipt of your complaint within three working days and tell you who is dealing with your complaint
- discuss your complaint with you to understand why you remain dissatisfied and what outcome you are looking for
- give you a full response to the complaint as soon as possible and within 20 working days
- if you are not happy with the outcome of this process your complaint can be raised with the Board of Directors through the Complaints Officer via directors@turtledovecambridge.com.
If our investigation will take longer than 20 working days, we will tell you. We will agree revised time limits with you and keep you updated on progress.
Getting help to make your complaint:
We are committed to making our service easy to use. In line with our statutory equalities’ duties, we will always ensure that reasonable adjustments are made to help you access and use our services. If you have trouble putting your complaint in writing, or want this information in another format, such as large font or Braille, please let us know. You can contact our Complaints Officer via directors@turtledovecambridge.com.
or by writing to:
Turtle Dove Cambridge
Church of the Good Shepherd
Mansel Way
Cambridge
CB4 2ET
CONFLICT OF INTEREST
Policy
This policy applies to Directors. Directors have a legal obligation to act in the best interests of Turtle Dove Cambridge Community Interest Company (Turtle Dove), and in accordance with the organisation’s governing documents and to avoid situations where there may be a potential conflict of interest.
Conflicts of interests may arise where an individual’s work, personal or family interests and/or loyalties conflict with those of Turtle Dove. Such conflicts may create problems; they can:
- Inhibit free discussion
- Result in decisions or actions that are not in the interests of Turtle Dove
- Risk the impression that Turtle Dove has acted improperly.
The aim of this policy is to protect both the organisation and the individuals involved from any appearance of impropriety.
The declaration of interests
Accordingly, we are asking Directors to declare their interest, and any gifts or hospitality offered and received in connection with their role in Turtle Dove. A declaration of interests form is provided for this purpose, listing the types of interest you should declare.
To be effective the declaration of interests needs to be updated at least annually, and when any material or specific changes occur.
If you are not sure what to declare, or whether/when your declaration needs to be updated, please err on the side of caution. If you would like to discuss this issue, please contact the Turtle Dove Chairperson for confidential guidance.
Interests will be recorded in the organisation’s Register of Interests, which will be maintained by the organisation. The register will only be accessible by Directors.
Data Protection
The information provided will be processed in accordance with the data protection principles as set out in the Data Protection Act 2018. Data will be processed only to ensure that Directors act in the best interests of Turtle Dove. The information provided will not be used for any other purpose.
What to do if you face a conflict of interest
If you believe you have a perceived or real conflict of interest you should:
- Declare the interest at the earliest opportunity
- Withdraw from the discussions and decisions relating to the conflict.
If you fail to declare an interest that is known, another Turtle Dove Director should declare that interest.
Any minutes relating to the item presenting a conflict should be suitably redacted for the person facing the conflict. A balance needs to be made to ensure that the person still receives sufficient information about the activities of the organisation generally without disclosing such sensitive information that could place the individual in an untenable position.
Decisions taken where a Director has an interest
In the event of the Board having to decide upon a question in which a Director has an interest, all decisions will be made by vote, with a simple majority. A quorum must be present for the discussion and decision; interested parties will not be counted when deciding whether the meeting is quorate. Interested Board members may not vote on matters affecting their own interests (and may be required to leave the room for the discussion).
All decisions under a conflict of interest will be recorded by the Secretary and reported in the minutes of the meeting. The report will include:
- The nature and extent of the conflict
- An outline of the discussion
- The actions taken to manage the conflict.
Where a Director benefits from the decision, this will be reported in the annual report and accounts. All payments or benefits in kind to Directors will be reported in the charity’s accounts and annual report with amounts for each Director listed for the year in question.
Independent external mediation will be used where conflicts cannot be resolved through the usual procedures.
Managing contracts
If you have a conflict of interest, you must not be involved in managing or monitoring a contract in which you have an interest. Monitoring arrangements for such contracts will include provisions for an independent challenge of bills and invoices, and termination of the contract if the relationship if unsatisfactory.
DATA PROTECTION AND GDPR
Scope of Policy
This policy covers all Subject Data held by Turtle Dove Cambridge (TDC) either in paper or electronic format and the way it is handled. It is subject to the terms of the 2018 General Data Protection Regulations (GDPR).
Introduction
This policy sets out in a clear and concise way to our staff, volunteers, trustees and service users exactly how we will handle data within our organisation.
Information about individuals, whether kept on a computer or in paper format, falls within the scope of GDPR and must comply with the data protection principles. These are that personal data must be:
- Obtained and processed fairly and lawfully
- Held only for specified purposes
- Adequate, relevant and not excessive (in line with the principle of data minimisation)
- Accurate and up to date
- Not kept longer than necessary
- Processed in accordance with GDPR
- Kept secure and protected
- Not transferred outside of Europe
TDC are committed to:
- Holding information in a safe and secure manner and only using the information for the purpose for which it was given.
- Keeping data up to date and accurate.
- Removing out of date data from our records and disposing of it securely.
- Reviewing our policy on a regular basis to ensure that it still meets the needs of the organisation and its members
- Not transferring data outside the EEA.
Data Collection
Why we collect data
We collect information
- which we are required to report to funders on under grant or Service Level Agreements.
- on our staff and board of directors to enable us to manage our staff policies and payroll.
- on our volunteers to enable us appropriately manage and support them.
- on our service users to enable us to deliver our service.
- on other contacts to help us run our business efficiently.
How we collect data
We collect information from:
- referring agencies and referral forms
- people who contact us
- contacts we make in the course of our activities.
The Data Controller (Managing Director)
The designated Data Controller will deal with the implementation of the agreed policy and day-to-day matters. TDC has a designated Data Controller, the Managing Director, Kate Nation
Storing and processing data
Our policy is to store all data in a secure manner and to dispose of data no longer required in a secure way. We will process data in a way which is consistent with the aims of our organisation and the purpose for which the data was given. TDC will keep an up-to-date data register. This provides details on personal data processed by the organisation, why it is being processed, the categories of individuals and categories of personal data along with the retention schedules of each type of data (further information can be found under point 5.1 and in Appendix A).
Data in paper form will be kept in filing cabinets that will be kept locked overnight and when not in use. Data in paper format will be shredded before it is disposed of.
Electronic data will be password protected and stored on a server system with regular back up (which will be held off site). Passwords will be reviewed and changed periodically and will always be changed if a member of staff or volunteer with password access leaves the organisation.
Data in either format will only be taken out of the office with the agreement of the Data Controller.
Bring Your Own Device guidance
Typically this relates to smart phones, tablets and USB memory sticks
- Data stored by TDC should never be transferred to a personal device unless the device is protected by a password (encryption is required if the data relates to information that would identify an individual) and permission for the transfer has been given by TDC’s Data Controller and agreement on how long the data may remain on the device is formalised.
- When transferring data from personal devices using a secure channel is critical. Public Wi-Fi networks may not be secure and, therefore, should not be used for this purpose
- If members of TDC store personal data on a mobile device steps to prevent the data being accessed if the device is lost or stolen must be in place. For example, in addition
to encryption, individuals might register the device with a remote locate and wipe facility.
- When someone leaves the organisation TDC will ensure the individual has deleted all information related to TDC.
Retention of data
TDC will keep some forms of information longer than others. TDC will need to keep central personnel records for 6 years after employment ceases. This will include information necessary in respect of pensions, taxation, potential or current disputes or litigation regarding the employment, and information required for job references. Retention of all other documents and paperwork are detailed on Appendix A.
Under GDPR, the right to be forgotten enables an individual to request the deletion or removal of personal data where there is no compelling reason for its continued processing. TDC will give all requests for data deletion or removal thorough consideration and will only retain data following this if there is a compelling reason which will be communicated to the individual concerned.
Processing sensitive information
Sometimes it is necessary to process sensitive information about a person such as race, gender or family details. This is done to ensure that TDC can operate policies on matters such as equal opportunities. TDC may also ask for information about particular health needs or disabilities. TDC will only use such information in the protection of the health and safety of the individual, but will need consent to process – for example, in the event of a medical emergency.
When information is considered sensitive, and it is recognised that the processing of it may cause particular concern or distress to individuals, employees and others affected individuals will be asked to give express consent for TDC to process this data.
Disclosure
It is TDC’s policy not to disclose any information to third parties unless TDC has sought the subject’s permission to do so OR the information is being passed solely for the third party to undertake work on TDC’s behalf and for no other purpose OR the information is already in the public domain OR TDC are legally obliged to do so.
Information will not normally be disclosed. Where information is being passed to a third-party undertaking work on behalf of the organisation TDC will ensure that the third party has appropriate data protection policies and procedures in place.
Confidentiality
TDC recognises that colleagues (employees, volunteers and Directors) gain information about individuals and organisations during the course of their work or activities. In most cases such information will not be stated as confidential and colleagues may have to exercise common sense and discretion in identifying whether information is expected to be confidential.
Information belongs to the person or agency entrusting it to a member of staff or volunteer of TDC. Information remains personal and in the control of the giver. Once received by TDC, it may not be used for any purpose other than that for which it was given; nor may it be passed on to any person or agency outside TDC without the express permission of the giver.
In practice this means that TDC will follow the guidance below:
- Staff members, Directors and volunteers have the right to see any information that TDC keeps on them in paper or computer files and to change that information where it is inaccurate.
- People issues will remain confidential to the people involved.
- TDC will maintain an appropriate level of security, in accordance with the Data Protection Act and the Data Protection Regulations from 25th May 2018 and this policy, which will adequately protect information about individuals that is held in their systems. Paper files will be kept in a locked area and computer-based files will be password protected.
- The use of statistical data or information for reports, monitoring and funding applications will scrupulously avoid any specific detail about service users that might lead to their identification unless they have given their permission for it to be used. The data provided by TDC should not include information that could easily lead to the identification of service users.
- The purpose of information gathered from organisations which is intended to be made public in a Directory, either printed on paper or electronically, must be made clear to those organisations. They must check the accuracy of the information and consent to its distribution obtained before publication.
- Colleagues are able to share information with their line manager in order to discuss issues and seek advice.
- Colleagues will avoid exchanging personal information about individuals with whom they have a professional relationship.
- Colleagues will not disclose to anyone, other than their line manager, any information considered sensitive, personal, financial or private without the knowledge or consent of the individual.
- Where there is a legal duty on TDC to disclose information, the individual will be informed that disclosure has or will be made.
Breaking confidentiality
In exceptional circumstances, it may be necessary to break the basic rules of confidentiality. This would be the case in situations where the safety, rights and liberties of other people or the person giving information may be seriously at risk. In such cases, staff and volunteers should discuss the matter with their line manager and as appropriate, the Directors. Decisions that are made, and the reasons for them, must be properly recorded.
When confidential information is divulged without consent, except where it might result in more harm to other people, the individual concerned should be informed and an explanation of the action given.
Employees who are dissatisfied with the conduct or actions of other colleagues or TDC should raise the matter with their line manager, using the grievance procedure if necessary, and not discuss it outside TDC.
Breaches of the confidentiality may result in disciplinary action.
Rights of the individual to access information (S.A.R.s)
Employees and other users / members of TDC have the right to access any personal data that is being kept about them either on computer or in other types of files. Should any person wish to exercise this right they should contact the Data Protection Controller.
In order to gain access, a request should be made in writing to the Data Protection Controller.
TDC aims to comply with requests for access to personal information as quickly as possible, but will ensure that it is provided within 1 month.
Inaccurate Data
Where an individual advises that their data is inaccurate TDC will ensure the inaccuracy is corrected within 7 working days.
Complaints
Any complaints about the way TDC handles or uses data will be dealt with under the Complaints Policy and Procedure.
Overseas Transfer
It is our policy not to transfer any data overseas.
Conclusion
Compliance with GDPR is the responsibility of all staff, volunteers, trustees and members of TDC. Any deliberate breach of the Data Protection and GDPR Policy may lead to disciplinary action being taken, or access to TDC facilities being withdrawn, or even a criminal prosecution.
Any questions or concerns about the interpretation or operation of this Policy should be taken up with the Data Controller.
Appendix A
Document retention periods relating to staff and accounts
Record | Statutory retention period | Statutory authority and/or Reason for retention |
|---|---|---|
Personnel files including records and notes of disciplinary and grievance hearings | 6 years from the end of employment | Potential litigation and references |
Application forms/interview notes (unsuccessful applicants) | At least 6 months from the date of the interviews | Time limits on litigation |
Facts relating to redundancies where less than 20 | 6 years from the date of the redundancy | Time limits on litigation |
Accident books, accident records/reports | 3 years after the date of the last entry (see below for accidents involving chemicals or asbestos) | The Reporting of Injuries, Diseases and Dangerous Occurrences Regulations 1995 (RIDDOR) (amended April 2012) |
Accounting records | 6 years for public limited companies (unless specified otherwise) | Section 221 of the Companies Act 1985 as modified by the Companies Acts 1989 and 2006 |
Income tax and NI returns, income tax records and correspondence with HMRC | Not less than 3 years after the end of the financial year to which they relate | The Income Tax (Employments) Regulations 1993 |
Retirement Benefits Schemes – records of notifiable events, for example, relating to incapacity | 6 years from the end of the scheme year in which the event took place | The Retirement Benefits Schemes (Information Powers) Regulations 1995 |
Statutory Maternity Pay records, calculations, certificates (Mat B1s) or other medical evidence | 3 years after the end of the tax year in which the maternity period ends | The Statutory Maternity Pay (General) Regulations 1986 |
Statutory Sick Pay records, calculations, certificates, self-certificates | 3 years after the End of the tax year to which they relate | The Statutory Sick Pay (General) (Amendment) Regulations 2008 |
Wage/salary records (also overtime, bonuses, expenses) | 6 years | Taxes Management Act 1970 |
National minimum wage records | 3 years after the end of the pay reference period following the one that the records cover | National Minimum Wage (Amendment) Regulations 2011 |
Records relating to working time | 2 years from date on which they were made | The Working Time Regulations 1998 (SI 1998/1833) Working Time Regulations (Amendment) Regulations 2009 |
DBS AND EX-OFFENDERS
Introduction
The code of practice published under section 122 of the Police Act 1997 advises that it is a requirement that all registered bodies must treat DBS applicants who have a criminal record fairly and not discriminate automatically because of a conviction or other information revealed.
The code also obliges registered bodies to have a written policy on the recruitment of ex-offenders; a copy of which can be given to DBS applicants at the outset of the recruitment process. This policy forms the written policy in this regard.
Statement of Intent
As an organisation assessing applicants’ suitability for positions which are included in the Rehabilitation of Offenders Act 1974 (Exceptions) Order using criminal record checks processed through the Disclosure and Barring Service (DBS), Turtle Dove Cambridge (TDC) complies fully with the code of conduct and undertakes to treat all applicants for positions fairly.
TDC undertakes not to discriminate unfairly against any subject of a criminal record check on the basis of a conviction or other information revealed.
TDC can only ask an individual to provide details of convictions and cautions that TDC are legally entitled to know about. Where a DBS certificate at either standard or enhanced level can legally be requested (where the position is one that is included in the Rehabilitation of Offenders Act 1974 (Exceptions) Order 1975 as amended, and where appropriate Police Act Regulations as amended).
TDC can only ask an individual about convictions and cautions that are not protected.
TDC is committed to the fair treatment of its staff, potential staff, volunteers or users of its services, regardless of race, gender, religion, sexual orientation, responsibilities for dependants, age, physical/mental disability or offending background.
TDC has a written policy on the recruitment of ex-offenders (this policy), which is made available to all DBS applicants at the start of the recruitment process.
TDC actively promotes equality of opportunity for all with the right mix of talent, skills and potential and welcomes applications from a wide range of candidates, including those with criminal records.
TDC selects all candidates for interview based on their skills, qualifications and experience.
An application for a criminal record check is only submitted to DBS after a thorough risk assessment has indicated that one is both proportionate and relevant to the position concerned. For those positions where a criminal record check is identified as necessary, all application forms, job adverts, and role profiles will contain a statement that an application for a DBS certificate will be submitted in the event of the individual being offered the position.
TDC ensures that all those in TDC who are involved in the recruitment process have been suitably trained to identify and assess the relevance and circumstances of offences.
TDC also ensures that they have received appropriate guidance and training in the relevant legislation relating to the employment of ex-offenders, e.g., the Rehabilitation of Offenders Act 1974
At interview, or in a separate discussion, TDC ensures that an open and measured discussion takes place on the subject of any offences or other matter that might be relevant to the position. Failure to reveal information that is directly relevant to the position sought could lead to withdrawal of an offer of employment.
TDC makes every subject of a criminal record check submitted to DBS aware of the existence of the code of practice and makes a copy available on request
TDC undertakes to discuss any matter revealed on a DBS certificate with the individual seeking the position before withdrawing a conditional offer of employment.
TDS ensures information about an employee’s criminal record will be treated confidentially and disclosed only to those who have a legitimate need to know. TDC ensures any employee with a criminal record will receive fair treatment and will be subject to the same disciplinary procedures and standards as other employees. Termination decisions will be made based on job performance and conduct, rather than the existence of a criminal record.
DISCIPLINARY
Purpose and Scope
This procedure is designed to help and encourage all employees to achieve and maintain standards of conduct, attendance and job performance. This policy applies to all Turtle Dove Cambridge (TD) employees. The aim is to ensure consistent and fair treatment for all in the organisation.
Principles
- Informal action will be considered, where appropriate, to resolve problems.
- No disciplinary action will be taken against an employee until the case has been fully investigated.
- For formal action the employee will be advised of the nature of the complaint against him or her and will be given the opportunity to state his or her case before any decision is made at a disciplinary meeting.
- Employees will be provided, where appropriate, with written copies of evidence and relevant witness statements in advance of a disciplinary meeting.
- At all stages of the procedure the employee will have the right to be accompanied by a trade union representative, or work colleague.
- No employee will be dismissed for a first breach of discipline except in the case of gross misconduct, when the penalty will be dismissal without notice or payment in lieu of notice.
- An employee will have the right to appeal against any disciplinary action.
- The procedure may be implemented at any stage if the employee’s alleged misconduct warrants this.
The procedure
First stage formal procedure
For a disciplinary matter that is at the first stage of the formal process, an individual will be invited to a meeting with their line manager to discuss the reason for the disciplinary policy being instigated. During that meeting the individual will have the right to make their case in regard to any of the matters raised and be able to provide evidence that supports their case.
The line manager will ensure that the individual has access to all the evidence that is being used to investigate and consider the outcome of the disciplinary meeting.
The individual can be accompanied to the meeting by a work colleague or a trade union representative.
The outcome of a first stage meeting may be either:
- an improvement note for unsatisfactory performance if performance does not meet acceptable standards. This will set out the performance problem, the improvement that is required, the timescale, any help that may be given and the right of appeal.
The individual will be advised that it constitutes the first stage of the formal procedure. A record of the improvement note will be kept for 6 months, but will then be considered spent – subject to achieving and sustaining satisfactory performance
Or
- a first warning for misconduct if conduct does not meet acceptable standards. This will be in writing and set out the nature of the misconduct and the change in behaviour required and the right of appeal. The warning will also inform the employee that a final written warning may be considered if there is no sustained satisfactory improvement or change. A record of the warning will be kept, but it will be disregarded for disciplinary purposes after a specified period (eg, six months).
Second stage formal procedure
If the offence is sufficiently serious, or if there is further misconduct or a failure to improve performance during the currency of a prior warning, a final written warning may be given to the employee
For a disciplinary matter that is at the second stage of the formal process, an individual will be invited to a meeting with their line manager to discuss the reason for the disciplinary policy being instigated. During that meeting the individual will have the right to make their case in regard to any of the matters raised and be able to provide evidence that supports their case
The line manager will ensure that the individual has access to all the evidence that is being used to investigate and consider the outcome of the disciplinary meeting
The individual can be accompanied to the meeting by a work colleague or a trade union representative.
The formal warning will give details of the complaint, the improvement required and the timescale. It will also warn that failure to improve may lead to dismissal (or some other action short of dismissal) and will refer to the right of appeal
A copy of this written warning will be kept by the line manager but will be disregarded for disciplinary purposes after 12 months subject to achieving and sustaining satisfactory conduct or performance.
Dismissal or other sanction
If there is still further misconduct or failure to improve performance the final step in the procedure may be dismissal or some other action short of dismissal such as demotion or disciplinary suspension or transfer (as allowed in the contract of employment
For a disciplinary matter that is at the final stage of the formal process, an individual will be invited to a meeting with a Director to discuss the reason for the disciplinary policy being instigated. During that meeting the individual will have the right to make their case in regard to any of the matters raised and be able to provide evidence that supports their case
The Director will ensure that the individual has access to all the evidence that is being used to investigate and consider the outcome of the disciplinary meeting
The individual can be accompanied to the meeting by a work colleague or a trade union representative.
Dismissal decisions can only be taken by the appropriate Director, and the employee will be provided in writing with reasons for dismissal, the date on which the employment will terminate, and the right of appeal.
If some sanction short of dismissal is imposed, the employee will receive details of the complaint, will be warned that dismissal could result if there is no satisfactory improvement, and will be advised of the right of appeal
A copy of the written warning will be kept by the supervisor but will be disregarded for disciplinary purposes after 12 months subject to achievement and sustainment of satisfactory conduct or performance.
Gross misconduct
The following list provides some examples of offences which are normally regarded as gross misconduct:
- theft or fraud
- physical violence or bullying
- deliberate and serious damage to property
- serious misuse of an organisation’s property or name
- deliberately accessing internet sites containing pornographic, offensive or obscene material
- serious insubordination
- unlawful discrimination or harassment
- bringing the organisation into serious disrepute
- serious incapability at work brought on by alcohol or illegal drugs
- causing loss, damage or injury through serious negligence
- a serious breach of health and safety rules
- a serious breach of confidence.
If an employee is accused of an act of gross misconduct, they may be suspended from work on full pay, normally for no more than five working days, while the alleged offence is investigated
If, on completion of the investigation and the full disciplinary procedure, the organisation is satisfied that gross misconduct has occurred, the result will normally be summary dismissal without notice or payment in lieu of notice.
For a disciplinary matter that could amount to gross misconduct, an individual will be invited to a meeting with a Director to discuss the reason for the disciplinary policy being instigated. During that meeting the individual will have the right to make their case in regard to any of the matters raised and be able to provide evidence that supports their case
The Director will ensure that the individual has access to all the evidence that is being used to investigate and consider the outcome of the disciplinary meeting.
Appeals
An employee who wishes to appeal against a disciplinary decision must do so within five working days. A Director will hear all appeals and his/her decision is final. At the appeal any disciplinary penalty imposed will be reviewed.
DRUGS AND ALCOHOL
Purpose
Turtle Dove Cambridge (TDC) is committed to providing a safe, healthy and productive working environment for all our staff, volunteers, clients and visitors. This includes ensuring that all staff are fit to carry out their jobs safely and effectively in a working environment which is free from alcohol and drug misuse.
All staff are expected to arrive at work fit to carry out their jobs and to be able to perform their duties safely without any limitations due to the use or after effects of alcohol or drugs (whether prescribed, over the counter or illegal).
Misuse of alcohol and drugs can lead to reduced levels of attendance, reduced efficiency and performance, impaired judgement and decision making and increased health and safety risks, not only for the individual but also for others. Irresponsible behaviour or the commission of offences resulting from the misuse of alcohol or drugs may damage TDC’s reputation and how we serve our community.
We will not accept staff arriving at work under the influence of alcohol or drugs, and/or whose ability to work is impaired in any way by reason of the consumption of alcohol or drugs, or who consume alcohol or take drugs (other than prescription or over the counter medication, as directed) on our premises.
Scope
This policy is principally intended to deal with alcohol and drug problems which, in the context of this policy are any drinking or taking of drugs, whether intermittent or continual, which interferes with work performance in relation to attendance, efficiency, productivity or safety. You will be deemed to be under the influence of alcohol or drugs where that is the reasonable opinion of a manager.
This policy is not intended to apply to “one-off” incidents or offences caused by alcohol or drug misuse at or outside work where there is no evidence of an ongoing problem, which may damage our reputation, and which are likely to be dealt with under our Disciplinary Procedure.
The purpose of this policy is to increase awareness of the effects of alcohol and drug misuse and its likely symptoms and to ensure that:
- All staff are aware of their responsibilities regarding alcohol and drug misuse and related problems;
- Staff who have an alcohol or drug-related problem are encouraged to seek help, in confidence, at an early stage.
Responsibility for implementation of the policy
Managers have an important role to play in identifying problems at work that are being caused or contributed to by alcohol or drug misuse.
Where a manager considers that a deterioration in work performance and/or changes in patterns of behaviour may be due to alcohol or drug misuse they should seek advice and assistance the Board of Directors.
When a member of staff arrives at work and a manager reasonably believes that they are under the influence of alcohol or drugs, they shall immediately contact the Managing Director in order that the member of staff can be provided with assistance and an investigation can be undertaken.
If you notice a change in a colleague’s pattern of behaviour you should encourage them to seek assistance through their manager or the Managing Director. If they will not seek help themselves, you should draw the matter to the attention of your manager. You should not attempt to cover up for a colleague whose work or behaviour is suffering as a result of an alcohol or drug-related problem.
If you believe that you have an alcohol or drug-related problem, you should seek specialist advice and support as soon as possible.
Alcohol and drugs at work
We expect you to demonstrate responsible behaviour at work, work-related functions and work-related social events and to act in a way that will not have a detrimental effect on our reputation. If you entertain clients or represent us at external events where alcohol is served, you are considered to be “at work” regardless of whether you do so outside normal working hours. Consequently, we will expect you to remain professional and fit for work at all times.
Managers should act to prevent excessive consumption of alcohol by any member of staff and should take steps to deal with any unacceptable conduct that occurs at such functions. Any such behaviour may lead to action under our Disciplinary Procedure.
We expect all our staff to comply with the drink-driving legislation at all times. Our reputation will be damaged if you are convicted of a drink-driving offence and, if your job requires you to drive and you lose your licence, you may be unable to continue to do your job. Committing a drink-driving offence outside or during working hours or while working for us may lead to action under our Disciplinary Procedure and could result in dismissal.
If you are prescribed medication you must seek advice from your GP or pharmacist about the possible effect on your ability to carry out your job and whether your duties should be modified, or you should be temporarily reassigned to a different role. If so, you must tell your line manager without delay.
Searches
We reserve the right to conduct searches for alcohol or drugs, including, but not limited to, searches of lockers, filing cabinets and desks, packages sent to our address which are on our premises.
Any alcohol or drugs found as a result of a search will be confiscated and action may be taken under the Disciplinary Procedure.
Management of suspected substance misuse
If your manager has reason to believe that you are suffering the effects of alcohol or drug misuse, for example, due to a deterioration in your work or behaviour, they will invite you to an investigatory interview. The purpose of the interview is to:
- discuss the reason for the investigation and seek your views on, for example, the deterioration of your work performance and/or behaviour;
- and where appropriate, offer to refer you for medical and/or specialist advice.
If, as the result of the interview, your manager continues to believe that you are suffering the effects of alcohol or drug misuse and you refuse an offer of referral to a medical professional, the matter may be dealt with under our Disciplinary Procedure.
If you agree to be referred to a medical professional, your manager will support your request for an urgent appointment and prepare a letter of referral if needed, a copy of which will be provided to you.
Providing support
Alcohol and drug-related problems may develop for a variety of reasons and over a considerable period of time. We are committed, in so far as possible, to treating these problems in a similar way to other health issues. Support will be provided where possible with a view to supporting a full recovery, allowing a return to work and the full range of your duties. This may include:
- referral to appropriate treatment providers, where necessary in conjunction with your GP;
- time off work to attend treatment as recommended by your GP and recognition of any periods of absence for treatment as periods of sickness absence;
- adjusting your duties or other support as recommended by your GP or specialist during treatment and for an agreed period thereafter, subject to operational requirements and feasibility;
If you do not finish a programme of treatment (either because the treatment provider ceases to support you or because you stop attending) or your recovery and return to work does not happen as anticipated at the outset of a course of treatment, your manager will meet with you to decide what further action should be taken.
Confidentiality
We aim to ensure that the confidentiality of any member of staff experiencing alcohol or drug-related problems is maintained appropriately by managers and, where it is necessary to inform them, colleagues. However, it needs to be recognised that, in supporting staff, some degree of information sharing is likely to be necessary.
Performance and disciplinary issues
If, having acknowledged an alcohol or drug-related problem, you undertake treatment and/or rehabilitation, we may decide to suspend any ongoing action against you for related misconduct or poor performance, pending the outcome of the treatment.
Our intention is to support all staff with alcohol or drug-related problems to regain good health. Depending on the progress made on the course of treatment, any disciplinary action may be suspended for a specified period, discontinued or continued.
ENVIRONMENTAL
Introduction
Turtle Dove Cambridge (TDC) recognises that it has a responsibility to the environment. We are committed to reducing our environmental impact and continually improving our environmental performance. We will encourage staff, volunteers, students, partners and other stakeholders to do the same
Policy Statement
TDC will:
- aim to minimise the use of all materials, supplies and energy used by the organisation;
- minimise waste produced in all areas of the organisation, reuse and recycle waste where possible, and aim for waste-free processes;
- encourage others we work with to adopt similar environmental policies;
- aim to include environmental and ethical considerations in purchasing and tendering out services;
- source responsible suppliers with their own environmental policy;
- minimise the need to travel by car.
TDC will aim to reduce waste and where possible will:
- use of both sides of paper;
- ensure effective use of IT (including e-mail) to prevent unnecessary printing and duplication (adjusting font sizes and margins to allow documents to fit onto one piece of paper, print preview prior to printing, thorough proofing of large print-runs before printing);
- circulate or display of non-urgent memos or information, as opposed to printing multiple copies;
- seek to buy recycled and recyclable paper products;
- reuse and recycle all paper where possible;
- ensure the provision of proper cutlery, crockery and napkins for use by staff and visitors in preference to disposables;
- the use of proper crockery and cutlery, reusable napkins, milk jugs rather than individual portions, and other reduction and reuse measures at conferences, seminars and events
- print in double sided format;
- purchase second-hand furniture and similar items whenever feasible;
- save and reuse envelopes where possible;
- print draft documents on the back of paper which has already been used on one side.
TDC will:
- Recycle all materials where local facilities (free or otherwise) exist;
- collect toners and cartridges for remanufacturing;
- purchase of products containing recycled material for office use;
- purchase of remanufactured toner cartridges and re-ink ribbons where possible;
- buy in bulk to reduce packaging waste
- buy in returnable and refillable containers where possible and appropriate
- purchase environmentally friendlier goods where such information exists, for example avoidance of over-processed goods or those unnecessarily bleached or dyed;
- purchase local goods where possible.
TDC will aim to reduce its impact on the environment and where possible will:
- reduce the amount of energy used as much as possible;
- ensure lights and electrical equipment will be switched off when not in use;
- use rechargeable batteries in preference to non-rechargeable;
- ensure responsible use of water with minimal wastage;
- maintain the office area as a pleasant and effective working space;
- encourage the use of plants (and the proper care of these), especially those which are good at absorbing emissions from printers;
- carry out an annual office tidy-out and waste amnesty;
- look at alternative ways of travelling to meetings such as car sharing;
- organise meetings/events in a central location accessible by different forms of transport;
- set up meetings in one location on same day to minimise travel and improve use of time.
TDC will make any other reasonable efforts to ensure we are following environmental sustainable procedures.
E-SAFETY
PURPOSE
Turtle Dove Cambridge Alternative Provision is committed to utilising technology to inform and support learning. We seek to embrace new developments that offer improved learning opportunities to students.
Equally we are determined to ensure that all Turtle Dove Cambridge Alternative Provision students and staff remain safe and free from the dangers implicit in the use of that technology.
Our aims are to ensure that:
- students do not access material that may be damaging or disturbing to them;
- students do not access material that might be considered to be politically inflammatory or lead them towards ‘extremist’ /’terrorist’ behaviour;
- students are not subject to cyber-bullying of any sort;
- students do not engage in the posting of any material that might be deemed offensive or threatening (to anyone, but particularly to other members of the Turtle Dove Cambridge Alternative Provision community);
- staff are professional in their online interactions, including use of social media and networking sites.
In line with Turtle Dove Cambridge Alternative Provision aims, our intentions are that students:
- take responsibility for their online presence and acknowledge / understand that ‘virtual’ behaviour is akin to real world behaviour with the same rights and responsibilities attached;
- understand the safety principles of online content, conduct and contact;
- are well prepared for life beyond Turtle Dove Cambridge Alternative Provision;
- make informed decisions for themselves.
Turtle Dove Cambridge Alternative Provision seeks to enable students to navigate the online world safely, endorsing the following quote from E-Safety a Practical Guide for Schools (RM Education 2018) as a vision and guide for what we seek to achieve through this policy:
“Enabling pupils to take full advantage of technology and preparing them for the real world whilst providing a safe environment is a tricky balancing act. Locked-down systems that exert total control over what students can access online provide no opportunity for them to learn how to become digitally responsible. Monitoring and filtering is essential to prevent access to inappropriate content but, for example, banning Facebook or social
networking sites could actually leave students more vulnerable when they are outside the school gates if they don’t get to learn how to use social media safely”.
SCOPE
This E-Safety policy forms the basis for practice across Turtle Dove Cambridge Alternative Provision.
POLICY STATEMENT AND PROVISIONS
Turtle Dove Cambridge Alternative Provision is committed to utilising technology to inform and support learning. We seek to embrace new developments that offer improved learning opportunities to students.
Equally we are determined to ensure that all Turtle Dove Cambridge Alternative Provision students and staff remain safe and free from the dangers implicit in the use of that technology.
KEY FACTORS WITHIN E-SAFETY
- Online behaviour – understanding what constitutes cyber-bullying and sexting, how to behave safely and with respect for others;
- protecting online reputation – understanding both the risks and rewards of sharing personal information online (digital footprint);
- how to use social networking safely;
- understanding the reliability and validity of online information;
- data security – keeping personal information safe and being aware of viruses and hacking;
- knowing what to do if anything ‘bad’ happens.
In summary all staff will work to ensure that risk is minimised within the key ‘danger’ areas:
- content – what students may see or be exposed to (e.g. spam, misleading adverts, inappropriate sites, exposure to radicalisation);
- contact – who students have contact with;
- that students understand how to conduct (behave and present) themselves safely online, and
- contract/commerce risks through ‘sign-ups’ or sharing personal information.
By ‘inappropriate content’ we refer to material that is not suitable for a young person due to, for example, adult, violent, inaccurate, misleading or extremist content.
Turtle Dove Cambridge Alternative Provision management is acutely aware of its responsibilities under the new ‘Protect’ guidance (see Safeguarding Policy) and will ensure all staff are trained to reduce the risk of any Turtle Dove Cambridge Alternative Provision student accessing material likely to lead to radicalisation, but also that students are encouraged to discuss openly any concerns or worries they have regarding radicalisation.
SPECIFIC RESPONSIBILITIES
The Alternative education Lead (day-to-day practice may be managed by a nominated member of staff) will:
- ensure Turtle Dove Cambridge Alternative Provision has an agreement (generated between students and staff) concerning the appropriate use of technology;
- ensure Turtle Dove Cambridge Alternative Provision follows the recommendations and good practice within the Cyber Essentials certification;
- provide (either directly or through access to appropriate providers) high quality training for staff;
- provide clear guidelines for students regarding the consequences of online bullying and inappropriate use of technology;
- ensure all Turtle Dove Cambridge Alternative Provision providers offer clear, open lines of communication through which students are able to report any incidents of concern;
- ensure Turtle Dove Cambridge Alternative Provision staff provide training and support to students to help them become ‘digitally responsible’ and to stay safe online;
- ensure Turtle Dove Cambridge Alternative Provision staff, particularly safeguarding leads engage with parents to help them put e-safety procedures in place at home.
All staff are responsible for ensuring that:
- they have an up-to-date awareness of e-safety matters and of the current Turtle Dove Cambridge Alternative Provision e-safety policy and practices;
- they have contributed to and comply with the local agreement re ‘safe use of technology’;
- all digital communications with students or their parents are only carried out using official systems;
- if inappropriate material is accessed, processes to ensure that the likelihood of repeated access is minimised are followed.
As a working professional unit, staff must ensure that e-safety is embedded in general practice.
The designated person for child protection (safeguarding lead) is trained in e-safety issues and the use of safeguarding software, and should be aware of the potential for serious child protection / safeguarding issues that may arise from arise from:
- sharing of personal data;
- access to illegal or inappropriate materials;
- inappropriate online contact with adults or strangers;
- potential or actual incidents of grooming;
- cyber-bullying.
- NB It is important to emphasise that these are child protection issues, not technical issues. The technology simply provides additional means for child protection issues to develop.
STUDENTS
- are responsible for using technology systems at Turtle Dove Cambridge Alternative Provision according to the ‘acceptable use’ guidelines;
- need to understand the importance of reporting abuse, misuse or access to inappropriate materials and know how to do so;
- will be expected to be involved in the development of policies on the use of mobile devices, digital cameras, and other technology;
- should be aware of the Turtle Dove Cambridge Alternative Provision policy re bullying/cyber-bullying;
- should understand the importance of adopting good e-safety practice when using digital technologies.
Parents (NB ‘parents’ is understood to include carers):
Parents play a crucial role in ensuring that their children understand the need to use the internet / mobile devices in an appropriate way. Turtle Dove Cambridge Alternative Provision staff will take every opportunity to help parents understand these issues through parents’ evenings, newsletters, letters, and resources on the Turtle Dove Cambridge Alternative Provision website. Parents will be encouraged to support Turtle Dove Cambridge Alternative Provision staff in promoting good e-safety practice and to follow guidelines on the appropriate use of:
- digital and video images taken at school events;
- access to parents’ sections of the website and other online sites;
- their children’s personal devices whilst attending a Centre or engaging with online learning.
Use of digital/video images
Staff should inform and educate students about the risks associated with the taking, use, sharing, publication and distribution of images. In particular students should come to recognise the risks attached to publishing their own images on the internet (such as social networking sites).
In accordance with guidance from the Information Commissioner’s Office, parents are welcome to take videos and digital images of their children at school events for their own personal use (as such use is not covered by the Data Protection Act). These images should not, however, be published or made publicly available on social networking sites.
Staff and volunteers may take photographs of students when engaged in school activities, but due care should be taken regarding the following:
- students should be appropriately dressed;
- Prior written permission must be obtained from parents / carers before photographs are used on the Turtle Dove Cambridge Alternative Provision website or in other information / publicity materials e.g. newsletters, fliers;
- students’ full names should not be posted on a website or blog or within publicity materials when associated with photographs.
Students are not routinely permitted to take photographs of their peers during Turtle Dove Cambridge Alternative Provision activities. If there is a specific reason why a student may wish to take such a photograph(s), then it should be under the direct supervision of a member of staff or volunteer who takes full responsibility for ensuring the criteria (above) has been met and that any images have been deleted from personal equipment.
NB Staff must never circulate outside the organisation, by email or text, or post on social media sites, photographs of students taken whilst attending the programme (for instance, in the home or on trips or visits).
In the UK, it is against the law to share or distribute explicit images of anyone under the age of 18 – even if the person sharing them is the person in the photo. If caught, students can face police cautions or even arrest. Action taken will be based on the nature of the imagery. Any such action can lead to a criminal record and later failings of DBS checks. Staff will work to ensure that all students know the risks of sending x-rated photos from a personal, emotional and criminal perspective. However an agreement currently exists between the National Police Chiefs Council (formerly ACPO) and the Crown Prosecution Service that advises police forces NOT to prosecute young people sexting unless there are very good reasons to do so.
‘Sexting’:
If it comes to a member of staff’s attention that students are exchanging explicit images across social media – whether invited or not – it is crucial that the situation is dealt with sensitively. Regardless of whether the sharing happens at home or on Turtle Dove Cambridge Alternative Provision premises, if it involves Turtle Dove Cambridge Alternative Provision students, it should be treated as a school matter, and the involved parties should be approached for advice. We are ‘allowed’ to deal with such matters internally but will seek advice from the LSCB (local safeguarding children board) when deemed necessary. Referrals to the police will only be made if advice from the LSCB is that this is the appropriate course of action.
Staff postings
Turtle Dove Cambridge Alternative Provision staff must ensure that:
- no reference is made by them on personal social media to students, parents / carers or individual Turtle Dove Cambridge Alternative Provision staff;
- they do not engage in online discussion on personal matters relating to members of the school community;
- personal opinions expressed online are not attributed to Turtle Dove Cambridge Alternative Provision;
- security settings on their own personal social media profiles are such that students cannot access personal information that is posted there.
Related legislation and documents
Legislation and guidance that inform this document
- The 4Cs: Classifying online risk to children (CO:RE 2021)
- Children Act (2004)
- The Safe Use of New Technologies (Ofsted 2010)
- Working Together to Safeguard Children (Gov.UK July 2018)
- Keeping Children Safe in Education (Gov.UK Sept 2022)
- E-Safety a Practical Guide for Schools (RM Education 2018)
Other Turtle Dove Cambridge Alternative Provision policies to be read in conjunction with this one
- Safeguarding
- Behaviour for Learning
- Anti-bullying
- Data Protection
- Whistleblowing
EQUAL OPPORTUNITIES
Purpose
Turtle Dove Cambridge (TDC) is committed to promoting equality and diversity in all aspects of its operations. We believe that embracing diversity and treating everyone fairly, with dignity and respect, creates a positive and inclusive work environment. TDC recognises that discrimination and victimisation is unacceptable and adopts a non-judgemental, respectful, unbiased and anti-discriminatory approach in its service delivery and working practices.
TDC recognises that it is in the interests of the company and its employees, volunteers and participants to include the total community in its work. It is the aim of TDC to ensure that no employee, job applicant, volunteer or service user receives less favourable facilities or treatment (either directly or indirectly) in recruitment or employment on the grounds of age, race, sex, sexual orientation, disability, religion or belief, marital status, maternity and pregnancy, or gender reassignment. These are the protected characteristics as defined in the Equalities Act 2010.
Aim
Our aim is that our workforce and participants will be truly representative of all sections of society and each employee, volunteer and service user feels respected and able to give their best.
We oppose all forms of unlawful and unfair discrimination or victimisation. To that end the aim of this policy is to provide equality and fairness for all in our employment and participating in our activities and projects.
All employees, whether part-time, full-time or temporary, will be treated fairly and with respect, in an environment free of harassment and bullying. This is an important aspect of ensuring equal opportunities in employment. Selection for employment, promotion, training or any other benefit will be on the basis of aptitude and ability. All employees will be helped and encouraged to develop their full potential and the talents and resources of the workforce will be fully utilised to maximise the efficiency of the organisation.
Our staff will not discriminate directly or indirectly, or harass participants because of a ‘protected characteristic’, as defined above
This policy and the associated arrangements shall operate in accordance with statutory requirements. In addition, full account will be taken of any guidance or Codes of Practice issued by the Equality and Human Rights Commission, any Government Departments, and any other statutory bodies.
As part of our commitment to equal opportunities we work with those who experience discrimination supporting them to overcome discrimination and disadvantage/barriers within society. We provide opportunities for and encourage intergenerational work helping to combat discrimination and break down barriers within communities
We recognise the value and role of those who experience discrimination in supporting us in developing our equal opportunities procedures.
Our Commitment
We are committed to:
- providing equal opportunities in employment and to avoiding unlawful discrimination. This policy is intended to assist putting this commitment into practice;
- creating an environment in which individual differences and the contributions of all our staff, volunteers, service users and clients are recognised and valued;
- creating an environment which actively supports our service users in overcoming discriminations and disadvantage;
- every employee, volunteer and service user on ensuring a working environment that promotes dignity and respect to all. No form of intimidation, bullying or harassment will be tolerated;
- provide services users with the opportunity to take part in the activities and projects in an environment free of prejudice. It is the responsibility of all staff to educate against any form of prejudice or negative stereotyping and to ensure that their conduct with young people and colleagues reflects this responsibility at all times;
- ensuring that all publicity materials consider race, culture, language, gender, sexuality, disability and religion;
- promoting equality in the workplace which we believe is good management practice and makes sound business sense’
- reviewing all our employment practices and procedures to ensure fairness;
- drafting job descriptions that avoid any unnecessary requirements (those unrelated to effective performance) that may otherwise have deterred applicants. We will base decisions on objective criteria;
- ensuring that breaches of our equality policy are regarded as misconduct and could lead to disciplinary proceedings;
- senior management and the board of directors fully supporting and upholding the principles of this policy and;
- monitoring and reviewing this policy annually.
Responsibilities of Management
Responsibility for ensuring the effective implementation and operation of the arrangements will rest with the board of Directors and Members. Employees will ensure that they operate within this policy and arrangements, and that all reasonable and practical steps are taken to avoid discrimination.
Each Employee, volunteer and service user will ensure that:
- they are aware of the policy and the arrangements, and the reasons for the policy;
- an appropriate grievance procedure is in place and employees, volunteers, clients and service users are informed of its existence;
- grievances concerning discrimination are dealt with properly, fairly and as quickly as possible and;
- proper records are maintained
The Directors will be responsible for monitoring the operation of the policy in respect of employees, job applicant’s volunteers and participants, including periodic audits.
Responsibilities of Employees
Responsibility for ensuring that there is no unlawful discrimination rests with all staff and the attitudes of staff are crucial to the successful operation of fair employment practices.
In particular, all members of staff should:
- comply with the policy and arrangements;
- not discriminate in their day to day activities or induce others to do so;
- not victimise, harass or intimidate others who have, or are perceived to have one of the protected characteristics;
- ensure no individual is discriminated against or harassed because of their association with another individual who has a protected characteristic;
- inform the TDC team leaders if they become aware of any discriminatory practice;
- ensure that styles, methods, language, questioning and centre management includes and engages all service users;
- suitable activities and projects are chosen which motivate and are sensitive to different groups, cultures and backgrounds;
- be aware of possible cultural assumptions and bias within their own attitudes and;
- support and encourage volunteers and service users in the inclusion within decision making of the work.
Equality
Employees will undertake regular briefing on this policy and equality issues. These will be repeated as necessary. Equality information is also included in induction programmes.
We will provide information and guidance to those involved in recruitment or other decision making where equal opportunities issues are likely to arise to help them understand their responsibilities and to avoid the risk of discrimination.
Grievances/Discipline
If you believe that you have been discriminated against you should report this to your line manager or the TD Executive Director under the grievance procedure. We take any complaint seriously and you will not be penalised for raising a grievance, even if your grievance is not upheld, unless your complaint is both untrue and made in bad faith.
Employees can be held personally liable as well as, or instead of, the organisation for any act of unlawful discrimination. Employees who commit serious acts of harassment may be guilty of a criminal offence. Acts of discrimination, harassment, bullying or victimisation against employees or customers are disciplinary offences and will be dealt with under our disciplinary procedure. Discrimination, harassment, bullying or victimisation may constitute gross misconduct and could lead to dismissal without notice.
Planning of Services
New projects or changes to existing sessions and projects are developed to take account of equality and diversity. We consult with a wide range of service users, clients and potential users and clients at all stages. TDC will be accessible, friendly and safe for all current and potential employees, volunteers, users and clients. Service users will access the services through our partner agencies informing them of and referring them to our services. These referrals will be made on the grounds that service users will benefit from our support and are NEET or at risk of becoming NEET.
Our services will be accessible to clients through private booking in which a written agreement is made stating the services that will provide and the terms and conditions. Events and projects are designed in a sensitive and appropriate manner to meet the diverse needs of potential and current service users.
Services will be publicised through its website, flyers, and links with referring agencies and partner agencies. All information will be engaging clearly presented, and easy to read with images to aid understanding to cater for all learning styles and abilities.
Service users are included within the decision making of what events and projects they wish to be involved with. We will regularly seek their feedback to support us in maintaining and improving our support/services.
A kit list is given to all employees, volunteers and service users informing them of TDC expectations of them and the code of practice. The Kit list is clearly written and easy to read. For those whom have literacy difficulties or a language barrier the list can be read out during the induction.
Delivery of Services
We will not discriminate unlawfully against service users using or seeking to use the services we provide.
During the planning and delivery of events and projects the following factors are acknowledged; the requirements of the service users alongside TDC aims and objectives and; whether they are accessible for the service users, i.e. is the venue suitable and easy to get to and are the timings suitable.
Where required transport support is offered to service users and volunteers through the organisation of Taxis, and bus fares paid for or re-reimbursed. TDC services are accessible, easy to contact and approach through publicity and TDC Workers. Service users, volunteers and clients can contact TDC workers via email, phone and speaking with them in person, and through arranging meetings.
Current and potential service users, partner agencies and clients will be consulted during the preparation of publicity materials. The materials will be widely available and targeted appropriately where necessary.
Third Parties
Third-party harassment occurs where a TDC employee or volunteer is harassed, and the harassment is related to a protected characteristic, by third parties such as service users’ suppliers, contractor, visitor or others. TDC will not tolerate such actions against its staff, and the employee concerned should inform the Director at once that this has occurred. If you witness someone else being bullied of harassed, you are asked to report this to your manager who will take appropriate action. TDC will fully investigate and take all reasonable steps to ensure such harassment does not happen again.
Related Policies and Arrangements
All employment policies and arrangements have a bearing on equality of opportunity. The TDC policies will be reviewed regularly and any discriminatory elements removed.
Rights of People with disabilities
The TDC attaches particular importance to the needs of people with disabilities.
Under the terms of this policy, employees are required to:
- make reasonable adjustment to maintain the services of an employee who becomes disabled, for example, training, provision of special equipment, reduced working hours. (NB: managers are expected to seek advice on the availability of advice and guidance from external agencies to maintain people with disabilities in employment);
- give full and proper consideration to people with disabilities who apply for jobs, volunteer positions and wish to participate in activities having regard to making reasonable adjustments for their particular aptitudes and abilities to allow them to be included
Monitoring
The TDC deems it appropriate to state its intention not to discriminate and assumes that this will be translated into practice consistently across the organisation as a whole. Accordingly, a monitoring system will be introduced to measure the effectiveness of the policy and arrangements.
The system will involve the routine collection and analysis of information on employees, volunteers and service users by gender, marital status, ethnic origin, sexual orientation, and religion/beliefs. Information regarding the number of employees who declare themselves as disabled will also be maintained.
Employees, volunteers and service users will complete feedback forms based on our equal opportunities’ procedures. This information will be used to support us in updating our policies and procedures and effectively implementing these.
The information collected for monitoring purposes will be treated as confidential and it will not be used for any other purpose.
If monitoring shows that the TDC, or areas within it, are not representative, or that sections of our workforce are not progressing properly within the TDC, then an action plan will be developed to address these issues. This will include a review of recruitment and selection procedures, TDC policies and practices as well as consideration of taking legal action.
Policy Review
This policy will be monitored periodically to judge its effectiveness and will be updated in accordance with changes in the law, under the direct supervision of the TDC Executive Director. We will report to the Board of Directors on any actions or activities undertaken to improve equality of opportunity. Any information provided by job applicants and employees for monitoring purposes will be used only for these purposes and will be dealt with in accordance with the Data Protection legislation.
Appendix
The Law
- It is unlawful to discriminate directly or indirectly in recruitment or employment because of a ‘protected characteristic’. The Equality Act defines the protected characteristics as being age, race, sex, sexual orientation, disability, religion or belief, marital status, maternity and pregnancy, and gender reassignment.
- Discrimination after employment may also be unlawful, e.g. refusing to give a reference for a reason related to one of the protected characteristics.
- It is also unlawful to discriminate against or harass a member of the public or service user in the provision of services or goods or to fail to make reasonable adjustments to overcome barriers to using services caused by disability.
- The duty to make reasonable adjustments includes the removal, adaptation or alteration of physical features, if the physical features make it impossible or unreasonably difficult for disabled people to make use of services. In addition, service providers have an obligation to think ahead and address any barriers that may impede disabled people from accessing a service.
Types of Unlawful Discrimination
- Direct discrimination is where a person is treated less favourably than another because of a protected characteristic. However, discrimination may be lawful if there is an occupational requirement that is core to a job role and a proportionate means of achieving a legitimate aim.
- Indirect discrimination means putting in place, a rule or policy or way of doing things that has a worse impact on someone with a protected characteristic than someone without one, when this cannot be objectively justified.
- Harassment is where there is unwanted behaviour related to a protected characteristic (other than marriage and civil partnership, and pregnancy and maternity) which has the purpose or effect of violating someone’s dignity or which creates a hostile, degrading, humiliating or offensive environment. It does not matter whether or not this effect was intended by the person responsible for the conduct.
- Associative discrimination is where the individual treated less favourably does not have a protected characteristic but is discriminated against because of their association with someone who does e.g. the parent of a disabled child.
- Perceptive discrimination is where the individual discriminated against or harassed does not have a protected characteristic but they are perceived to have a protected characteristic.
- Third-party harassment occurs where an employee is harassed by third parties such as service users, due to a protected characteristic.
- Victimisation is treating someone unfavourably because they have taken some form of action relating to the Equality Act i.e. because they have supported a complaint or raised a grievance under the Equality Act 2010, or because they are suspected of doing so. However, an employee is not protected from victimisation if they acted maliciously or made or supported an untrue complaint.
- Failure to make reasonable adjustments is where a rule or policy or way of doing things has a worse impact on someone with a protected characteristic compared with someone who does not have that protected characteristic and the employer has failed to make reasonable adjustments to enable the disabled person to overcome the disadvantage.
Terminologies and descriptors
Disability under the Equality act 2010 is defined as ‘a physical or mental impairment that has a substantial and long-term adverse effect on the ability to carry out normal day-to-day activities. ‘Substantial’ means more than minor or trivial. ‘Impairment’ covers, for example, long-term medical conditions such as asthma and diabetes, and fluctuating or progressive conditions such as rheumatoid arthritis or motor neurone disease. A mental impairment includes mental health conditions (such as bipolar disorder or depression), learning difficulties (such as dyslexia) and learning disabilities (such as autism and Down’s syndrome). Some people, including those with cancer, multiple sclerosis and HIV/AIDS, are automatically protected as people with disabilities by the Act. People with severe disfigurement will be protected as disabled without needing to show that it has a substantial adverse effect on day-today activities.
Discrimination arising from disability occurs when a person with disabilities is treated unfavourably because of something connected with their disability and this unfavourable treatment cannot be justified. Treatment can be justified if it can be shown that it is intended to meet a legitimate objective in a fair, balanced and reasonable way. If this can be shown then the treatment will be lawful. This form of discrimination can occur only if the service provider knows or can reasonably be expected to know that the person with disabilities is disabled. Positive discrimination is illegal under UK anti-discrimination law and shouldn’t be confused with Positive Action.
Positive discrimination generally means being favourable towards an individual or group for whatever reason outlined.
Positive action is legal and describes measure targeted at a particular group that are under- represented in a particular programme or aspect of a sport. These measures are intended to redress past discrimination or to offset the disadvantages arising from existing attitudes, behaviours and structures. Lawful positive action measures can include: – Targeting job training at people of particular racial groups, or either gender, which have been underrepresented in certain occupations or grades during the previous 12 months, or encouraging them to apply for such work. – Providing facilities to meet any specific educational, training or welfare needs identified for a specific racial group. – Special action being taken is the employment of a female coach to lead a session aimed at women, to specifically encourage uptake and participation by female players.
Prejudice is literally pre-judging someone. It is usually led by negative, irrational feelings, resulting from preconceived attitudes and opinions.
Stereotyping is grouping or labelling people because they are members of a particular ‘visible’ group, and assuming that they have particular traits that are considered to be characteristics of that group.
Dignity is about respectful, responsible, fair and humane behaviour, something that is reflected in the constitution.
Disadvantage is where, as a result of discrimination, an individual or group is deprived of some or all resources and opportunities. This may affect people directly or indirectly.
Social exclusion is when people or areas suffer from one or a combination of linked problems such as unemployment, poor skills, low income, high crime environments or lack of facilities.
EXPENSES
Reimbursement of expenses
Turtle Dove Cambridge (TDC) will reimburse expenses properly incurred in accordance with this policy. Any attempt to claim expenses in breach of this policy may result in disciplinary action.
Expenses will only be reimbursed if they are:
- claimed using the current expense claim form the file of which is available from your line manager and submitted to your line manager;
- submitted within three months of being incurred;
- supported by relevant documents (for example, VAT receipts, tickets, and credit or debit card slips); and
- where required, authorised in accordance with instructions in force at the time the expense was incurred.
Claims for authorised expenses submitted in accordance with this policy will be paid directly into your bank/building society account on file.
In exceptional circumstances we may, at our discretion, agree to reimburse expenses that have not been incurred or submitted in accordance with this policy. In each case you should provide full details of why it was not possible to follow this policy.
Any questions about the reimbursement of expenses should be put to your line manager before you incur the relevant costs.
Travel expenses
TDC will reimburse the reasonable cost of necessary travel in connection with our business. The most economic means of travel should be chosen if practicable/possible and you should use existing travel cards and season tickets wherever possible. The following are not treated as travel in connection with our business:
- travel between your home and usual place of work;
- travel which is mainly for your own purposes; and
- travel which, while undertaken on our behalf, is similar or equivalent to travel between your home and your usual place of work.
Trains. You will only be reimbursed for the cost of standard class travel unless expressly authorised in accordance with the current authorisation procedure to travel first class. A receipt should be obtained for submission with an expense claim form.
Taxis. We do not expect you to take a taxi when there is public transport that would not greatly increase your journey time. However, when this is not the case, or the number of staff travelling together make it cost effective to do so, you can travel by taxi. A receipt should be obtained for submission with an expense claim form.
Car. Where it is cost effective for you to use your car for business travel, and you have been authorised to do so, you can claim a mileage allowance on proof of mileage in accordance with the current authorised mileage rates authorised by HM Revenue & Customs. You can also claim for any necessary parking costs which need to be supported by a receipt or the display ticket.
Other than in exceptional circumstances, when we may exercise our discretion to do so, we will not reimburse any penalty fares or parking fines that you may incur while travelling on our business.
Accommodation and other overnight expenses
If you are required to stay away overnight in the course of your duties, you should discuss accommodation arrangements with your line manager in advance. Where possible, arrangements will be made on your behalf, but where this is not possible you will be advised of the documentation that you will need to submit to reclaim expenses.
For the avoidance of any doubt, when the cost of attending an event (such as a conference) involving an overnight stay includes the cost of accommodation and/or meals, additional claims under this policy should not be made for those items.
FINANCIAL CONTROL
Purpose
This policy defines the financial systems used by Turtle Dove Cambridge (TDC) and how they relate to all areas of the organisation.
This policy is relevant to all TDC employees, Managers and Directors.
Ordering supplies and services
All TDC expenditure must be eligible and recorded according to individual grant regulations, which supersede these guidelines where different (e.g. need for 3 pro-formas above certain amount) and will be provided to relevant staff/Directors.
All staff need to be aware that expenditure is committed when an order is placed on behalf of TDC, not when the payment is requested. Therefore, it is important that all orders are placed properly, and are within agreed budgets and delegated powers.
Budget holders can place orders for goods or services within their budget areas, subject only to cash flow restraints. All orders of £1,000 or more must be authorised by the Financial Officer (Managing Director, Kate Nation). Under £1,000 the budget holder may delegate all ordering as appropriate. Budget holders will discuss with the Financial Officer appropriate parameters, plus maximum allowed deviations.
Any lease, hire purchase agreement or other contract involving expenditure will be subject to the same authorisation procedure as above, with the appropriate expenditure amount being the total committed expenditure over the period of the contract, or where the contract is open-ended, over the first 12 months of the contract. Larger contracts should not be entered into without adequate advice from a relevant professional adviser (e.g. accountant).
Orders of £1,000 or more must be placed in writing. Orders under £1,000 but over £100 should be in writing where practical. Suppliers must be requested to produce invoices. If payment is needed on or before delivery or no credit is given, a ‘pro-forma’ should be provided.
While claims for small items of expenditure may be made via petty cash (see section 4), adequate supporting documentation, preferably receipts must be obtained. Large items requiring cash payment must be checked with the Financial Officer before the arrangement is confirmed.
Payment authorisation and Purchase Ledger
All invoices must be authorised for payment by the Financial Officer, although the actual checking of details may be delegated. The Financial Officer and budget holders are responsible for checking invoices for accuracy in terms of figures and conformity with the order placed, that the services or goods have been received, and following up any problems. The Financial Officer must be informed if there are queries delaying authorisation or if payment is to be withheld for any reason.
A Purchase Ledger is operated by the Financial Officer (Currently via Xero). All incoming invoices are to be passed to the Financial Officer as soon as they arrive who will check and authorise them. Invoices will be recorded on to the Purchase Ledger and authorisation. Once authorised as above, suppliers will be paid within the appropriate timescale. This is generally a maximum of 30 days, unless there are exceptional cash-flow difficulties or specific supplier arrangements. The latter must be communicated by budget holders to the Finance Officer, who will inform them of any difficulties in meeting these.
Refunds of overpayments or cancellations of bookings/orders can be fully delegated to the relevant activity manager or administrator (note that this does not include any ‘compensation’ or similar payment).
Cheque writing and signing/transfers (BACS, CHAPS)
Signatories will only be drawn from senior staff and Directors, and the Directors must approve any new signatory before the bank is notified. All cheques require two signatories. Cheque signatories should check that the expenditure has been authorised by the appropriate person before signing the cheque.
Cheques should be filled in completely (with payee, amount in words and figures, and date) before cheques are signed. The only acceptable exception is that the amount can be blank as long as the cheque is endorsed ‘Not more than £ ……’. Receipts for this type of expenditure must be returned immediately.
Handling of cash
Petty cash will be topped up on the ‘imprest’ system, where the amount spent is reimbursed. It is intended for small items, up to £20. Anything over this should be paid by cheque/transfer where possible. The imprest has a balance limit of £150. The petty cash balance will be reconciled when re-storing the imprest balance, or monthly if this is more frequent.
All cash collected from Finance will be signed for, and receipts will be issued for all cash returned. Specific extra cash floats (for tills at events etc.) should be arranged with the Financial Officer. The person signing for the float is responsible for ensuring cash and receipts are returned as soon as possible after the event etc. No further floats may be issued to that person, or another person in the same department for a similar purpose, unless the previous float has been accounted for.
Mixing money or receipts from different petty cash sources creates large accounting problems. In a real emergency, where another cash float has to be used for something, a clear record must be kept, and brought to Financial Officer’s attention.
Any cash income will be banked via Finance, and not used for petty cash expenditure. Such cash will be passed to Finance:
- Weekly for cash received in-house
- Immediately after the end of an out-of-house event
Cash will be kept in locked metal cabinets wherever possible. Appropriate arrangements will be made for till security.
- Salaries, payroll and freelancers
TDC is required to operate the PAYE system, and make annual returns to HMRC. All people working directly for TDC, whether permanent or temporary, must provide a P45, or sign a P46 or student exemption certificate, or give reasons why they can’t. All payments will be made by direct bank transfer.
Freelance staff/consultants will be treated as self-employed, and contracts with such people must clearly indicate this. However, work in other areas of activity must be assumed to be employed by TDC and so subject to PAYE & NIC. Management will obtain clarification of any unclear areas as needed.
The relevant Director must approve payments for additional work over and above standard hours. Clear written authorisation must be given in adequate time for the Financial Officer to process it for the relevant payroll. These claims are financial records, and should be treated in the same way as any other.
Payment will usually be made direct to employees’ bank account. The Financial Officer will check the salary payment listings. Salaries will be paid at the end of each month.
Pay scales and new posts/re-structuring are approved by the Directors, and are revised by March for implementation in April. Appointments to existing posts are the responsibility of the Directors for senior positions. Staff loans are not issued.
Management is responsible for (with or without the support of third party accountants):
- Paying each employee in accordance with the approved terms and conditions, and issuing payslips.
- Operating the PAYE system, keeping the required records, issuing P45s and P60s, and communicating with the tax office as appropriate.
- Making the correct deductions for Income Tax, NI, court orders and any other appropriate deduction authorised by staff; ensuring that deductions are paid to the correct body, and necessary returns made.
- Administering the Statutory Sick Pay and Statutory Maternity/Paternity Pay schemes, alongside any additional related benefits provided by TDC.
Income
In case of a service provided, all invoices should be raised on TDC letterhead, or in a format agreed with the Financial Officer (such as a digital invoice), and be drawn up in accordance with TDC’s standard invoice requirements.
The Financial Officer will follow outstanding invoice payments up at least monthly.
Information about non-routine and all grant income must be passed to the Financial Officer with the cheque or remittance advice. This will be filed by the Financial Officer for reference, and used to ensure such income is correctly recorded in the accounts and grant conditions etc. noted. Lack of documentation will lead to such items being ‘held on suspense’. It is the responsibility of the person gaining the grant to ensure all grant income is claimed as it becomes due or available, and that all appropriate staff and the Financial Officer are aware of relevant grant conditions and exactly how the grant is to be expended.
Post opening (and control of cheques and cash in) will be subject to random management checks.
Bank accounts
TDC’s bankers are: Natwest
Address: 56 St Andrew’s St, Cambridge CB2 3DA
Contact Number: 0345 788 8444
All income will be paid into TDC’S account as soon as possible. The make up of each banking will be clearly recorded, for later computer entry.
Books of account and records
Proper accounting records will be kept. The accounts system is based around computer facilities, using XERO but manual/paper records will also be used if appropriate.
At a minimum, the following records will be kept:
- Appropriate control accounts (i.e. bank control, petty cash control).
- Salary control account.
- Monthly trial balances.
Petty cash and bank accounts will be reconciled at least monthly. All income/expenditure information will be recorded within a month.
Purchase Ledger, other cheque/transfer payments and banking sheets will be filed in the appropriate reference order, with any supporting documentation. All petty cash vouchers, cheque stubs etc. will be retained for audit and for statutory purposes thereafter.
All fixed assets costing more than £1000 (or such other level as may from time to time be agreed by the Directors) will be capitalised in the accounts and recorded in a fixed asset register. This register will record details of date of purchase, supplier, cost, and serial no. Where applicable, description and in due course details of disposal.
Budget setting
Relevant management staff will prepare a budget for each grant TDC applies to, and an organisational budget prepared when several projects are run simultaneously. These should be reviewed at least annually by the Board of Directors.
The Management Team (Board of Directors) will play a lead role in ensuring that budgets are set fairly, efficiently and in time. Approval of the budgets is by recommendation of the Managing Directors and Directors.
The Financial Officer will use the consolidated organisational budget as a base to construct a cash flow forecast for the year, which will be updated quarterly.
Financial monitoring and audit
All budget holders will receive appropriate, regular reports of income and expenditure against budget.
The Management Team will receive:
- Quarterly snapshots of cash in hand, total creditors and total debtors.
- Quarterly reports of income and expenditure versus budget.
Detailed monthly payroll reports will be produced. Detailed cash-flow reports will be produced as appropriate.
TDC’s financial year is from 1st June to 31st May. Annual accounts will be submitted for audit (if relevant), as required under the Companies Act, prepared per any other relevant accounting conventions. Final draft should be ready for and passed by Directors the beginning of December at the latest, with audited accounts signed beginning of January (if relevant).
Role of Companies Secretary
The Board of Directors and Advisors works in close co-operation with, and provides support and advice to, the Financial Officer. Specific responsibilities are to:
- Guide and advise the Managing Director and Financial Officer on the approval of budgets, accounts and financial statements, within a relevant policy framework.
- Keep staff informed about their financial duties and responsibilities.
- Advise the Directors and Managing Director on the financial implications of TDC’s strategic plans and key assumptions included in management’s operational plan and annual budget.
- Confirm that the financial resources of TDC meet present and future needs.
- Understand the accounting procedures and key internal controls, so as to be able to assure Directors of TDC’s financial integrity.
- Formally present the accounts at the AGM, drawing attention to important points.
Role of Management
The Management team consists of Financial Officer and the Directors. Each has responsibility ensuring compliance with Financial Procedures. They will receive from the Managing Director quarterly management accounts, keeping adequate records to be in control between quarterly reports. The Team will review finances thoroughly at quarterly Director meetings.
Role of Directors
Directors are responsible for:
- Approving the project and annual budgets.
- Approving signatories to the bank accounts.
- Receiving reports from the Managing Director on areas of concern.
- Approving exceptional items of expenditure.
- Monitoring the financial position based on quarterly reports, with advice from the Financial Officer.
- Approving the annual accounts and (if relevant) auditors report and appointment.
Role of Financial Officer
The Financial Officer is the lead person for processing all changes and exceptional items, and will assist the Directors in any financial matter connected with the organisation.
The Financial Officer will ensure that adequate security precautions are taken to safeguard financial and other assets.
FLEXIBLE WORKING POLICY
Introduction
This policy aims to encourage staff to consider flexible working arrangements. The organisation recognises that a better work-life balance can improve employee motivation, performance and productivity, and reduce stress. Therefore, the organisation wants to support its employees achieve a better balance between work and their other priorities, such as caring responsibilities, leisure activities, further learning and other interests.
The organisation is committed to agreeing flexible working arrangements, provided that the needs and objectives of both the organisation and the employee can be met.
It is the organisation’s policy to encourage open discussion with employees. An employee that thinks they may benefit from flexible working is encouraged to contact their line manager to arrange an informal discussion to talk about the options.
What is flexible working?
Flexible working is any type of working arrangement that gives some degree of flexibility on how long, where and when an employee works.
The following flexible working options are considered to be the typical arrangements that employees will request but the organisation recognises that there may be alternatives or a combination of options which are suitable to both the organisation and the employee:
- Annualised hours
- Compressed hours
- Flexitime
- Home-working
- Job-sharing
- Overtime
- Part-time working
- Term-time working
Types of flexible working
Annualised hours where an employee’s contractual working hours are calculated as the total number of hours to be worked over the year, allowing flexible working patterns to be worked throughout the year.
Usually the hours will be divided into rostered hours, which are set, and unallocated hours, when an employee can be called into work as demand dictates (and to cover unplanned work and employee absence). Payment will be in 12 equal instalments (although arrangements may be permitted where the pay for the work actually done is in the period to which the payment relates).
Compressed hours is where an employee works their usual full time hours in fewer days by working longer blocks meaning that there is no reduction in their pay. For example, a 5-day week is compressed into four days, or a 10-day fortnight into 9 days.
Flexitime allows an employee to choose, within certain limits, when to begin and end work. An employee is required to work during a core time and must work an agreed number of hours during the accounting period of a month. Their hours of attendance will be recorded and added up at the end of each accounting period. A deficit of hours should be made up in the following accounting period. Excess hours may be used to either reduce attendance outside of core hours or, take additional leave (flexi-leave), subject to a maximum as agreed in any accounting period. Additional leave should be requested and agreed with the employee’s line manager in the same way as annual leave.
Home-working is when an employee regularly carries out all, or part of, their duties from home rather than the employer’s premises. The organisation can consider home-working being an occasional agreed day, a mix of home and office-based work each week or a full-time arrangement.
Job-sharing is an arrangement where a full-time post is divided into two part-time roles. The two job holders then share the overall duties and responsibilities. Their skills and the hours each employee wish to work must be compatible, and meet the needs of the organisation. Pay and benefits are shared in proportion to the hours each works. Job sharing can be considered where the creation of a single part-time post is difficult, or where two individuals wish to work part-time. The suitability of posts for job-sharing will be stated in any internal or external advertisements.
Part-time working covers any arrangement where an employee is contracted to work anything less than typical full-time hours for the type of work in question. For example, an employee who only works Monday to Wednesday. The organisation believes that all posts will be available on a part-time basis, except where a critical examination by line management proves this to be impracticable. The suitability of posts for part-time working will be stated in any internal or external advertisements.
Term-time working is where an employee reduces their hours or takes time off during any school holidays. Any weeks above their annual leave entitlement will be unpaid. Salary can be paid in 12 equal monthly instalments (although arrangements may be permitted where an employee is only paid for the time worked and receive no pay during the holidays apart from their entitlement to annual leave).
The needs of the organisation
The organisation is committed to providing a range of appropriate working patterns. However, employees and management need to be realistic and to recognise that not all flexible working options will be appropriate for all roles.
Where a flexible working arrangement is proposed the organisation will need to consider a number of criteria including (but not limited to) the following:
- the costs associated with the proposed arrangement
- the effect of the proposed arrangement on other staff
- the need for, and effect on, supervision
- the existing structure of the department
- the availability of staff resources
- details of the tasks specific to the role
- the workload of the role
- whether it is a request for a reasonable adjustment related to a disability
- health and safety issues
- impact on quality of work
- impact on performance
Eligibility
Any employee with at least 26 weeks of employment service has a statutory right to request flexible working. However, the organisation has taken the view that employees in all areas, and at any level, are entitled to submit a request for flexible working regardless of their length of service.
Submitting a flexible working request
An eligible employee is entitled to submit two flexible working requests in a 12-month period. (an employee is entitled to additional requests if they relate to a statutory entitlement, for example the Equality Act 2010 right to request reasonable adjustments).
All requests must be made by email to their line manager. Any request made must include:
- the date of the application;
- the changes that the employee is seeking to their terms and conditions;
- the date from when the employee would like the proposed change to come into effect;
- what effect the employee thinks the requested change would have on the organisation;
- how, in their view, any such effect could be dealt with;
- whether this is a statutory or non-statutory request;
- whether a previous application for flexible working has been made;
- the dates of any previous applications.
If the employee is making the request in relation to the Equality Act, e.g. as a reasonable adjustment relating to a disability, this should be made clear in the application.
If an application does not contain all of the required information the line manager will explain to the employee what additional or amended information they need to provide and ask the employee to resubmit the request.
Meetings regarding flexible working
Upon receiving a written request for flexible working the line manager will usually seek to arrange a meeting with the employee to
- discuss the request;
- find out more about the proposed working arrangements;
- how it could be of benefit to both the employee and organisation.
If a meeting is arranged it will be held within 14 days of the organisation receiving the request. This time limit may be extended with the agreement of both the employee and the line manager
The employee will be given advance notice of the time, date and place of the meeting. If the initial date is problematic then one further date will be proposed. If a face to face meeting is difficult to arrange then, if agreed by the employee and the line manager, the meeting may be held over the telephone or online
At the meeting the employee may, if they wish, be accompanied by a workplace colleague or a trade union representative.
If the employee fails to attend a meeting and then fails to attend a rearranged meeting without good reason, their application will be deemed to have been withdrawn
Where a request can, without further discussion, be approved as stated in the employee’s written application a meeting to discuss the request may not be necessary
The employee will be informed of the organisation’s agreement to the request by a confirmation letter as outlined in the section ‘Responding to a flexible working request’ within 14 days of the organisation receiving the request. This time limit may be extended with the agreement of both the employee and the line manager.
Responding to a flexible working request
The line manager, in conjunction with the Managing Director, will consider the proposed flexible working arrangements, looking at the potential benefits and adverse effects to the employee and to the organisation in implementing the proposed changes
Each request will be considered on a case-by-case basis. Agreeing to one request will not set a precedent or create the right for another employee to be granted a similar change to their working pattern.
The employee will be informed in writing of the organisation’s decision as soon as is reasonably practicable, but no later than 14 days after the meeting
The request may be granted in full, in part or refused. The organisation may propose a modified version of the request, the request may be granted on a temporary basis, or the employee may be asked to try the flexible working arrangement for a trial period
If the request is agreed then the employee will be sent a confirmation letter which will include details of the new arrangements. The employee should contact their line manager within 14 days if they wish to discuss the new arrangements further, or have any concerns.
Right to appeal decision
The employee has the right to appeal the decision if their request is refused or is only agreed in part.
The employee may lodge an appeal within 14 days of being notified of a decision on their application. This should be done in writing and clearly state the grounds on which they are appealing. The appeal will be heard within 14 days
The employee will then be informed of the outcome to their appeal within 14 days of the appeal meeting. These time limits may be extended with the agreement of both the employee and the appeal manager.
Trialling new working arrangements
Where there is some uncertainty about whether the flexible working arrangement is practicable for an employee and/or the organisation a trial period may be agreed. If a trial period is arranged the organisation will allow sufficient time for an employee and their manager to implement and become used to the new working practices before taking any decisions on the viability of a new arrangement.
Varying an employee’s contract
Where flexible working practices are agreed as a permanent change, a variation will need to be made to the employee’s contract of employment. A new contract of employment will be sent to the employee within 28 days of the change to the employee’s working pattern being agreed.
If the employee has any questions or concerns about the new contract of employment they should contact their line manager to discuss the matter further.
Where a trial period has been arranged the organisation will provide the employee with a document that details their new working pattern and makes clear that it is only a temporary variation to the terms of the employee’s contract. The employee will be informed in writing of the start and end dates of the trial period (although the organisation may reduce or lengthen the trial period where necessary with the agreement of the employee). The organisation will reserve the right, at the end of the agreed trial period, to require the employee to revert to their previous working arrangement.
Complaints and further information
The organisation is strongly opposed to any form of victimisation of individuals who work, or request to work under flexible working arrangements.
If an employee feels that they have been treated unfairly or are dissatisfied with any stage of the flexible process, they should raise their concerns informally with their line manager.
If informal discussions do not resolve the matter to an employee’s satisfaction, they should raise a grievance under the organisation’s grievance procedure.
GIFTS AND HOSPITALITY
Scope
This policy applies to all Workers (Employees, Volunteers and Directors) at Turtle Dove Cambridge (TDC)
Purpose
This policy aims to ensure that all workers are aware of TDC’s Gifts and Hospitality policy and is designed to help encourage all workers to refrain from accepting gifts and hospitality except in the very limited circumstances outlined in this policy
The purpose of the Gifts & Hospitality policy and procedure is to set out and clarify the circumstances in which gifts and hospitality need to be declared and may or may not be accepted.
Our aim is to ensure that when dealing with situations under this policy, individuals feel that they have been treated fairly and consistently, whatever the outcome. It is important that TDC can demonstrate that any decisions and practices are fair and reasonable, having followed TDC procedures and legal best practice, and to ensure that ethical business practices are followed in relation to gifts and hospitality
This policy is designed to support line managers in following TDC’s procedures in order that they ensure their staff achieve and maintain organisational standards.
The policy is also designed to provide employees, volunteers and directors with an understanding of the procedures and how they will be applied. This policy encourages line managers to treat all workers objectively and consistently at all times.
Gifts & Hospitality
It is important that the recipient of any offers of hospitality or gifts should not allow themselves to be influenced or be perceived by others to have been influenced in making a business decision as a consequence of accepting the gift/hospitality. The frequency and scale of gifts/hospitality accepted should be managed openly to avoid any claims of bribery.
For the purpose of this policy, gifts include (but are not exclusive to) items such as hampers, flowers and gift vouchers.
For the purpose of this policy, hospitality includes (but is not exclusive to) drinks, meals and overnight stays.
If an employee feels that a gift would be significantly more generous than anything TDC would be likely to provide in return (e.g.: a weekend away) they should consult the Managing Director before deciding whether to accept such a gift. As a general principal, these gifts or hospitality should be declined.
If the employee or the Managing Director considers that the gift might constitute a bribe or other inducement, the employee will be asked to forward the gift to the Managing Director, who will return it to the sender together with a suitable letter explaining the company’s policy and asking that it be respected in future.
For senior management roles where it is appropriate to attend events in a business capacity (e.g.: speaking at a professional institution or other organisation), accommodation/meals offered do not constitute a gift or hospitality but should nonetheless be recorded.
Any personal interest that may affect or be seen by others to affect an employee’s impartiality in any matter relevant to his or her duties should be declared to their line manager.
Acceptance of a gift or hospitality
Workers must not give or loan young people money or belongings or receive gifts from young people.
Accepting cash gifts is not acceptable. As it is easier to conceal, it is more likely to be viewed as bribery rather than a fair business practice.
Workers must not lend money to people they are working with in a professional capacity or borrow money from them.
Workers must not write out cheques for people they are working with. Nor must they arrange for or influence people they are working with to lend money to or borrow from any third parties.
Where a gift or hospitality is offered, workers should consult the tables below in Appendix A to determine, initially, whether it can be accepted and if in doubt, should consult the Managing Director for advice. As a general principal, workers must decline a gift or hospitality that is on a scale significantly more generous than anything which TDC would be likely to provide in return
Where it is agreed that a gift or hospitality can be offered or accepted, the appropriate form should be completed and submitted to the employee’s line manager. A copy of the form is available in Appendix B
Under no circumstance when working at events can the workers in the TDC team accept gifts of alcohol.
Team Gifts/Hospitality
Where a group of workers benefit from a gift or hospitality, the Managing Director should record this on the appropriate form. This should note the names of all workers in attendance.
Third party gifts
In order for TDC to comply with HMRC guidelines, workers accepting gifts must adhere to the following guidelines and procedures. Goodwill gifts (such as a food hamper) can be received without an income tax charge where all of the following conditions are met;
- The cost to the donor (client) is less than £250 (including the cumulative cost of all gifts within the same tax year)
- The gift is a good or a voucher to acquire the goods
- The donor is not connected to the employer, or anyone connected with him; and
- The gift is unsolicited and not given in return for the employer’s service.
If one of the above conditions is not met, there are two options
Option 1: The third party must provide the employee with information about the amount of the benefit which the employee must then include as assessable income on their tax return, or;
Option 2: The third party supplying the gift/hospitality can be asked to confirm that they will account for the tax due on the gift or hospitality, thereby removing the requirement for the employee to include it on their tax return
Promotional gifts
This policy does not apply to promotional gifts, such as stationery or pens that bear the logo or company name of another organisation, provided that these have no significant value. However, as it is likely that such gifts will be received by only a limited number of workers, these items should be shared amongst other workers where appropriate.
Offering gifts or hospitality on behalf of TDC
From time to time, workers may find themselves in a role where they offer gifts or hospitality to third parties. These may include, but are not exclusive to: suppliers, charities and professional organisations.
When making these offers, workers should be confident that these gifts or events are offered in the interests of good business relationships and are not being offered with any expectation of receiving anything in return.
Any worker who has concerns that a gift or hospitality has been offered with an expectation of something in return (a bribe), should refer to the Whistle Blowing Policy.
Non-Compliance with TDC policy
Failure to comply with the TDC policy on gifts and hospitality will be considered to be a disciplinary matter and subject to the TDC disciplinary procedure. Failure to comply includes accepting gifts or hospitality of any value without declaring them to TDC; accepting gifts or hospitality above an acceptable value and/ or failing to ensure that the gift/hospitality is correctly declared to the HMRC.
If any worker is concerned that another worker has failed to comply with the policy, they should consult the Managing Director in the first instance.
GRIEVANCE
Scope and Purpose
Turtle Dove Cambridge (TDC) aims to provide a harmonious working environment for all staff, where each individual is treated with respect in all circumstances. It is hoped that any work related disputes will be rare and when they do occur, be dealt with informally.
It is expected that staff will make efforts to solve problems arising in the staff group first of all with the staff member[s] concerned. The grievance procedure will come into effect once these efforts are seen to be getting nowhere.
The grievance procedure exists to ensure that any problem or grievance that an employee may have relating to their employment can be resolved quickly and fairly. The process is focused on resolving any disagreement and not on apportioning blame or proving guilt or innocence. This procedure also applies to grievances between employees.
Informal Resolution
Nothing in this procedure is intended to prevent an employee from informally raising any matter they may wish to mention. Informal discussion can frequently solve problems without the need for a written record but if the employee wishes to raise a formal grievance they must do so in writing from the outset. A formal grievance can be raised without raising an informal grievance and also after informal routes have failed to resolve the grievance.
Formal Grievance
The employee should raise the grievance/appeal without unreasonable delay after use of informal avenues
A formal grievance should be raised with the Managing Director or, if the grievance is about that person, then the grievance should be raised with another Director. The grievance should be made in writing confirming all relevant details and supporting evidence.
Every effort shall be made to resolve the grievance, and the proceedings shall be kept confidential to the employee, their representative, the line manager and any other managers or Directors involved in hearing the grievance or appeal
Copies of correspondence and written records relating to a grievance will be kept in the employee’s personnel file
The Managing Director or Director hearing the case must keep a written record of each meeting. This should include details of the employee’s case, the relevant manager’s response and the outcome of the meeting, and be agreed by/signed by all parties as a true record of the meeting. Should the parties fail to agree on the record then the Director’s record will be put on file with a copy of the staff member’s disagreement with the notes. Copies of the record should be given to all those who attended the meeting. At the end of both stages of the grievance procedure, the manager must advise the employee of what will happen next. In both stages the grievance should be dealt with as quickly as possible but time limits may be altered by mutual consent. The employee will normally be notified of the decision and of any right to appeal, in writing, within ten working days of the meeting
Right to be Accompanied
The employee has the right to be accompanied by a work colleague, a full-time trade union official or a trade union representative (If a trade union is recognised by the organisation) at any hearing meeting.
To exercise the right to be accompanied an employee must first make a reasonable request. What is reasonable will depend on the individual circumstances. However, it is not normally reasonable for an employee to insist on being accompanied by a companion whose presence would prejudice the hearing
Being accompanied by someone other than the above will be considered sympathetically by TDC
The companion is allowed to address the hearing to put and sum up the employee’s case, respond on behalf of the employee to any views expressed at the meeting and to confer with the employee during the hearing. The companion does not have the right to answer questions on the employee’s behalf, address the hearing if the employee does not wish it or prevent the employer from explaining their case.
Stage 1
The employee
- The employee should raise the grievance in writing with the appropriate manager as soon as possible. This should set out the nature of the grievance and the outcome the employee wants
- The employee and their companion should make every effort to attend the meeting once it has been arranged
The manager
- The manager responsible for hearing the grievance should arrange a meeting with the employee and their companion, should they wish one, without unreasonable delay
- The manager will be accompanied by a colleague, who will be at manager level or above, or agreed by both parties, who will act as note taker
The meeting
- The employee should be allowed to explain their grievance and how they think it should be resolved
- If necessary the meeting should be adjourned to allow the grievance to be investigated
- At the end of the meeting the employee should be told what will happen next
The meeting MUST NOT take place unless:
– The employee has informed the employer in writing what the basis for the grievance is and what outcome the employee would like to see
– The employer has had reasonable opportunity to consider their response to that information. It is expected that the response will be considered within ten working days
After the meeting
- The manager should reflect on the facts of the case and decide on what action, if any, to take
- The decision should be communicated to the employee, in writing, within ten working days of the formal grievance being heard and where appropriate, should set out, what action the employer intends to take to resolve the grievance. The time limits should only be exceeded if the investigation requires a longer time period and the employee should be informed in writing if this is the case. The employee will not be informed of any action to be taken if that outcome is confidential to another employee within the organisation, such as disciplinary action being taken.
- The employee should be informed that they can appeal and how to make an appeal if they are not content with the action taken
Stage 2 – Appeal
If the employee is not satisfied with the outcome of the grievance procedure, then they are entitled to appeal within five working days.
The employee should let the employer know the grounds for their appeal, without unreasonable delay, in writing.
The appeal will be heard by the Appeal Panel which must consist of: –
Person making the Appeal | Appeal panel |
Member of Staff |
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Director |
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Executive Director |
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The Appeal Panel should aim to meet no later than ten working days after the appeal is received. Following the appeal meeting the employee will be informed of the final decision, which will be confirmed in writing to them within ten working days.
The decision of the Appeal Panel is final.
Note
The role of the Executive Director in this procedure shall be filled by any such person or persons as may be nominated by the Managing Director in their absence.
HEALTH AND SAFETY
Policy Statement |
This is the Health and Safety Policy Statement of Turtle Dove Cambridge (TDC) under the Health and Safety at Work Act 1974. Overall and final responsibility for Health and Safety is that of the board of directors Day-to-day responsibility for ensuring this policy is put into practice is delegated to Kate Nation as the Health and Safety Officer for TDC Our statement of general policy is:
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Employees have a duty to co-operate in the operation of this policy:
TDC will maintain good working conditions and will comply with such official guidance as may be issued from time to time. All new employees are made aware of Health and Safety procedures within the workplace. It is the duty of employees to make themselves familiar with the contents of this document. Organisation and Responsibilities Executive Directors Responsibilities
Employee Responsibilities
Training Employees will receive training to enable them to understand and adhere to company policy and procedure. First Aid TDC has a first aid box available in all workplaces and an appointed First Aider. In the event of an accident, call the First Aider. Do not move the injured person until examined by a First Aider. It is the responsibility of the Health and Safety Officer to keep First Aid boxes well stocked. A First Aid box is kept in the TDC kit bag, in the TDC office and taken to all events worked at. The First Aider is: Kate Nation/ the designated lead Event Staff member Accident Reporting An Accident Book is kept with the First Aid box in TDC’s Kit bag. This must be fully completed when an accident occurs to staff or volunteers. When working at events visitors or members of the public will be treated by the event hosts delegated First Aiders. Accidents likely to result in absence from work of more than three days must be reported to the Local Authority Environmental Health Department by the Health and Safety Officer using an F2508 form. Serious accidents must also be reported immediately by the Health and Safety Officer. (Link to the form: https://extranet.hse.gov.uk/lfserver/external/F2508IE Fire Safety TDC staff and volunteers will be made aware of the fire safety equipment and procedures when working at events and in the shared office. Electrical Safety All TDC’s electrical equipment will be regularly maintained and will be checked by an electrical engineer on a yearly basis. Employees should report any defective equipment and the Health and Safety Officer will remove it from use. Look Look out for:
Safe Stacking
Ladders Employees must make sure that the ladder is fully extended and locked in position. Use a ladder which enables you to gain access to the stationery/stock safely. DO NOT:
Visual Display Units As most problems are related to the arrangement of the workstation which may cause glare or reflection on screens (eyestrain) and/or lead to awkward postures or movements (muscular fatigue) the following steps will be taken:
Smoking In order to maintain the Health and Safety requirement that staff can use rest areas/rooms without experiencing discomfort from tobacco smoke, all smokers will now be required to go outside the building if they require a cigarette where smoking is permitted. Smokers are to wash their hands after smoking and cover uniform when smoking. |
References
https://www.gov.uk/workplace-fire-safety-your-responsibilities
http://www.hse.gov.uk/pubns/indg453.pdf (RIDDOR- Reporting accidents guidance)
LONE WORKING
Scope
This policy applies to all staff who may be working alone, at any time, in any of the situations described in the definition below.
Volunteers would not normally be expected to work alone at Turtle Dove Cambridge (TDC) events and workshops, but this policy does apply to them when working at home, travelling alone and travelling alone with young women (service users).
Definition of Lone Workers
The Health and Safety Executive (HSE) defines lone workers as people who work by themselves, without close or direct supervision. Examples include, working alone in TDC premises or venues, working alone in other buildings, working alone with young women, travelling alone and travelling alone with young women, one person working in isolation from other workers in the same building, workers in remote locations, or staff working out of hours or returning to a locked and empty building.
Purpose
The purpose of a lone working policy is to reduce the risks of lone working as far as is reasonably practicable.
Such a policy provides guidance to staff, making sure that there are systems in place to ensure the health, safety and welfare of lone workers. There is no general prohibition in health and safety law of working alone, but employers have a general duty of care under the Health and Safety at Work Act and must comply with the ‘Secretary of State directions’ 2003 & 2004 amended 2006. When determining a safe system of work, it is likely that there will be a need for additional controls to be put in place. These controls will be identified once a risk assessment has been undertaken.
Objectives
This policy sets out a number of objectives that TDC states in relation to lone workers and these objectives include a commitment to:
- supporting staff and managers both in establishing and maintaining safe working practices;
- protecting staff from the risk associated with working alone whether they are on TDC premises, at other buildings, travelling alone on work duties or working in an isolated setting;
- ensuring that staff understand that TDC as an employer does not expect staff to expose themselves to unnecessary risks in the course of their work duties and that TDC will support a member of staff if they leave a situation in which they feel at risk;
- recognising and reducing risk;
- the provision of appropriate support for staff;
- establishing a clear understanding of responsibilities;
- ensuring priority continues to be placed on the safety of the individual over property.
Assessment of risk
In drawing up and recording an assessment of risk the following issues should be considered, as appropriate to the circumstances:
- The environment – location, security, access
- The context – nature of the task, any special circumstances
- The individuals concerned – indicators of potential or actual risk
- History – any previous incidents in similar situations
- Any other special circumstances
All available information should be considered and checked or updated as necessary.
Where there is any reasonable doubt about the safety of a lone worker in a given situation, consideration should be given to sending a second worker or making other arrangements to complete the task.
Planning
Whenever TDC is planning any event or activity they will ensure that:
- staff safety is considered when choosing locations for courses etc;
- staff are fully briefed in relation to risk as well as the task itself;
- communication, checking‐in and fall-back arrangements are in place;
- a responsible person is always aware of any member of staff’s movements and expected return time;
- Line Managers are responsible for agreeing and facilitating these arrangements, which should be tailored to the operating conditions affecting the staff member.
Working alone in TDC premises /venues
Having one person working alone in TDC premises or venues is undesirable. However, as it is not practical to always ensure that two people are present then the emphasis of this policy is to reduce risk. When there is more than one person in the premises, there is still need for vigilance. In the TDC office, we need to be aware of external hirers in the other areas of the building.
Security of buildings
Whoever we are leasing office space, we will make sure that they are committed to ensuring that
- all appropriate steps are taken to control access to the building and that emergency exits are accessible;
- alarm systems are tested regularly – both fire and intruder;
- all staff members are familiar with exits and alarms;
- there is access to a telephone and first aid kit;
- if there is any indication that the building has been broken into, that staff can call for assistance before entering;
- external doors are locked to avoid unwanted visitors if working alone;
- that the building and contents are as would be expect and if any staff member has any concerns that they can leave the premises and contact a responsible person;
- that there is the ability to check the identity of any visitor before opening a door;
- on departure that staff can easily ensure all doors are locked.
Working alone at another building/location/events
Line Managers and their employees must ensure that:
- all appropriate steps are taken to control access to the building/room and
that emergency exits are accessible;
- they are familiar with the fire and, if applicable, intruder alarm procedure
and know the location of both exits and alarms;
- when making a booking at a venue there will be somebody else present in
the building (i.e. Building Manager or Caretaker) and that this person can be contacted in the event of an emergency;
- there is access to a telephone and first aid kit;
- if there is any indication that the building has been broken into, they can call for assistance before entering;
- staff are familiar with the no‐smoking rules and procedures;
- whenever possible that staff can park in a well-lit and busy area;
- sign in and sign out procedures are followed.
- For any staff working remotely in an international location, we require an emergency contact in their country of residence.
Personal safety
Personal safety is important to TDC for all staff and therefore we expect the following principles to be followed:
- Staff should avoid working alone if not necessary and where possible the final two people should leave together;
- Staff must not assume that having a mobile phone and a back‐up plan is a sufficient safeguard in itself. The first priority is to plan for a reduction of risk;
- Staff should take all reasonable precautions to ensure their own safety, as they would in any other circumstances;
- Before working alone, an assessment of the risks involved should be made in conjunction with the Line Manager;
- Where required, staff must ensure that they sign in and out of building registers;
- Staff must inform their Line Manager or other identified person when they will be working alone, giving accurate details of their location and following an agreed plan to inform that person when the task is completed. This includes occasions when a staff member expects to go home following an external commitment rather than returning to TDC premises;
- If a member of staff does not report in as expected an agreed plan should be put into operation, initially to check on the situation and then to respond as appropriate using emergency contact information if necessary;
- Arrangements for contacts and response should be tailored to the needs and nature of the team. Issues to consider include: staffing levels and availability, the identified risks and measures in place to reduce those risks;
- Where staff work alone for extended periods and/or on a regular basis, managers must make provision for regular contact, both to monitor the situation and to counter the effects of working in isolation;
- Staff working away from the office should ensure that they have access to a mobile phone at all times. Staff are responsible for checking that the mobile phone is charged, in working order and with sufficient credit.
Please see Appendix 1: Personal Safety, for further guidance.
Staff working at home
Working from home is a common pattern of work at TDC and therefore the following principles should be considered when working at home
- Staff working from their own homes should take every reasonable precaution to ensure that their address and telephone number remain confidential;
- Staff working from home should be in regular contact with their Line Manager or other designated person if working at home for extended periods;
- Managers should be particularly aware of the importance of such arrangements for staff that live alone;
- Staff working from home should be aware that even ex‐directory and mobile numbers will show up on Caller Display and can be retrieved on 1471. To prevent the person you call accessing your number dial 141 before their number, or check the instructions for your mobile phone.
Travelling alone
Travelling alone holds the same risks whether or not you are travelling for work purposes or pleasure. However, it is far more likely that during working time you will be travelling in unfamiliar areas and therefore the planning of the travel is far more important.
Reasonable precautions might include:
- Checking directions for the destination
- Ensuring your car, if used, is road‐worthy and has break‐down cover
- Ensuring someone knows where you are and when are expected home
- Avoiding where possible poorly lit or deserted areas
Escorting young women (service users)
Before a decision is taken to escort a service user, a checklist risk assessment should be gone through. This should consider the safeguards that need to be in place before and during the escorting process.
Staff who escort service users using a contracted taxi service should still be considered lone workers and the necessary precautions taken. If there is a need for a lone worker to escort a service user, they should always seat the service user behind the front passenger seat and ensure that their seat belt is fastened. This will enable the lone worker to operate the vehicle safely.
Lone workers should not escort a service user by car if there are any doubts about their safety in doing so and alternative arrangements should be made.
If a conflict arises (or a service user becomes aggressive), the lone worker should pull over into a safe place and exit the vehicle – if possible, ensuring that the keys are removed. They should follow procedures, which may involve calling the police, their manager, a colleague or their buddy.
Appropriate planning and provision should be made for the safe return of a lone worker to a familiar place, once the service user has been dropped off. This is particularly important if the lone worker has to return from an unfamiliar place late at night and travel to their place of work alone.
Lone working and taxis
Whenever possible, a taxi should be booked in advance from a reputable company and the driver’s name and call sign obtained. If a taxi has not been booked, the lone worker should use the number of a reputable cab company – ideally saved on fast dial in their mobile phone – and find a safe place to wait. As a last resort, they should go to a taxi rank to hail a cab
Lone workers should never use a minicab, unless it is licensed or a registered hackney carriage.
When travelling, they should sit in the back, behind the front passenger seat and should be aware of child locks and central locking (although most black cabs will have locked doors while in transit) in the taxi.
Lone workers should not give out personal or sensitive information to the driver.
Lone working and travelling by foot
Planning before a journey should include determining the safest route for lone workers, highlighting known areas of concern, including any crime hotspots. Planning should include the actions lone workers should take if they require assistance, how to safely carry personal possessions and equipment and what to do in the event of a theft. The following principles should be considered:
- When setting off, lone workers should walk briskly, if possible, and not stop in areas that are unknown to them (for example, to look at a map or ask for directions). If they require assistance, they should go into a safe establishment, such as a police station, petrol station or reputable shop and ask for directions or, if necessary, to call for assistance from their line manager or colleague;
- They should avoid using mobile phones overtly in any area and, if carrying equipment, should ensure that this is done using bags that do not advertise what they are carrying.;
- Lone workers should stay in the centre of pavements, facing oncoming traffic;
- They should remain alert to the people and environment around them, staying on well-lit paths and areas if possible. They should avoid waste ground, isolated pathways and subways, particularly at night;
- If someone attempts to steal what they are carrying, they should relinquish the property immediately without challenge;
- If carrying a handbag or similar, they should consider carrying their house keys and mobile phone separately;
- It is important that any theft, or attempted theft, is reported both internally and to the police as soon as is practicable and safe to do so. The lone worker should make a note of the date, time and descriptions of events and attacker(s), as soon as they are in a position to do so and retain it safely until it is requested by the police.
Lone working and public transport
Before using public transport, lone workers should have a timetable for their route. They should give their manager, colleague or another contact, details of their intended route and mode of transport. If they have to vary their route or experience a significant delay, they should inform the relevant individual.
Lone workers should ideally wait for transport at a busy, well-lit stop or station. If they have to wait in areas that are not well lit and/or deserted, they should be vigilant at all times. They should always try to sit near the driver while on public transport, preferably in an aisle seat.
They should also familiarise themselves with the relevant safety procedures and sit near the emergency alarm. They should avoid empty upper decks on buses and empty train compartments (and also avoid these situations if there is only one other passenger).
If threatened by another passenger, they should alert the driver/guard as soon as possible and follow pre-planned procedures for ensuring their own safety.
In the event of an incident
Reporting
TDC encourage and support all their staff and volunteers to report all incidents of physical and non-physical assault to TDC, using the organisation’s incident report form. This will enable TDC to conduct a thorough investigation and to ensure that all appropriate cases of physical assault are reported to the police as soon as possible for appropriate action to be taken.
Furthermore, through more accurate and increased reporting by staff, more will become known about the nature, scale and extent of the issues affecting lone workers. This will allow TDC to improve further the policies and procedures to minimise the risks that these staff face. It is important that TDC implements and maintains a robust reporting processes for staff to facilitate this process. Staff are supported and encouraged to report an incident to TDC, in the knowledge that it will be investigated, and appropriate action taken. Staff should also report near misses that could have resulted in a serious incident.
This will also ensure that any lessons learned can be fed back into risk management processes to make sure similar incidents do not recur. It also means that further preventive measures can be developed.
If an incident causes more than three consecutive days’ absence from work, there is also a legal requirement for it to be reported to the Health and Safety Executive under the Reporting of Injuries, Diseases and Dangerous Occurrences Regulations (RIDDOR) 1995. This must be done in addition to reporting all physical assaults to TDC.
Post-incident support
Incidents that occur in lone working situations, whether they involve assaults on staff, theft or criminal damage to TDC property, have a direct impact on both the human and financial resources of TDC.
TDC have measures in place to support any member of staff who has been subject to an abusive or violent incident. These might include a debrief following the incident, psychological support, counselling services, post-trauma support and peer support. The Managing Director, Kate Nation, will provide information about what local/internal support is available and relevant contact details.
If assaulted, the individual will also need to undergo a physical assessment and receive treatment for any injuries, so they are well enough to return to work.
Post-incident action
Following an incident or threat in a lone working situation, TDC will make sure that there are effective arrangements to ensure that incidents and risks are reported and dealt with. If the incident involves a physical assault on an TDC staff member, it must be reported and investigated and where appropriate, it should also be reported to the police as soon as possible.
If the incident involves a non-physical assault, such as verbal abuse, it must be reported, investigated and dealt with.
For all incidents, irrespective of whether the police may be pursuing sanctions against offenders, TDC will investigate to establish the causes of the incident and whether any further action needs to be taken. This action might be aimed at creating a pro-security culture, deterrence, prevention or detection.
Where lessons can be learned, it is essential that they are used in the revision of policies and procedures. This will ensure that lone workers are given the best possible protection and minimise the risks that they face.
For incidents where violence is not a factor, such as theft or criminal damage, TDC will ensure that staff report these to the police, where appropriate, and through the local incident reporting systems. Reporting has a significant effect, as it will determine the actions and investigation undertaken by TDC. The investigation will establish, if possible, who the offenders are and whether there are any trends or patterns that can be identified to prevent a recurrence and determine the actions required to control and reduce the risk. Such information can also be used to inform action that needs be taken to enhance pro-security culture, deterrence, prevention and detection and allow for solutions to be developed for specific problems.
Through effective investigative work TDC can identify resources lost as a direct result of an incident. This provides the information and evidence needed to attempt to recover that loss, whether through the criminal courts, by way of compensation or by seeking redress through the civil courts.
Post-incident review
Post-incident review will enable all available information to be used to ensure that lessons can be learned and the risk of future incidents minimised. The key to post-incident review, risk assessment and follow-up action is an understanding of how and why incidents occur in lone working situations and being able to learn from that understanding. In order to achieve this, the following factors should be considered:
- Type of incident (for example, physical assault/theft of property or equipment)
- Severity of incident
- Likelihood of incident recurring
- Cost to TDC (human and financial)
- Individuals and staff groups involved
- Weaknesses or failures that have allowed these incidents to take place (for example, procedural, systematic or technological)
- Training needs analysis of staff, in relation to the prevention and management of violence, the correct use and operation of lone worker protection technology or other relevant training
- Review of measures in place to manage and reduce identified risks
- Review of the effectiveness of support measures for the staff involved
- Technology in place to protect lone workers.
- TDC should ensure that the comprehensive and robust lone working policies and procedures developed and implemented are reviewed after an incident that exposes a fundamental weakness or failure.
Monitoring and Review
Any member of staff with a concern regarding lone working issues should ensure that it is discussed with their manager or with the whole team, as appropriate.
This policy will be annually reviewed and updated where necessary.
PRIVACY STATEMENT AND DATA PROTECTION
Purpose
This policy sets out how we collect, use and store your personal data in accordance with the Data Protection Act 1998 (DPA) and the General Data Protection Regulations (GDPR) from 25th May 2018. By using this website and our services, you agree to the storing and processing of your data as below.
Who are we?
We are Turtle Dove Cambridge Community Interest Company (08542595), Church of the Good Shepherd, Mansel Way, Cambridge, CB4 2ET.
Why do we need your personal data?
We collect information:
- which we are required to report to funders under grant or Service Level Agreements
- on our staff and board of directors to enable us to manage our staff policies and payroll
- on our volunteers to enable us to appropriately manage and support them
- on our service users to enable us to deliver our service
- on other contacts to help us run our business efficiently
How is your personal data collected?
When you complete the online enquiry form or make an enquiry over the phone certain details are collected from you to enable us to deal with the enquiry or process your booking. Personal details are also collected when referrals are made and through the course of our activities.
Relevant data will also be collected from staff, volunteers, advisors and directors as required.
How will we use your personal data?
If booking our services we will use your data to provide you with quotations and to service your booking.
If you are a referring agency or a referral, we will use your data to enable us to deliver our service to you.
If you are a staff member, volunteer, advisor or director, we will use your data to enable us to work with you effectively.
Should any legal matters or safeguarding concerns require us to pass on your personal information we trust you will understand that we have a duty to comply with the law.
How do you keep my data secure?
All computers and computer software is password protected. Payment is taken via a number of methods. Where card payments are made, these will be taken via a secure card processing company. Payment details are not retained and therefore you will be required to enter new payments details with each new card transaction.
What do I do if I want to change the data that is held?
We carry out reviews of the data we hold at regular intervals. Should you wish to change this data you should write to the Managing Director at Turtle Dove, Church of the Good Shepherd, Mansel Way, Cambridge, CB4 2ET.
How can I access the data you hold for me?
If you need access to a copy of the data we hold, please write to the Managing Director at Turtle Dove, Church of the Good Shepherd, Mansel Way, Cambridge, CB4 2ET. TDC reserves the right to make a charge to cover administration costs in the event we feel your request is ‘manifestly unfounded or excessive’. On each occasion that access is requested. TDC aims to comply with requests for access to personal information as quickly as possible, but will ensure that it is provided within one month.
How long will you keep my data for?
Subject to the details we hold for you, your details will be kept for anywhere between 6 months up to 6 years and then destroyed after this period. For more details on our document retention periods, please request a copy of our Full Data Protection Policy.
How can I retract consent for you to hold and process my details?
If you wish to retract consent for us to hold and process your details please write to the following address and we will remove your details immediately. The Managing Director at Turtle Dove, Church of the Good Shepherd, Mansel Way, Cambridge, CB4 2ET.
How can I raise a complaint?
Should you have a complaint regarding your data, please contact our Complaints Officer via directors@turtledovecambridge.com and we will work with you to resolve your complaint to your satisfaction. In the unlikely event that you are still not happy, you have the right to contact the Information Commissioner’s Office.
How do I opt in/out of receiving information?
If you are providing your details to us for the purpose of making an enquiry or a booking, we may also contact you via post, email or phone with information such as new services and special offers. If you do not wish us to do this or change your mind later, you can contact us via email or post.
How will I know if you change this policy?
If changes are made to this statement, we will keep you informed by updating this statement on our website.
RESERVES
Purpose
The purpose of the Operating Reserve Policy for Turtle Dove Cambridge (TDC) is to ensure the stability of the mission, programs, employment, and on-going operations of the organisation. The Operating Reserve is intended to provide an internal source of funds for situations such as a sudden increase in expenses, one-time unbudgeted expenses, unanticipated loss in funding, or uninsured losses.
The Reserve may also be used for one-time, nonrecurring expenses that will build long-term capacity, such as staff development, research and development, or investment in infrastructure. Operating Reserves are not intended to replace a permanent loss of funds or eliminate an on-going budget gap.
It is the intention of TDC for Operating Reserves to be used and replenished within a reasonably short period of time. The Operating Reserve Policy will be implemented in concert with the other governance and financial polices of TDC and is intended to support the goals and strategies contained in these related policies and in strategic and operational plans.
Definitions and Goals
The Operating Reserve Fund is defined as a designated fund set-aside by action of the Board of Directors. The minimum amount to be designated, as Operating Reserve will be established in an amount sufficient to maintain on-going operations and programs for a set period of time, measured in months. The Operating Reserves serves a dynamic role and will be reviewed and adjusted in response to internal and external charges.
The target minimum Operating Reserve Fund is equal to a minimum of three months and a maximum of six months of average operating costs. The calculation of average monthly operating costs includes all recurring, predictable expenses such as salaries and benefits, occupancy, office, travel, program, and on-going professional services. Depreciation, in-kind, and other non-cash expenses are not included in the calculation. The calculation of average monthly expenses also excludes some expenses examples are: one-time or unusual, capital purchases.
The amount of the Operating Reserve Fund target minimum will be calculated each year after approval of the annual budget, reported to the Board of Directors, and included in the regular financial reports.
Accounting for Reserves
The Operating Reserve Fund will be recorded in the financial records as Board-Designated Operating Reserve. The Fund will be funded and available in cash or cash equivalent funds. Operating Reserves will be commingled with the general cash and investment accounts of the organisation.
Funding of Reserves
The Operating Reserve Fund will be funded with surplus unrestricted operating funds. The Board of Directors may from time to time direct that a specific source of revenue be set-aside for Operating Reserves. Examples may include one-time gifts or bequests, special grants, or special appeals.
Use of Reserves
Use of the Operating Reserves requires three steps:
- Identification of appropriate use of reserve funds
The Executive Director and other Directors will identify the need for access to reserve funds and confirm that the use is consistent with the purpose of the reserves as described in this Policy. This step requires analysis of the reason for the shortfall, the availability of any other sources of funds before using reserves, and evaluation of the time period that the funds will be required and replenished.
- Authority to use operating reserves
Authority for use of Operating Reserves is delegated to the Executive Director in consultation with the Treasurer and/or Chair of the Board of Directors. The use of Operating Reserves will be reported to the Executive Committee/Board of Directors at their next scheduled meeting, accompanied by a description of the analysis and determination of the use of funds and plans for replenishment to restore the Operating Reserve Fund to the target minimum amount. The Executive Director must receive prior approval from the Board of Directors for use of Operating Reserves in excess of £1,000
- Reporting and monitoring.
The Executive Director is responsible for ensuring that the Operating Reserve Fund is maintained and used only as described in this Policy. Upon approval for the use of Operating Reserve funds, the Executive Director will maintain records of the use of funds and plan for replenishment. He/she will provide regular reports to the Board of Directors of progress to restore the fund to the target minimum amount.
Relationship to Other Policies
TDC shall maintain the following board-approved policies, which may contain provisions that affect the creation, sufficiency, and management of the Operating Reserve Fund.
- Financial Policy
- Budget Policy
- Contingency or Disaster Preparedness Plan
Review of Policy
This Policy will be reviewed every other year, at minimum, by the Board of Directors, or sooner if warranted by internal or external events or changes.
ROLES AND RESPONSIBILITIES
Policy
This policy applies to Directors. Directors have a legal obligation to act in the best interests of Turtle Dove Cambridge Community Interest Company (Turtle Dove), and in accordance with the organisation’s governing documents and to avoid situations where there may be a potential conflict of interest.
Conflicts of interests may arise where an individual’s work, personal or family interests and/or loyalties conflict with those of Turtle Dove. Such conflicts may create problems; they can:
- Inhibit free discussion
- Result in decisions or actions that are not in the interests of Turtle Dove
- Risk the impression that Turtle Dove has acted improperly.
The aim of this policy is to protect both the organisation and the individuals involved from any appearance of impropriety.
The declaration of interests
Accordingly, we are asking Directors to declare their interest, and any gifts or hospitality offered and received in connection with their role in Turtle Dove. A declaration of interests form is provided for this purpose, listing the types of interest you should declare.
To be effective the declaration of interests needs to be updated at least annually, and when any material or specific changes occur.
If you are not sure what to declare, or whether/when your declaration needs to be updated, please err on the side of caution. If you would like to discuss this issue, please contact the Turtle Dove Chairperson for confidential guidance.
Interests will be recorded in the organisation’s Register of Interests, which will be maintained by the organisation. The register will only be accessible by Directors.
Data Protection
The information provided will be processed in accordance with the data protection principles as set out in the Data Protection Act 2018. Data will be processed only to ensure that Directors act in the best interests of Turtle Dove. The information provided will not be used for any other purpose.
What to do if you face a conflict of interest
If you believe you have a perceived or real conflict of interest you should:
- Declare the interest at the earliest opportunity
- Withdraw from the discussions and decisions relating to the conflict.
If you fail to declare an interest that is known, another Turtle Dove Director should declare that interest.
Any minutes relating to the item presenting a conflict should be suitably redacted for the person facing the conflict. A balance needs to be made to ensure that the person still receives sufficient information about the activities of the organisation generally without disclosing such sensitive information that could place the individual in an untenable position.
Decisions taken where a Director has an interest
In the event of the Board having to decide upon a question in which a Director has an interest, all decisions will be made by vote, with a simple majority. A quorum must be present for the discussion and decision; interested parties will not be counted when deciding whether the meeting is quorate. Interested Board members may not vote on matters affecting their own interests (and may be required to leave the room for the discussion).
All decisions under a conflict of interest will be recorded by the Secretary and reported in the minutes of the meeting. The report will include:
- The nature and extent of the conflict
- An outline of the discussion
- The actions taken to manage the conflict.
Where a Director benefits from the decision, this will be reported in the annual report and accounts. All payments or benefits in kind to Directors will be reported in the charity’s accounts and annual report with amounts for each Director listed for the year in question.
Independent external mediation will be used where conflicts cannot be resolved through the usual procedures.
Managing contracts
If you have a conflict of interest, you must not be involved in managing or monitoring a contract in which you have an interest. Monitoring arrangements for such contracts will include provisions for an independent challenge of bills and invoices, and termination of the contract if the relationship if unsatisfactory.
SABBATICAL
Scope and Purpose
Sabbaticals are periods of paid or unpaid time away from work which are agreed between Turtle Dove Cambridge and an employee.
Sabbaticals can be of real benefit for employees. They can typically be agreed for a variety of reasons including rewarding long service, travel, research or acquiring new skills, voluntary work, alleviating stress and burn out or to take care of health.
Sabbaticals are often for shorter periods of during which the contract of employment continues, and employees normally return to the same job or a similar one.
There is no statutory right to take a sabbatical, but Turtle Dove Cambridge may offer a sabbatical, at the organisation’s discretion. This policy is not contractual.
There are no specific employment law rules governing sabbaticals in the UK, although the right to request flexible working may be used by employees to seek a variety of working arrangements including sabbaticals. The Turtle Dove Cambridge Flexible Working Policy details our approach to flexible working.
This policy applies to all employees who have been working for Turtle Dove Cambridge for at least five consecutive years.
Policy
Our sabbatical leave policy offers eligible employees up to two weeks of paid leave plus four weeks of unpaid leave after their first five years of working for our company. You will be eligible to take sabbaticals every five years until you retire.
Sabbatical leave can’t be accrued. For example, if you become eligible after five years of working with us, you should take your sabbatical before you complete 7 years in our organisation or you lose it.
You don’t have to use the full number of weeks of paid sabbatical, but you need to use them consecutively. Your sabbatical leave counts toward years of service and when determining seniority and eligibility for salary increases.
Working while on sabbatical
Some employees may want to take a sabbatical leave to freelance, do volunteer work or take up another paid job for that period. Our only requirement in these cases is that you do not work or collaborate with a competitor of our organisation. If you do, you may breach terms of your contract of employment.
Sabbatical for job-related research and innovation
In some cases, employees may take sabbaticals to work on research and innovation projects tied to their role in our organisation. If you want to take sabbatical for such purposes, submit a
brief proposal to your manager describing your ideas and plans. After your sabbatical ends, you should also report on your results.
Contracts and Benefits
While you are on a sabbatical leave, your employment status, contract and benefits remain intact. Employees remains subject to confidentiality and good faith obligations and any restrictive covenants during a sabbatical.
Procedure
Once you become eligible for a sabbatical leave, you can make a request to your manager, plus a proposal if appropriate. Please do this at least three months before you plan to take your sabbatical. The Managing Director must be consulted for all sabbatical leave requests and must approve each request.
How managers approve sabbaticals
As an organisation we will consider all requests for a sabbatical bearing in mind:
- The dates requested for a sabbatical and whether they coincide with significant projects that an employee has a critical role in. If needed the line manager will arrange a meeting to discuss alternative dates as needed.
- Other team members who might be on sabbatical during a certain period. To avoid operational issues, we don’t allow more than one person to be on sabbatical at any one time. Managers should review requests on a first-come basis.
- If an employee is under a performance improvement plan or has been through disciplinary process within the previous six months. In these cases, sabbatical leave will not be agreed.
If those criteria are satisfied, managers should approve their team members’ sabbatical request. Afterwards, managers should meet with their team members to arrange how their main job duties will be covered while they’re away.
SAFEGUARDING GUIDANCE FOR VOLUNTEERS
As an organisation working with children, young people and vulnerable adults we wish to operate and promote good working practice.
As a volunteer of TDC you need to be aware of our general code of practice, safeguarding and risk assessment, especially when working at events. Although you will never be expected to work alone, you may have to travel on your own, or work on your own at home.
Safeguarding is everyone’s responsibility. Below is a safeguarding checklist to reduce risk and to give you an overview of the main points you need to consider when working for TDC, to ensure good practice.
TDC have a pro forma risk assessment for TDC events and a comprehensive Safeguarding Policy and Lone Working Policy, which you can refer to for in-depth guidance, objectives, legal requirements, reporting incidents and post-incident action.
Types of Abuse
(For in-depth definitions, other types of abuse and legislation please see the Safeguarding Policy)
Physical Abuse
This is the infliction of pain or physical injury, which is either caused deliberately, or through lack of care.
Sexual Abuse
This is the involvement in sexual activities to which the person has not consented or does not truly comprehend and so cannot give informed consent, or where the other party is in a position of trust, power or authority and uses this to override or overcome lack of consent.
Psychological or Emotional Abuse
These are acts or behaviour, which cause mental distress or anguish and have a harmful effect on someone’s emotional health and development
Neglect or Act of Omission
Neglect is the persistent failure to meet a child’s basic physical and/or psychological needs and is likely to impair the child’s health or development. In the case of vulnerable adults, it is the repeated deprivation of assistance needed for important activities of daily living, including failure to intervene in behaviour which is dangerous to them or to others, resulting in impairment of their general well-being or development
‘Honour Based’ Abuse
Honour Based Abuse encompasses crimes which have been committed to protect or defend the honour of the family and/or the community, including Female Genital Mutilation (FGM)], forced marriage, and practices such as breast ironing. It can include multiple perpetrators. FGM comprises all procedures involving partial or total removal of the external female genitalia or other injury to the female genital organs. Guidance on the warning signs that FGM may be about to take place, or may have already taken place, can also be found on pages 38-41 of the multi-agency statutory guidance on FGM.
Preventing Radicalisation
Children are vulnerable to extremist ideology and radicalisation. Similar to protecting children from other forms of harms and abuse, protecting children from this risk should be a part of a schools’ safeguarding approach.
- 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 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.
Reporting allegations or suspicions of abuse
(For in-depth guidance please refer to the Safeguarding Policy)
When volunteering for Turtle Dove, we want all volunteers to be safe from harm, this is your right, we want volunteers to know how to respond to things they are worried about and break down barriers to reporting concerns
- Do not carry out your own investigation into an allegation or suspicion of abuse
- Report allegations, suspicions or concerns as soon as possible to Kate Nation (Managing Director and Safeguarding Co-ordinator) Tel no: 07902851151
- In the absence of, or if the suspicion in any way involves the Safeguarding Co-ordinator, then the report should be made to the Complaints Officer and Director, Maria Peyman, who will involve the Board of Directors via the email address: directors@turtledovecambridge.com
If the suspicions implicate both the Safeguarding Co-ordinator and the wider Turtle Dove team, then the report should be made to ThirtyOne:Eight. Tel: 0303003 11 11
- Alternatively contact Social Services or the police
- Adult Social Services. Tel: 03450455202. Out of hours emergency. Tel: 01733 234724
- The Police Child Protection Team. Tel: 0845 4564564
- Do not discuss the matter with anyone apart from than those nominated above. Write a record of the concerns and keep it in a secure place
Working at another building/location/events
You must ensure that:
- You know where the emergency exits and alarms are, and that they are accessible
- You are familiar with the fire and intruder alarm procedures
- You have access to a telephone and first aid kit
- Call for help if you think the building has been broken into, before going in
- You are familiar with the no‐smoking rules and procedures
- You park in a well-lit and busy area
- You sign in and sign out of the building
- Ensure you are aware of Turtle Dove Cambridge’s policies and procedures
- Ensure your emergency contact details are with a staff member during the event and that you know how to access them
- If you are taking photographs, ensure all participants have consented to photo permission
- In extreme weather, ensure you have access to water and sun cream
- If working at an event with older people ensure you have a basic awareness of issues you may face and related behaviour about how to deal with them, such as dementia
- Ensure you are aware of the strict no tolerance policy on drugs and alcohol consumption during and prior to events
- Food Safety – If you have any allergies or medical issues, ensure that you make them known to TDC staff. Make sure you have food safety knowledge and training
- Supervise young women if they are handling hot drinks and serving attendees
- Be aware of when breaks are and where the designated smoking area is. You must change out of your TDC uniform if you are having a cigarette break
- If you are in charge of the cash box and key, ensure that the donations pot is secure and you are monitoring it
- It is not advised for workers to give or loan young people money or belongings
- You cannot accept gifts from persons or organisations. Inform a member of staff if a person or organisation are wanting to give a gift to the whole team
- You must not give out personal information such as addresses, phone numbers, emails or the young women’s personal college timetables. If somebody is pressing for this information, inform a staff member
- Consider boundaries in conversation in respect to your personal life and experiences, it may be that an individual that you are talking to is not able to deal with the topics that you are sharing, be mindful of this and limit the sharing of personal information
- Be careful not to make promises to young women
- Be consistent and equitable in your behaviour towards the young women
- Remember that you are an Ambassador of Turtle Dove and that you are playing a key part in our journey to improve the future of young women
- Seek supervision from Kate Nation if you are uncomfortable or uncertain about your own, other staff members or young women’s behaviour
Working at home
- If you’re working from home, keep your address and telephone number confidential
- Keep in regular contact with your Line Manager or other designated person
- Prevent the person you are calling accessing your number by dialling 141 before you call their number
Escorting young women (service users)
- Go through a checklist risk assessment before deciding to escort a service user
- Do not escort a service user by car if there are any doubts about your safety
- If you are escorting a service user, seat them behind the front passenger seat and ensure that their seat belt is fastened
- If a conflict arises, pull over into a safe place and exit the vehicle and if possible, remove the keys. Then follow procedures, which may involve calling the police, your line manager, a colleague or designated person
- Ensure that you have planned your safe return after the service user has been dropped off
Driving alone
- Check directions for your destination
- Make sure your car is road‐worthy, insured and has break‐down cover
- Make sure someone knows where you are and when you are expected home
- Avoiding where possible poorly lit or deserted areas
Travelling by taxi
- If you can, book a taxi in advance from a reputable company and get the driver’s name and call sign
- If you haven’t booked a taxi, use a reputable cab company and save the number on fast dial on your mobile phone, then find a safe place to wait. As a last resort, go to a taxi rank to hail a cab
- Never use a minicab, unless it is licensed or a registered hackney carriage
- When travelling, sit in the back, behind the front passenger seat
- Be aware of child locks and central locking in the taxi
- Do not give out personal or sensitive information to the driver
Travelling by foot
- Walk briskly, if possible, and do not stop in areas that are unknown to you
- If you require assistance, go into a safe establishment, such as a police station
- Avoid using mobile phones overtly in any area, and carry equipment discretely
- Stay in the centre of pavements, facing oncoming traffic
- Remain alert to the people and environment around you, staying on well-lit paths and areas if possible. Avoid waste ground, isolated pathways and subways, particularly at night
- If someone attempts to steal what you are carrying, do not challenge them
- Consider carrying your house keys and mobile phone separately from a handbag
- Report any theft or attempted theft to TDC and the police. Make a note of the date, time and descriptions of events and attacker(s), as soon as possible
Travelling on public transport
- Make sure you have a timetable for your route
- Give your line manager, colleague or another contact, details of your intended route and mode of transport
- Wait for transport at a busy, well-lit stop or station
- Try to sit near the driver while on public transport, preferably in an aisle seat
- Familiarise yourself with the relevant safety procedures and sit near the emergency alarm
- Avoid empty upper decks on buses and empty train compartments
- If you’re threatened by another passenger, alert the driver/guard as soon as possible
Reporting an incident
It is important that you report all incidents of physical and non-physical assault to TDC by the end of the working day, using the organisation’s logging concern form and/or incident report form where appropriate. If you feel the reporting needs to be done more urgently, please contact the designated safeguarding lead.
Volunteers should also refer to the Lone Working Policy for procedural information.
SHARED PARENTAL LEAVE
Introduction
Shared Parental Leave enables eligible parents to choose how to share the care of their child during the first year of birth or adoption. Its purpose is to give parents more flexibility in considering how to best care for, and bond with, their child.
All eligible employees have a statutory right to take Shared Parental Leave. There may also be an entitlement to some Shared Parental Pay. This policy sets out the statutory rights and responsibilities of employees who wish to take statutory Shared Parental Leave (SPL) and statutory Shared Parental Pay (ShPP
TDC recognises that, from time to time, employees may have questions or concerns relating to their shared parental rights. It is the organisation’s policy to encourage open discussion with employees to ensure that questions and problems can be resolved as quickly as possible. Employees should clarify the relevant procedures with their line manager to ensure that they are followed
Who is eligible for Shared Parental Leave?
SPL can only be used by two people:
- The mother/adopter and
- One of the following:
- the father of the child (in the case of birth)or
- the spouse, civil partner or partner of the child’s mother/ adopter.
Both parents must share the main responsibility for the care of the child at the time of the birth/placement for adoption
Additionally, an employee seeking to take SPL must satisfy each of the following criteria:
- the mother/adopter of the child must be/have been entitled to statutory maternity/adoption leave or if not entitled to statutory maternity/adoption leave they must be/have been entitled to statutory maternity/adoption pay or maternity allowance and must have ended or given notice to reduce any maternity/adoption entitlements;
- the employee must still be working for the organisation at the start of each period of SPL;
- the employee must pass the ‘continuity test’ requiring them to have a minimum of 26 weeks’ service at the end of the 15th week before the child’s expected due date/matching date;
- the employee’s partner must meet the ‘employment and earnings test’ requiring them in the 66 weeks leading up to the child’s expected due date/matching date have worked for at least 26 weeks and earned an average of at least £30 (this is correct as of 2015 but may change annually) a week in any 13 of those weeks;
- the employee must correctly notify the organisation of their entitlement and provide evidence as required.
The Shared Parental Leave entitlement
Eligible employees may be entitled to take up to 50 weeks SPL during the child’s first year in their family. The number of weeks available is calculated using the mother’s/adopter’s entitlement to maternity/adoption leave, which allows them to take up to 52 weeks’ leave. If they reduce their maternity/adoption leave entitlement then they and/or their partner may opt-in to the SPL system and take any remaining weeks as SPL.
A mother/adopter may reduce their entitlement to maternity/adoption leave by returning to work before the full entitlement of 52 weeks has been taken, or they may give notice to curtail their leave at a specified future date.
If the mother/adopter is not entitled to maternity/adoption leave but is entitled to Statutory Maternity Pay (SMP), Statutory Adoption Pay (SAP) or Maternity Allowance (MA), they must reduce their entitlement to less than the 39 weeks. If they do this, their partner may be entitled to up to 50 weeks of SPL. This is calculated by deducting from 52 the number of weeks of SMP, SAP or MA taken by the mother/adopter
SPL can commence as follows:
- The mother can take SPL after she has taken the legally required two weeks of maternity leave immediately following the birth of the child;
- The adopter can take SPL after taking at least two weeks of adoption leave;
- The father/partner/spouse can take SPL immediately following the birth/placement of the child, but may first choose to exhaust any paternity leave entitlements (as the father/partner cannot take paternity leave or pay once they have taken any SPL or ShPP).
Where a mother/adopter gives notice to curtail their maternity/adoption entitlement then the mother/adopter’s partner can take leave while the mother/adopter is still using their maternity/adoption entitlements.
SPL will generally commence on the employee’s chosen start date specified in their leave booking notice, or in any subsequent variation notice (see “Booking Shared Parental Leave” and “Variations to arranged Shared Parental Leave” below
If the employee is eligible to receive it, Shared Parental Pay (ShPP) may be paid for some, or all, of the SPL period (see “Shared Parental Pay” below).
SPL must end no later than one year after the birth/placement of the child. Any SPL not taken by the first birthday or first anniversary of placement for adoption is lost.
Notifying the organisation of an entitlement to Shared Parental Leave
An employee entitled and intending to take SPL must give their line manager notification of their entitlement and intention to take to SPL, at least eight weeks before they can take any period of SPL.
Part of the eligibility criteria requires the employee to provide the organisation with correct notification. Notification must be in writing and requires each of the following:
- the name of the employee;
- the name of the other parent;
- the start and end dates of any maternity/adoption leave or pay, or maternity allowance, taken in respect of the child and the total amount of SPL available;
- the date on which the child is expected to be born and the actual date of birth or, in the case of an adopted child, the date on which the employee was notified of having been matched with the child and the date of placement for adoption;
- the amount of SPL the employee and their partner each intend to take
- a non-binding indication of when the employee expects to take the leave.
The employee must provide the organisation with a signed declaration stating:
- that they meet, or will meet, the eligibility conditions and are entitled to take SPL;
- that the information they have given is accurate;
- if they are not the mother/adopter they must confirm that they are either the father of the child or the spouse, civil partner or partner of the mother/adopter;
- that should they cease to be eligible they will immediately inform the organisation.
The employee must provide the organisation with a signed declaration from their partner confirming:
- their name, address and national insurance number (or a declaration that they do not have a national insurance number);
- that they are the mother/adopter of the child or they are the father of the child or are the spouse, civil partner or partner of the mother/adopter;
- that they satisfy the ‘employment and earnings test’ (see “Who is eligible for Shared Parental Leave?” above), and had at the date of the child’s birth or placement for adoption the main responsibility for the child, along with the employee;
- that they consent to the amount of SPL that the employee intends to take;
- that they consent to the organisation processing the information contained in the declaration form; and
- (in the case whether the partner is the mother/adopter), that they will immediately inform their partner should they cease to satisfy the eligibility conditions.
Requesting further evidence of
The organisation may, within 14 days of the SPL entitlement notification being given, request:
- the name and business address of the partner’s employer (where the employee’s partner is no longer employed or is self employed their contact details must be given instead)
- in the case of biological parents, a copy of the child’s birth certificate (or, where one has not been issued, a declaration as to the time and place of the birth).
- in the case of an adopted child, documentary evidence of the name and address of the adoption agency, the date on which they were was notified of having been matched with the child and the date on which the agency expects to place the child for adoption
In order to be entitled to SPL, the employee must produce this information within 14 days of the employer’s request
Fraudulent
The organisation can, where there is a suspicion that fraudulent information may have been provided or where the organisation has been informed by the HMRC that a fraudulent claim was made, investigate the matter further in accordance with the usual company investigation and disciplinary procedures, and also without acting in a discriminatory manner in relation to any of the protected characteristics defined in the Equality Act 2010
Discussions regarding Shared Parental Leave
An employee considering/taking SPL is encouraged to contact their line manager to arrange an informal discussion as early as possible regarding their potential entitlement, to talk about their plans and to enable the company to support the individual.
The line manager may upon receiving a notification of entitlement to take SPL seek to arrange an informal discussion with the employee to talk about their intentions and how they currently expect to use their SPL entitlement.
Upon receiving a leave booking notice the line manager will usually arrange a meeting to discuss it. Where a notice is for a single period of continuous leave, or where a request for discontinuous leave can without further discussion be approved in the terms stated in the employee’s notice booking leave, a meeting may not be necessary.
Where a meeting is arranged it should take place in private and be arranged in advance. If the initial date is problematic then another date will be arranged if possible. If an alternative date cannot be arranged then the meeting may be held over the telephone
At the meeting the employee may, if they wish, be accompanied by a workplace colleague, trade union representative or even a personal friend or family member
The purpose of the meeting is to discuss in detail the leave proposed and what will happen while the employee is away from work. Where it is a request for discontinuous leave the discussion may also focus on how the leave proposal could be agreed, whether a modified arrangement would be agreeable to the employee and the organisation, and what the outcome may be if no agreement is reached.
Booking Shared Parental Leave
In addition to notifying the employer of entitlement to SPL/ShPP, an employee must also give notice to take the leave. In many cases, notice to take leave will be given at the same time as the notice of entitlement to SPL.
The employee has the right to submit three notifications specifying leave periods they are intending to take. Each notification may contain either (a) a single period of weeks of leave; or (b) two or more weeks of discontinuous leave, where the employee intends to return to work between periods of leave.
SPL can only be taken in complete weeks but may begin on any day of the week. For example, if a week of SPL began on a Tuesday it would finish on a Monday. Where an employee returns to work between periods of SPL, the next period of SPL can start on any day of the week.
The employee must book SPL by giving the correct notification at least eight weeks before the date on which they wish to start the leave and (if applicable) receive ShPP.
Continuous leave notifications
A notification can be for a period of continuous leave, which means a notification of a number of weeks taken in a single unbroken period of leave (for example, six weeks in a row).
An employee has the right to take a continuous block of leave notified in a single notification, so long as it does not exceed the total number of weeks of SPL available to them (specified in the notice of entitlement) and the employer has been given at least eight weeks’ notice.
An employee may submit up to three separate notifications for continuous periods of leave.
Discontinuous leave notifications
A single notification may also contain a request for two or more periods of discontinuous leave, which means asking for a set number of weeks of leave over a period of time, with breaks between the leave where the employee returns to work (for example, an arrangement where an employee will take six weeks of SPL and work every other week for a period of three months).
Where there is concern over accommodating the notification, the organisation or the employee may seek to arrange a meeting to discuss the notification with a view to agreeing an arrangement that meets both the needs of the employee and the organisation (see “Discussions regarding Shared Parental Leave” above).
The organisation will consider a discontinuous leave notification but has the right to refuse it. If the leave pattern is refused, the employee can either withdraw it within 15 days of giving it, or can take the leave in a single continuous block.
Responding to a Shared Parental Leave notification
Once the line manager receives the leave booking notice, it will be dealt with as soon as possible, but a response will be provided no later than the 14th day after the leave request was made.
All notices for continuous leave will be confirmed in writing.
All requests for discontinuous leave will be carefully considered, weighing up the potential benefits to the employee and to the organisation against any adverse impact to the business.
Each request for discontinuous leave will be considered on a case-by-case basis. Agreeing to one request will not set a precedent or create the right for another employee to be granted a similar pattern of SPL.
The employee will be informed in writing of the decision as soon as is reasonably practicable, but no later than the 14th day after the leave notification was made. The request may be granted in full or in part: for example, the organisation may propose a modified version of the request.
If a discontinuous leave pattern is refused then the employee may withdraw the request without detriment on or before the 15th day after the notification was given; or may take the total number of weeks in the notice in a single continuous block. If the employee chooses to take the leave in a single continuous block, the employee has until the 19th day from the date the original notification was given to choose when they want the leave period to begin. The leave cannot start sooner than eight weeks from the date the original notification was submitted. If the employee does not choose a start date then the leave will begin on the first leave date requested in the original notification.
Variations to arranged Shared Parental Leave
The employee is permitted to vary or cancel an agreed and booked period of SPL, provided that they advise the organisation in writing at least eight weeks before the date of any variation. Any new start date cannot be sooner than eight weeks from the date of the variation request.
Any variation or cancellation notification made by the employee, including notice to return to work early, will usually count as a new notification reducing the employee’s right to book/vary leave by one. However, a change as a result of a child being born early, or as a result of the organisation requesting it be changed, and the employee being agreeable to the change, will not count as further notification. Any variation will be confirmed in writing by the organisation.
Statutory Shared Parental Pay (ShPP)
Eligible employees may be entitled to take up to 37 weeks ShPP while taking SPL. The number of weeks available will depend on the amount by which the mother/adopter reduces their maternity/adoption pay period or maternity allowance period.
ShPP may be payable during some or all of SPL, depending on the length and timing of the leave.
In addition to meeting the eligibility requirements for SPL, an employee seeking to claim ShPP must further satisfy each of the following criteria:
- the mother/adopter must be/have been entitled to statutory maternity/adoption pay or maternity allowance and must have reduced their maternity/adoption pay period or maternity allowance period;
- the employee must intend to care for the child during the week in which ShPP is payable;
- the employee must have average weekly earnings for the period of eight weeks leading up to and including the 15th week before the child’s expected due date/matching date are not less than the lower earnings limit in force for national insurance contributions;
- the employee must remain in continuous employment until the first week of ShPP has begun;
- the employee must give proper notification in accordance with the rules set out below.
Where an employee is entitled to receive ShPP they must, at least eight weeks before receiving any ShPP, give their line manager written notice advising of their entitlement to ShPP. To avoid duplication, if possible, this should be included as part of the notice of entitlement to take SPL.
In addition to what must be included in the notice of entitlement to take SPL, any notice that advises of an entitlement for ShPP must include:
- the start and end dates of any maternity/adoption pay or maternity allowance;
- the total amount of ShPP available, the amount of ShPP the employee and their partner each intend to claim, and a non-binding indication of when the employee expects to claim ShPP;
- a signed declaration from the employee confirming that the information they have given is correct, that they meet, or will meet, the criteria for ShPP and that they will immediately inform the organisation should they cease to be eligible.
It must be accompanied by a signed declaration from the employee’s partner confirming:
- their agreement to the employee claiming ShPP and for the organisation to process any ShPP payments to the employee;
- (in the case whether the partner is the mother/ adopter) that they have reduced their maternity/adoption pay or maternity allowance;
- (in the case whether the partner is the mother/ adopter) that they will immediately inform their partner should they cease to satisfy the eligibility conditions.
Any ShPP due will be paid at a rate set by the Government for the relevant tax year.
Terms and conditions during Shared Parental Leave
During the period of SPL, the employee’s contract of employment continues in force and they are entitled to receive all their contractual benefits, except for salary. In particular, any benefits in kind (such as use of a company car, laptop, mobile phone and gym membership) will continue and contractual annual leave entitlement will continue to accrue.
Pension contributions will continue to be made during any period when the employee is receiving ShPP but not during any period of unpaid SPL. Employee contributions will be based on actual pay, while the organisation’s contributions will be based on the salary that the employee would have received had they not been taking SPL.
Annual Leave
SPL is granted in addition to an employee’s normal annual holiday entitlement. Employees are reminded that holiday should wherever possible be taken in the year that it is earned. Where an SPL period overlaps two leave years the employee should consider how their annual leave entitlement can be used to ensure that it is not untaken at the end of the employee’s holiday year.
Contact during Shared Parental Leave
Before an employee’s SPL begins, the organisation will discuss the arrangements for them to keep in touch during their leave. The organisation reserves the right in any event to maintain reasonable contact with the employee from time to time during their SPL. This may be to discuss the employee’s plans to return to work, to ensure the individual is aware of any possible promotion opportunities, to discuss any special arrangements to be made or training to be given to ease their return to work or simply to update them on developments at work during their absence.
Shared Parental Leave in Touch days
An employee can agree to work for the organisation (or attend training) for up to 20 days during SPL without bringing their period of SPL to an end or impacting on their right to claim ShPP for that week. These are known as “Shared Parental Leave In Touch” or “SPLIT” days. Any work carried out on a day or part of a day shall constitute a day’s work for these purposes.
The organisation has no right to require the employee to carry out any work, and is under no obligation to offer the employee any work, during the employee’s SPL. Any work undertaken is a matter for agreement between the organisation and the employee. An employee taking a SPLIT day will receive full pay for any day worked. If a SPLIT day occurs during a week when the employee is receiving ShPP, this will be effectively ‘topped up’ so that the individual receives full pay for the day in question. Any SPLIT days worked do not extend the period of SPL.
An employee, with the agreement of the organisation, may use SPLIT days to work part of a week during SPL. The organisation and the employee may use SPLIT days to effect a gradual return to work by the employee towards the end of a long period of SPL or to trial a possible flexible working pattern.
Returning to work after Shared Parental Leave
The employee will have been formally advised in writing by the organisation of the end date of any period of SPL. The employee is expected to return on the next working day after this date, unless they notify the organisation otherwise. If they are unable to attend work due to sickness or injury, the organisation’s normal arrangements for sickness absence will apply. In any other case, late return without prior authorisation will be treated as unauthorised absence.
If the employee wishes to return to work earlier than the expected return date, they may provide a written notice to vary the leave and must give the organisation at least eight weeks notice of their date of early return. This will count as one of the employee’s notifications. If they have already used their three notifications to book and/or vary leave then the organisation does not have to accept the notice to return early but may do if it is considered to be reasonably practicable to do so.
On returning to work after SPL, the employee is entitled to return to the same job if the employee’s aggregate total statutory maternity/paternity/adoption leave and SPL amounts to 26 weeks or less, he or she will return to the same job. The same job is the one they occupied immediately before commencing maternity/paternity/adoption leave and the most recent period of SPL, on the same terms and conditions of employment as if they had not been absent.
If their maternity/paternity/adoption leave and SPL amounts to 26 weeks or more in aggregate, the employee is entitled to return to the same job they held before commencing the last period of leave or, if this is not reasonably practicable, to another job which is both suitable and appropriate and on terms and conditions no less favourable.
If the employee also takes a period of unpaid parental leave of 4 weeks or less this will have no effect on the employee’s right to return and the employee will still be entitled to return to the same job as they occupied before taking the last period of leave if the aggregate weeks of maternity/paternity/adoption and SPL do not exceed 26 weeks.
If a parent takes a period of 5 weeks of unpaid parental leave, even if the total aggregate weeks of maternity/paternity/adoption and SPL do not exceed 26 weeks, the employee will be entitled to return to the same job they held before commencing the last period of leave or, if this is not reasonably practicable, to another job which is suitable and appropriate and on terms and conditions no less favourable.
Special Circumstances and further information
In certain situations, an employee’s rights and requirements regarding SPL and ShPP may change. In these circumstances the organisation will abide by any statutory obligations and an employee should refer to the documents listed below and/or clarify any issues or queries with a line manager.
SICKNESS ABSENCE
Introduction
This policy sets out our procedures for reporting sickness absence and for the management of sickness absence in a fair and consistent way.
Sickness absence can vary from short intermittent periods of ill-health to a continuous period of long-term absence and have a number of different causes (for example, injuries, recurring conditions, or a serious illness requiring lengthy treatment).
Turtle Dove Cambridge (TDC) wishes to ensure that the reasons for sickness absence are understood in each case and investigated where necessary. In addition, where needed and reasonably practicable, measures will be taken to assist those who have been absent by reason of sickness to return to work.
We may vary the procedures set out in this policy, including any time limits, as appropriate in any case.
Disabilities
TDC is aware that sickness absence may result from a disability. At each stage of the sickness absence meetings procedure particular consideration will be given to whether there are reasonable adjustments that could be made to the requirements of a job or other aspects of working arrangements that will provide support at work and/or assist a return to work.
If you consider that you are affected by a disability or any medical condition which affects your ability to undertake your work, you should inform your line manager.
Sickness absence reporting procedure
For all sickness absence reporting you should follow the procedure set out below.
If you are taken ill or injured while at work, you should report to your line manager and arrangements will be made for anyone who is unwell to be accompanied home or to receive medical treatment where necessary.
If you cannot attend work because you are ill or injured you should normally telephone your line manager as early as possible, and no later than 30 minutes after the time when you are normally expected to start work. The following details should be provided:
- The nature of your illness.
- The expected length of your absence from work.
- Contact details.
- Any outstanding or urgent work that requires attention.
Managers should ensure that:
- Any sickness absence that is notified to them is recorded.
- Arrangements are made, where necessary, to cover work and to inform colleagues and clients (while maintaining confidentiality).
You should expect to be contacted during your absence by your line manager a relevant person who will want to enquire after your health and be advised, if possible, as to your expected return date.
Evidence of incapacity
For sickness absence of up to seven calendar days you must complete a self-certification form.
For absence of more than seven days, you must obtain a certificate from your doctor (a Statement of Fitness for Work) stating that you are not fit for work and the reason(s) why.
This should be forwarded to your line manager as soon as possible. If your absence continues, further medical certificates must be provided to cover the whole period of absence.
If your doctor provides a certificate stating that you “may be fit for work” you should inform your line manager immediately. They will discuss with you any additional measures that may be needed to facilitate your return to work, taking account of your doctor’s advice. This may take place at a return-to-work interview. If appropriate measures cannot be taken, you will remain on sick leave and TDC will set a date to review the situation.
Where TDC is concerned about the reason for absence, or the level of frequent short-term absence, we may require a medical certificate for each absence regardless of duration. In such circumstances, we will cover any costs incurred in obtaining such medical certificates, for absences of a week or less, on production of a doctor’s invoice.
Unauthorised absence
Cases of unauthorised absence will be dealt with under our Disciplinary Procedure.
Absence that has not been notified according to the sickness absence reporting procedure will be treated as unauthorised absence.
If you do not report for work and have not telephoned your line manager to explain the reason for your absence, your line manager will try to contact you, by telephone and in writing if necessary. This should not be treated as a substitute for reporting sickness absence.
Sick Pay
After you have completed your probationary period you will be entitled to SSP only, however you will remain an employee of the Company.
If a period of sickness absence is or appears to be occasioned by actionable negligence, nuisance or breach of any statutory duty on the part of a third party, in respect of which damages are or may be recoverable, you must immediately notify your line manager of that fact and of any claim, compromise, settlement or judgment made or awarded in connection with it and all relevant particulars that we may reasonably require.
If we require you to do so, you must cooperate in any related legal proceedings and refund to us that part of any damages or compensation you recover that relates to lost earnings for the period of sickness absence as we may reasonably determine, less any costs you incurred in connection with the recovery of such damages or compensation, provided that the amount to be refunded to us shall not exceed the total amount we paid to you in respect of the period of sickness absence.
Keeping in contact during sickness absence
If you are absent on sick leave you should expect to be contacted from time to time by your line manager in order to discuss your wellbeing, expected length of continued absence from work and any of your work that requires attention. Such contact is intended to provide reassurance and will be kept to a reasonable minimum.
If you have any concerns while absent on sick leave, whether about the reason for your absence or your ability to return to work, you should feel free to contact your line manager at any time.
Medical examinations
We may, at any time in operating this policy, ask you to consent to a medical examination by a doctor nominated by us.
You will be asked to agree that any report produced in connection with any such examination may be disclosed to us and that we may discuss the contents of the report with our advisors and the relevant doctor.
Return-to-work interviews
If you have been absent on sick leave for more than 10 consecutive days, we will arrange for you to have a return-to-work interview with your line manager.
A return-to-work interview enables us to confirm the details of your absence. It also gives you the opportunity to raise any concerns or questions you may have, and to bring any relevant matters to our attention.
Where your doctor has provided a certificate stating that you “may be fit for work” we will usually hold a return-to-work interview to discuss any additional measures that may be needed to facilitate your return to work, taking account of your doctor’s advice.
We are committed to helping members of staff return to work from long-term sickness absence. As part of our sickness absence meetings procedure, we will, where appropriate and possible, support returns to work by:
- Obtaining medical advice;
- Making reasonable adjustments to the workplace, working practices and working hours;
- Considering redeployment; and/or
- Agreeing a return-to-work programme with everyone affected.
Sickness absence meetings procedure
We may apply this procedure whenever we consider it necessary, including, for example, if you:
- Have been absent due to illness on a number of occasions;
- Have discussed matters at a return-to-work interview that require investigation; and/or
- Have been absent for more than 20 consecutive days.
Unless it is impractical to do so, we will give you 7 days written notice of the date, time and place of a sickness absence meeting. We will put any concerns about your sickness absence and the basis for those concerns in writing or otherwise advise why the meeting is being called. A reasonable opportunity for you to consider this information before a meeting will be provided.
The meeting will be conducted by your line manager. You may bring a companion with you to the meeting.
You must take all reasonable steps to attend a meeting. Failure to do so without good reason may be treated as misconduct. If you or your companion are unable to attend at the time specified, you should immediately inform your line manager who will seek to agree an alternative time.
A meeting may be adjourned if your line manager is awaiting receipt of information, needs to gather any further information or give consideration to matters discussed at a previous meeting. You will be given a reasonable opportunity to consider any new information obtained before the meeting is reconvened.
Confirmation of any decision made at a meeting, the reasons for it, and of the right of appeal will be given to you in writing within 7 days of a sickness absence meeting (unless this time scale is not practicable, in which case it will be provided as soon as is practicable).
If, at any time, your line manager considers that you have taken or are taking sickness absence when you are not unwell, they may refer matters to be dealt with under our Disciplinary Procedure.
Right to be accompanied at meetings
You may bring a companion to any meeting or appeal meeting under this procedure.
Your companion may be either a trade union representative or a fellow member of staff. Their identity must be confirmed to the manager conducting the meeting, in good time before it takes place.
Employees are allowed reasonable time off from duties without loss of pay to act as a companion. However, they are not obliged to act as a companion and may decline a request if they so wish.
Some companions may not be allowed: for example, anyone who may have a conflict of interest, or whose presence may prejudice a meeting. Companions should not normally work at another site, unless no-one reasonably suitable is available at the site at which you work.
We may at our discretion, permit a companion who is not a member of staff or union representative (for example, a family member) where this will help overcome particular difficulties caused by a disability, or difficulty understanding English.
A companion may make representations, ask questions, and sum up your position, but will not be allowed to answer questions on your behalf. You may confer privately with your companion at any time during a meeting.
Stage 1: first sickness absence meeting
The purposes of a first sickness absence meeting may include:
- Discussing the reasons for absence;
- Where you are on long-term sickness absence, determining how long the absence is likely to last;
- Where you have been absent on a number of occasions, determining the likelihood of further absences;
- Considering whether medical advice is required;
- Considering what, if any, measures might improve your health and/or attendance;
- Agreeing a way forward, action that will be taken and a timescale for review and/or a further meeting under the sickness absence procedure.
Stage 2: further sickness absence meeting(s)
Depending on the matters discussed at the first stage of the sickness absence procedure, a further meeting or meetings may be necessary.
The purposes of further meeting(s) may include:
- Discussing the reasons for and impact of your ongoing absence(s);
- Where you are on long-term sickness absence, discussing how long your absence is likely to last;
- Where you have been absent on a number of occasions, discussing the likelihood of further absences;
- If it has not been obtained, considering whether medical advice is required. If it has been obtained, considering the advice that has been given and whether further advice is required;
- Considering your ability to return to/remain in your job in view both of your capabilities and our business needs and any adjustments that can reasonably be made to your job to enable you to do so;
- Considering possible redeployment opportunities and whether any adjustments can reasonably be made to assist in redeploying you;
- Where you are able to return from long-term sick leave, whether to your job or a redeployed job, agreeing a return-to-work programme;
- If it is considered that you are unlikely to be able to return to work from long-term absence, whether there are any benefits for which you should be considered;
- Agreeing a way forward, action that will be taken and a timescale for review and/or a further meeting(s). This may, depending on steps we have already taken, include warning you that you are at risk of dismissal.
Stage 3: final sickness absence meeting
Where you have been warned that you are at risk of dismissal, we may invite you to a meeting under the third stage of the sickness absence procedure.
The purposes of the meeting will be:
- To review the meetings that have taken place and matters discussed with you;
- Where you remain on long-term sickness absence, to consider whether there have been any changes since the last meeting under stage two of the procedure, either as regards your possible return to work or opportunities for return or redeployment;
- To consider any further matters that you wish to raise;
- To consider whether there is a reasonable likelihood of you returning to work or achieving the desired level of attendance in a reasonable time;
- To consider the possible termination of your employment;
- Termination will normally be with full notice or payment in lieu of notice.
Appeals
You may appeal against the outcome of any stage of this procedure and you may bring a companion to an appeal meeting.
An appeal should be made in writing, stating the full grounds of appeal, to your line manager within 7 days of the date on which the decision was sent to you.
Unless it is not practicable, you will be given written notice of an appeal meeting within one week of the meeting. In cases of dismissal the appeal will be held as soon as possible. Any new matters raised in an appeal may delay an appeal meeting if further investigation is required.
You will be provided with written details of any new information which comes to light before an appeal meeting. You will also be given a reasonable opportunity to consider this information before the meeting.
Where practicable, an appeal meeting will be conducted by a manager or Director senior to the individual who conducted the sickness absence meeting.
Depending on the grounds of appeal, an appeal meeting may be a complete rehearing of the matter or a review of the original decision.
Following an appeal, the original decision may be confirmed, revoked or replaced with a different decision. The final decision will be confirmed in writing, if possible, within seven days of the appeal meeting. There will be no further right of appeal.
The date that any dismissal takes effect will not be delayed pending the outcome of an appeal. However, if the appeal is successful, the decision to dismiss will be revoked with no loss of continuity or pay.
TURTLE DOVE CAMBRIDGE - ANNUAL LEAVE
Scope
This policy sets out employees’ entitlements to annual leave and Turtle Dove Cambridge (TDC) rules on taking annual leave. Under the Working Time Regulations 1998, employees are entitled to minimum 5.6 weeks of paid annual leave in each leave year. The entitlement includes public holidays.
5.6 weeks of annual leave will convert into different entitlements for each employee dependent on their individual working arrangements. Individual contracts of employment will detail an employee’s personal entitlement. For example, 5.6 working weeks leave will, by the nature of their working week, convert to fewer days or hours of annual leave for a part-time employee when compared to a full-time employee. The pro-rata principle may also apply to other practical arrangements
All leave must be pre-authorised by an authorised person within TDC. Taking leave without authorisation will be considered a gross misconduct offence. Taking leave despite a declined request will be considered a gross misconduct offence. Gross misconduct offences may result in dismissal without notice.
TDC’s holiday year runs annually from the employees start date.
Booking leave
Employees must give notice of their request to take leave. Applications should be sent to your line manager in writing
The following notice periods apply to employees when requesting leave are as follows:
Period of leave requested | Period of notice required |
A week or more (five days or more) | One month (4 weeks) |
Less than a week (one to four days) | One week |
The line manager will notify the employee in writing to confirm whether their request has been granted.
Employees should not make any firm travel or accommodation arrangements etc. until they have received written confirmation that their request for leave has been granted. There may be circumstances where TDC cannot grant the request, such as operational/staffing requirements. TDC is not liable for any loss incurred by an employee, such as lost deposits etc., if they incur costs and make commitments prior to receiving confirmation.
There may be more requests than usual for leave that coincide with school holidays/half terms, due to the number of employees with children of school age. TDC will make every
effort to accept as many of these requests as possible but has to have regard to its operations and ensuring there is sufficient cover for all work to be undertaken, considerations which sometimes need to take priority over granting all these types of requests.
Other requirements
TDC may reasonably require an employee to take annual leave without prior notification for reasons which will be explained to the employee at the time.
If TDC operates an entire shut down at a given period of time within a year (decided by the management of TDC), they will require all employees to take annual leave to cover this period of time. This period is not in addition to annual leave entitlement, so employees need to retain sufficient annual leave to cover this period. It is the employee’s responsibility to ensure that sufficient annual leave entitlement remains each year to take during this period. Employees who do not have sufficient entitlement remaining should speak to their line manager about other available options.
TDC may ask an employee, on very rare occasions, to cancel any previously agreed leave. There may be various reasons for this, such as operational or staffing issues, that require the employee’s presence. TDC recognises the inconvenience that this may cause an employee and, therefore, understands that the employee may refuse this request.
TDC will make a decision on whether, where the cancellation is agreed and the employee suffers a financial detriment e.g., lost deposits etc., the employee is to be reimbursed.
Public holidays
Due to the needs of TDC, it may be necessary for an employee to work on a public holiday. Where this happens, employees will be entitled to take a day’s leave at another time in the leave year to be agreed with the line manager in accordance with business needs.
Holiday pay
During annual leave, employees will receive their normal pay.
New starters and pre-booked leave
During the recruitment process, prospective employees may be asked whether they have any leave booked that would take place after commencement of employment. If the individual is recruited, TDC will normally allow such leave to be taken.
The rules on accrual of annual leave may mean that the employee has not, at the time that leave is to be taken, accrued such length of leave to cover their holiday. In this case, the employee and the line manager will agree how any time off in excess of accrued leave will be covered.
Holidays and sickness
The normal sickness notification procedures will apply to an employee when they are on leave and wish to reallocate the period of leave as sickness with the result that reconvened leave may be taken at another time in the leave year. Where the required notification is made, TDC may permit those days to be classed as sick days and equivalent time off taken as paid leave later in the leave year provide the leave falls within the statutory minimum entitlement. The days on which the leave is to be taken must be agreed with a line manager.
Employees who are on an overseas holiday when they fall sick should contact TDC as soon as reasonably practicable.
Family leave
Employees may become entitled to either maternity leave, paternity leave, shared parental leave or adoption leave. Family leave is in addition to the employee’s statutory 5.6 weeks of annual leave
Annual leave will continue to accrue during periods of family leave and, as part of a pre-leave meeting that will be arranged between the employee and their line manager, a discussion will take place covering the taking of annual leave around family leave.
Untaken annual leave
TDC encourages employees to use all of their leave entitlement each year so that they have the opportunity to rest. Employees should ensure they take at least four weeks annual leave in each leave year.
Ordinarily, untaken leave cannot be carried forward into the next leave year and will be lost. Approval must be sought from a line manager if an employee wishes to carry forward any annual leave into the next leave year. The line manager has sole discretion to permit or decline this, subject to the provisions on sickness below.
If sickness means that an employee cannot take their full leave entitlement in a leave year, the employee may be able to carry forward some of the leave to the next leave year. This is usually limited to a maximum of four weeks leave, minus any leave already taken (including public holidays).
Ordinarily, TDC will not permit payment in lieu of annual leave unless exceptional circumstances apply. In every case, payment in lieu of the statutory minimum entitlement will not be permitted.
Termination of employment
When employment terminates part way through a leave year, their leave entitlement will be recalculated on a pro-rata basis. This will determine the amount of leave the employee would be entitled to, for the period of service during the leave year.
Any outstanding leave accrued but untaken will be paid to the employee in their final pay.
This is subject to the right of TDC for the employee to take their outstanding leave during their notice period. Otherwise, the amount due for outstanding leave will be added to the employee’s final pay.
If the employee has exceeded their pro-rata entitlement to holidays at the time they leave their employment, this will be classed as an overpayment and an amount to cover this will be deducted from their final pay, subject to the maximum that their final pay permits.
VEHICLE USE
Internal vehicle use
This policy outlines the procedures relating to the internal use of Turtle Dove Cambridge (TDC) vehicles. It is essential that all users drive responsibly and in adherence with the current legislation governing the roads. They must also comply with the provisions of this policy.
TDC reserves the right to amend its procedures and regulations relating to company vehicles at any time.
Using a company vehicle
In the event that a TDC staff member or volunteer needs to use a company vehicle it is essential that:
- When transporting young people, a first aider and first aid kit be present at all times
- The driver has a current full driving licence, a copy of which should be made a week before the journey and stored at the TDC office
- The driver ensures that there is enough air in the tyres before starting the journey, and generally that the vehicle is in good roadworthy condition
- The driver checks that everyone is adhering to health and safety procedures, such as ensuring seat belts are worn at all times and passenger behaviour is not affecting the driver’s ability to drive safely
- The contact number of the roadside recovery company TDC uses is visible on the dashboard of the TDC vehicle (Currently Green Flag, as of April 2022)
- Essential equipment for adverse weather is available such as de-icer
- When leaving the vehicle it is locked (check all doors because if the side van doors are not closed properly they will not lock)
- Ensure the mileage log book is completed every journey
Using a personal vehicle
In the event that a TDC staff member or volunteer needs to use a personal vehicle, it is essential that:
- Both a current full driving licence and proof of insurance be shown and, if they are a paid member of staff and are transporting young people/volunteers, proof of business insurance be shown
- The number plate of the vehicle be supplied
- The vehicle is clean and in working order
Expenses
Mileage on personal vehicle usage will be reimbursed at 45p a mile; this does not include commuting to and from the place of work, unless you have been asked to collect young people, volunteers or staff en-route.
Parking, when necessary, will be reimbursed through an expenses claim form, a receipt / ticket must be kept and be claimed for within 3 months.
Conduct whilst driving a company vehicle
Professional conduct is paramount whilst in charge of a company vehicle and drivers are obliged to demonstrate due care and attention at all times. It is important to remember that any inappropriate behaviour while using a company vehicle will reflect negatively on TDC as a company. It will result in disciplinary action and the person in question’s use of the company vehicle might be discontinued.
Users are not permitted to drive a TDC vehicle whilst under the influence of alcohol, non-prescribed drugs or prescription drugs which may cause drowsiness.
Mobile phones may not be used whilst driving, unless using a hands-free attachment. This is for the safety of all road users/pedestrians and to ensure company drivers are demonstrating legal compliance with current driving legislation.
Calls using hands free should still be kept to a minimum, only to pass on important information quickly and that any calls which require a longer duration should be made when it is safe to stop and do so or once the journey is completed. This is to avoid distraction to the driver which information that could be shared during the call and works both ways, i.e TD office calling staff, staff calling TD office.
No smoking inside the company vehicle at any time.
Drivers should inform TDC immediately if they are convicted of a driving offence or disqualified from driving. TDC has the right to terminate employment without notice or payment in lieu of notice if the driver is convicted of a serious driving offence or disqualified from driving.
Fees and fines
For any parking fines obtained on TDC business, TDC will contribute 50% of the original fine up to the value of £35.
Any speeding fines must be paid by the individual driving.
Accidents
Immediately after an accident involving a company vehicle:
In the event of an accident, only call the police if there are injuries or the road is blocked.
However minor you think the accident is, you must stop. Failure to do so is an offence under the Road Traffic Act.
You should make sure your vehicle’s engine is switched off and then turn your hazard lights on to alert other road users to your presence.
Giving details after an accident:
When you’re involved in a road traffic accident, you’re obliged to give your name and address to anyone else involved.
However, avoid accepting blame for the accident until you know precisely what happened, as it could be held against you later.
You should stop and give your details if you crash into something on or near the road, even if there aren’t any other people involved. For example, if you hit a parked car you should leave your details on the windscreen.
Collecting details after an accident:
If you’re involved in an accident you should collect as many details as possible, from any drivers, passengers and witnesses. This includes names, addresses and contact numbers.
Ask the other drivers involved for their car insurance details and try to establish whether they are the registered keeper of their vehicle. If they are not, find out who is and make a note of their name and address.
Call the police straight away if someone leaves the scene of the accident without giving their details.
Other important information to collect from the scene of the accident:
The registration numbers of all vehicles involved, plus a note of each vehicle’s colour, make and model.
The time and date of the accident.
A sketch showing the positions of vehicles involved.
A description of the weather conditions, plus anything unusual you notice about the road quality or lighting.
The names of any witnesses or police officers at the scene.
A list of damage to the vehicles, and a description of any injuries sustained by pedestrians, drivers and passengers.
If possible, take some pictures at the scene of the accident for use as evidence.
In the event of an accident involving the company vehicle, notify TDC as soon as possible, regardless of whether it took place while the driver was on company business.
VOLUNTEERS
Introduction
Turtle Dove Cambridge (TDC) welcomes all new volunteers, minimum age of sixteen, to contribute to the support service we provide for young women within the Cambridge area
We acknowledge that volunteers can contribute in many ways, that their contribution is unique, and that it should benefit the young women using the service, staff, local communities and the volunteers themselves
Aim and Objectives
TDC is a social enterprise, established in May 2013 to work with identified NEET and potential NEET young women in Cambridge, aged 15 to 22 years. It offers work experience opportunities to raise self-esteem, promotes further connection with the community and improves mental health.
Representation
TDC acts as a platform for young women in the Cambridge area, supporting the young women to be active participants within the community and in sharing their opinions, experience and skills within the services that we provide.
Networks
TDC works in partnership with various organisations within the community, to support the local community. Through our intergenerational events we promote and collaborate with the younger and older generations of the local community.
Volunteer Policy
TDC supports all staff and volunteers to meet and develop their personal potential. We value the contribution made by volunteers, and are therefore committed to working in ways that are encouraging, supportive, ensure fairness, consistency and legal compliance in the management of volunteering within the service
We aim to involve volunteers as follows:
- contributing to the design, marketing and delivery of our services;
- monitoring and evaluation of our support services;
- being responsive to the needs of our users;
- providing different skills and perspectives;
- offering opportunities for participation by people who might otherwise be excluded.
This volunteer policy sets out the principles and practice by which TDC involves volunteers.
Principles
TDC recognises that voluntary work brings benefits to volunteers themselves, to service users and to paid staff. TDC will ensure that:
- volunteers are properly integrated into the organisational structure and that mechanisms are in place for them to contribute to the organisation’s work;
- volunteers will not be introduced to replace paid staff;
- staff at all levels will work positively with volunteers and, where appropriate, will actively seek to involve them in their work;
- the organisation continues to recognise that volunteers require satisfying work and personal development and will seek to help volunteers meet these needs by listening to feedback by providing regular support and opportunities to tell us about how you find your volunteering role and how we could improve this for you;
- the organisation will identify and cover the costs of involving volunteers;
- the management of volunteers requires designated responsibilities within specific posts;
- volunteers are involved from a wide range of backgrounds and abilities and ensure our volunteering opportunities are as accessible as possible.
Rights and Responsibilities
TDC recognises the rights of volunteers to:
- know what is (and what is not) expected of them;
- have adequate support in their volunteering;
- receive appreciation;
- volunteer in a safe and healthy working environment;
- be insured;
- know their rights and responsibilities if something goes wrong;
- receive relevant out-of-pocket expenses;
- receive appropriate training;
- be free from discrimination;
- be offered the opportunity for personal development.
TDC expects volunteers to:
- be reliable;
- be honest;
- keep confidentiality;
- make the most of training and support opportunities and attend all mandatory training to enable volunteers to be successful in their voluntary role;
- carry out tasks in a way that reflects the aims and values of the organisation;
- carry out tasks within agreed guidelines;
- respect the work of the organisation and not bring it into disrepute;
- comply with the organisation’s policies.
- To provide feedback to TDC on my role.
- To advise TDC as soon as I know if I am no longer able to volunteer.
- To follow all TDC’s rules, policies and procedures, including health and safety, equal opportunities and confidentiality.
Recruitment
Recruitment of volunteers will generally be from all sections of the community, and will be in line with the TDC’s Equal Opportunities Policy.
People interested in becoming volunteers with TDC will be asked to complete a simple registration form appropriate to the role that they are applying for and to supply two references. Those applicants who meet the stated role criteria will be invited for an informal talk with the appropriate contact person. If the volunteer is placed in a role they will be given an induction including general information about the organisation and specific information on the volunteer post in which they are interested. Volunteer Board Members will be given a role specific induction.
Where applicants are not successful, they will be provided with feedback.
There may be other safer recruitment procedures carried out including asking a volunteer to undergo an enhanced Disclosure and Barring Services (DBS) check and seeking references. More detailed information will be made available specific to legislative requirements and to the particular volunteer position.
Ex-offenders
We undertake not to discriminate unfairly against anyone. We will ensure that an open and measured discussion takes place on the subject of any offences that might be relevant to the role. We will ask potential volunteers to declare any unspent convictions. We will only ask an individual about their full criminal record history where a DBS certificate at enhanced level (also including a DBS Barred list check if the work is regulated activity) can legally be requested. Failure to reveal information that is directly relevant to the position sought could result in the volunteer being asked to leave the organisation. Any information disclosed will be treated in accordance with TDC’s Data and GDPR Policy.
Volunteer Agreements and Voluntary Work Outlines
Volunteers will receive a role description and volunteer agreement on induction.
Induction and Training
Volunteers will be given induction and training appropriate to the specific tasks to be undertaken.
All volunteers will be made aware of and have access to all the organisation’s relevant policies, including those relating to Volunteering, Health & Safety, Safeguarding Vulnerable Groups, Expenses and Equal Opportunities.
We are committed to the development of training and support to equip volunteers with the necessary information and skills to carry out their tasks. It is the responsibility of the volunteer to identify any additional training and report to TDC staff.
Support, Supervision and Recognition
Volunteers will have a named person to whom they can take their volunteering concerns and seek guidance and support.
Volunteers will have access to regular support and supervision. This will enable both the volunteer and the supervisor to identify, monitor and evaluate the volunteer’s involvement, recognise achievements and identify individual training needs, including that relevant to their particular volunteering role and to their wider personal development. The frequency, duration and format of these sessions will be negotiated between the volunteer and the named person referred to above.
Volunteers will be given the opportunity, where relevant, to share their views and opinions with the organisation’s wider staff, at staff meetings etc.
Expenses
TDC recognises that the reimbursement of expenses incurred in travelling to and from the place of volunteering or in the course of volunteering is important from an equal opportunities point of view. This is necessary to ensure that all individuals have access to voluntary opportunities.
The organisation’s volunteers are able to claim reasonable out of pocket expenses, subject to the production of receipts as evidence of the expenditure. What can be reclaimed from the organisation and the calculation of expenses will be explained to the volunteer before they start any activity likely to give rise to expenses.
The organisation has a consistent approach to the reimbursement of expenses which are the same for volunteers, staff, etc. and are as approved by the Inland Revenue.
Insurance
The organisation’s liability insurance policies will cover volunteers while carrying out agreed duties
The organisation does not insure the volunteer’s personal possessions against loss or damage.
Confidentiality
TDC will advise the volunteer on its confidentiality policies and procedures, where relevant. This would include those relating to personal information held by the organisation relating to the volunteer.
Personal data
Minimum details will be kept on volunteers. This will include the registration form, references, placement details, emergency contact, correspondence and any other relevant information in accordance with the Data Protection and GDPR policy.
Copyright
Any copyright and all other rights of a like nature conferred under the laws of England and Wales in materials created by the volunteer in the course of performing his/her volunteer activities, or exclusively for the purpose of performing the volunteer activities, shall become the property of TDC.
Health and Safety
TDC will take all reasonably practicable steps to ensure the volunteers’ health, safety and welfare while at work in accordance with our Health and Safety policy.
Lone Working
TDC has a duty of care towards volunteers. All volunteers are responsible for reading and practically applying the Lone Working policy.
Equal Opportunities
Volunteers and staff will work in accordance with our Equal Opportunities policy and will prevent discrimination on any grounds.
Problems
TDC has a problem-solving policy to help deal with problems that volunteers may have that can’t be resolved informally. The same policy covers how TDC will handle any problems with a volunteer.
Endings
When volunteers move on from their role they will be asked to provide feedback on the volunteering experience. They will also be given the opportunity to discuss their volunteering experience more fully with a supervisor, if desired.
On the basis of their voluntary work, volunteers will have the right to request a reference although TDC may decline to provide a reference if the volunteer declines to adhere to TDC’s stated policies and procedures.
This Policy reflects the hopes and intentions of the volunteer and TDC and is not contractually binding in any way.
VOLUNTEERS - AGREEMENT
Volunteers are an important and valued part of Turtle Dove Cambridge (TDC). We hope that volunteers enjoy their role and that they feel an important part of our organisation. This Volunteer Agreement describes the arrangement between (TDC) and volunteer, it describes what volunteers can expect from TDC and what we can expect from the volunteer. We wish to assure you of our appreciation of your volunteering with us and will do the best we can to make your volunteer experience with us enjoyable and rewarding.
Part 1: The Organisation
Your role as a volunteer is as agreed through application process and starts as soon as you are available. This volunteering role is designed to further the work of Turtle Dove Cambridge.
You can expect from TDC:
- Induction and training
To provide a thorough induction on the work of TDC, its staff, your volunteering role and the induction and/or training you need to meet the responsibilities of this role. The Volunteer Policy provides full details of the organisation. We want to equip you with the knowledge and skills that are necessary to enable you to carry out your volunteering role to the best of your abilities.
- Supervision, support and flexibility
- To explain the standards we expect for our services and to encourage and support you to achieve and maintain them;
- To provide a named person who will meet with you regularly to provide support and to discuss your volunteering role, any successes and problems that you may have and how we could improve this for you;
- To do our best to help you develop your volunteering role with us;
- To offer regular feedback on your performance in your volunteering role.
- To respect your skills, dignity and individual wishes and to do our best to meet them.
- To support volunteers in running Disclosure and Barring Service (DBS) checks and keeping required certifications up to date;
- To facilitate trainings and teambuilding events on a quarterly basis (minimum).
- Expenses
- To reimburse expenses, with receipts, following the procedures in the Volunteer policy:
- Travel to and from home, to [the place of volunteering] and during your work: see the Volunteer policy for rules on methods of travel and car mileage allowances
- Meal expenses to a maximum of £6. Expenses should be incurred through volunteering so to be eligible you should volunteer around mealtimes or for at least 4 hours a day.
- Specialist clothing or equipment where this is required and provided by you.
- Health and safety
To provide adequate training and feedback in support of our health and safety policy, a copy of which is available on request
To provide a safe and healthy working environment.
- Insurance
To provide adequate insurance cover for volunteers whilst carrying out their volunteering roles which have been approved and authorised by us, that will insure you against injury you suffer or cause due to negligence.
- Equal opportunities
To ensure that all volunteers are dealt with in accordance with our equal opportunities policy, a copy of which is set out in the Volunteer policy
- Problems
To try to resolve fairly any problems, complaints and difficulties you may have while you volunteer with us. In the event of an unresolved problem, to offer an opportunity to discuss the issues in accordance with the procedures set out in the Volunteer policy
Part 2: The Volunteer
Our expectations are that you will volunteer your services to TDC as [volunteer driver/event support/administration/fundraising/other];
We expect you:
- To help Turtle Dove Cambridge fulfil its aims to work with identified NEET and potential NEET young women in Cambridge, aged 14 to 23 years, through;
- To help Turtle Dove Cambridge provide work experience opportunities to raise self-esteem, promote further connection with the community and improve mental health;
- To perform your volunteering role to the best of your ability;
- To follow the organisation’s procedures and standards, including health and safety and equal opportunities, in relation to its staff, volunteers and clients;
- To maintain confidentiality of the information of the organisation and of its clients;
- To provide at least 2 referees who have agreed to be contacted;
- To agree to a DBS check being carried out where necessary and to register for the DBS update service. The organisation must be informed of any changes to a volunteer’s DBS check;
- To volunteer with TDC at least once every 6 weeks but ideally once a month (e.g., volunteer at an event, perform administrative duties);
- To meet the time commitments and standards which have been mutually agreed to ;
- To give TDC at least 5 days notice if you are unable to engage in an activity (except in cases of illness or emergency) so other arrangements can be made;
- To work with TDC to keep required certifications up to date. All volunteers are expected to have up to date safeguarding training. Event volunteers might also be offered food safety and first aid training;
- To offer feedback/testimonials regarding their experience with the organisation. Volunteers may be asked to share photographs of themselves from time to time (e.g., to celebrate volunteer week or to recruit new volunteers). This is not mandatory and is entirely dependent on individual wishes.
This agreement is binding in honour only, is not intended to be a legally binding contract between us and may be cancelled at any time at the discretion of either party. Neither of us intends any employment relationship to be created either now or at any time in the future.
VOLUNTEERS - PROBLEM SOLVING PROCEDURES
Introduction
At TDC we want all volunteers to feel that they are an important and valued part of the team and we hope that you enjoy volunteering with us.
Below we set out the procedures that are to be followed in the event that something goes wrong in your time volunteering with us, although we very much hope that this will not be the case, it is important that we have a fair and transparent procedure to follow in the event that anything falls short of either parties expectations.
While we do not have legal duties towards volunteers, and do not wish to create a contractual relationship with them, we feel that it is important that problems or complaints are dealt with fairly, openly and consistently. To help with this we have put in place the following procedures.
If a volunteer has a complaint about the Organisation, a member of staff or another volunteer.
We hope that most problems can be solved informally. But if this is not the case the volunteer should raise the matter formally with the Managing Director.
If the issue is not resolved then it should be put in writing to the Managing Director who will take it to the Board of Directors. The matter will normally be dealt with within 14 days.
If there is a problem with a volunteer’s behaviour.
Hopefully this can be resolved informally. Where informal measures are not enough the Managing Director will raise the issue in a formal meeting with the volunteer. The volunteer will be entitled to put their case forward. If it is felt necessary, steps will be agreed for improvement with a timescale for review.
If the issue is still not resolved a meeting involving the volunteer and the Managing Director another Director from the Board will be called upon. This may result in either the volunteer being asked to leave, or the volunteer agreeing that the behaviour will change, steps put in place for improvement and a timescale for review.
If a volunteer is believed to have behaved in a manner that has or could have seriously affected the organisation – for example theft, bullying, or violence – they will be immediately sent home and not required to volunteer while the matter is investigated by the Managing Director and another Director from the Board.
The volunteer will be able to put their case forward, and a decision will be made within 14 days. If the complaint against the volunteer is upheld they will be excluded from volunteering.
In all cases volunteers may wish to be accompanied at meetings on these issues by another volunteer or another member of staff.
WELLBEING
Aim
This policy aims to ensure the provision of a working environment that supports the wellbeing of everyone in the organisation.
The organisation understands wellbeing at work as the state of feeling comfortable in one’s working environment, both physically and mentally, and aims at supporting both these aspects through its provision
The organisation has a variety of roles that differ from one another in terms of number of hours worked, main working environment, amount of travel required and need for weekend work. The policy refers to all employees, whilst recognising that some parts may apply to specific roles to different extents
Support available
Working practices
- The organisation aims at ensuring that everyone is comfortable with their role’s key duties and responsibilities.
- Every employee will be made to feel welcome, given chances to properly understand the requirements of their position and appropriately trained.
- Employees will have regular check-ins with their line manager where they can express any concern.
- In the event that an employee wants to make a complaint, they can reach out to the Managing Director about it, or if that does not seem appropriate, to the board of Directors and specifically the Complaints Officer via directors@turtledovecambridge.com.
Emotional support and safety
- The organisation recognises that the work it does may have an emotional impact, and as such it aims to support its employees through debriefing sessions and individual support if needed.
- Employees are encouraged to share any concerns they might have, when running events or otherwise, to ensure the wellbeing of everyone involved in the organisation is maintained as a priority.
- In the event of a concern about safeguarding, our formal procedure is detailed in the safeguarding policy that is available for all employees to consult.
- The organisation aims to provide a support network in which it is safe to express feelings
- During events or otherwise, safety must be the primary concern of the employees.
- Any safeguarding concern must be dealt with in accordance with our safeguarding procedure, that is available for all employees to consult.
- In the event that an employee feels bullied/harassed please refer to our Bullying and Harassment Policy.
Working hours
- The organisation aims at providing employees with regular working hours, but recognises that this may not always be possible.
- Every role is contracted to a specific number of working hours and days or hours off. Time in lieu must be taken at the earliest possible occasion if the number of hours worked are in excess of those contracted.
- In the event of weekend work, time in lieu should also be taken.
- It is possible to adopt flexible working practices if it fits with the role and the commitments it requires. For example, it is possible to work from home or to adapt start and end time to facilitate other commitments or to accommodate travel.
- Whilst working on events, scheduled breaks must be maintained.
- The number of scheduled breaks can also be increased if needed and if discussed with the event leader.
- The organisation wants to foster and facilitate healthy work-life balances, and is open to welcoming feedback and proposals on the matter.
- The organisation recognises that the points detailed above might not be exhaustive, and any concerns about working hours should be discussed with a line manager as needed.
Office environment
- The organisation recognises that office environments can impact on wellbeing.
- If you have specific needs from the office environment that are not being met, you should discuss them with your line manager, and the organisation endeavours to take all requests with the appropriate degree of consideration.
WHISTLEBLOWING
Scope of Policy
This policy applies to all staff, volunteers and directors working at Turtle Dove Cambridge (TDC).
Introduction
This policy is intended to assist individuals who believe they have discovered malpractice or impropriety. It is not designed to question financial or business decisions taken by TDC nor should it be used to reconsider any matters which have already been addressed under harassment, complaint, disciplinary or other procedures. Once the “whistleblowing” procedures are in place, it is reasonable to expect staff to use them rather than air their complaints outside TDC.
TDC is committed to the highest standards of openness, honesty and accountability and will ensure that any staff concerns will be taken seriously and investigated.
An important aspect of accountability and transparency is a mechanism to enable staff and other members of TDC to voice concerns in a responsible and effective manner. It is a fundamental term of every contract of employment that an employee will faithfully serve his or her employer and not disclose confidential information about the employer’s affairs.
Nevertheless, where an individual discovers information which they believe shows serious malpractice or wrongdoing within the organisation then this information should be disclosed internally, and where necessary independently.
Staff and volunteers who raise concerns reasonably and responsibly will not be penalised in any way.
The Public Interest Disclosure Act, which came into effect in 1998, gives legal protection to employees against being dismissed or penalised by their employers as a result of publicly disclosing certain serious concerns. TDC has endorsed the provisions set out below so as to ensure that no members of staff should feel at a disadvantage in raising legitimate concerns.
Purpose
It is the duty of every member of staff and volunteer to speak up about genuine concerns in relation to criminal activity, fraud, financial malpractice, breach of a legal obligation (including negligence, breach of contract, breach of administrative law), miscarriage of justice, danger to health and safety or the environment, improper conduct or unethical behaviour, and the cover up of any of these in the workplace. It applies whether or not the information is confidential.
This policy is designed to enable employees of TDC to raise concerns internally and at a high level and to disclose information which the individual believes shows malpractice or misconduct. This policy is intended to cover concerns which are in the public interest and may at least initially be investigated separately but might then lead to disciplinary proceedings
Safeguards
Protection
This policy is designed to offer protection to employees and volunteers of TDC who disclose such concerns provided the disclosure is made:
- In good faith
- In the reasonable belief of the individual making the disclosure that it tends to show malpractice or wrongdoing, and if they make the disclosure to an appropriate person (see below). It is important to note that no protection from internal disciplinary procedures is offered to those who choose not to use the procedure. In an extreme case, malicious or wild allegations could give rise to legal action on the part of the persons complained about
Confidentiality
TDC will treat all such disclosures in a confidential and sensitive manner. The identity of the individual making the allegation may be kept confidential so long as it does not hinder or frustrate any investigation. However, the investigation process may reveal the source of the information and the individual making the disclosure may need to provide a statement as part of the evidence required.
Anonymous Allegations
This policy encourages individuals to put their name to any disclosures they make. Concerns expressed anonymously are much less credible, but they may be considered at the discretion of TDC.
In exercising this discretion, the factors to be considered will include:
- The seriousness of the issues raised
- The credibility of the concern
- The likelihood of confirming the allegation from attributable sources
Untrue Allegations
If an individual makes an allegation in good faith, which is not confirmed by subsequent investigation, no action will be taken against that individual. In making a disclosure the individual should exercise due care to ensure the accuracy of the information. If, however, an individual makes malicious allegations or without sufficient grounds, and particularly if he or she persists with making them, disciplinary action may be taken against that individual.
Procedures for Making a Disclosure
It is recognised that for some individuals, raising a concern under this procedure may be a daunting and difficult experience. An individual may choose to be accompanied or represented by their trade union representative or colleague at any stage of this procedure
All reported incidents will be investigated. All reports will be dealt with in confidence, with only staff who need to know, being informed.
Any individual who has reasonable suspicions of malpractice should initially take their concerns to their line manager
On receipt of a complaint of malpractice, the member of staff who receives and takes note of the complaint, must pass this information as soon as is reasonably possible, to the appropriate designated investigating officer as follows:
- Complaints of malpractice will be investigated by the Managing Director unless the complaint is against the Managing Director or is in any way related to the actions of the Managing Director. In such cases, the complaint should be passed to the Board of Directors for referral.
- In the case of a complaint, which is any way connected with but not against the Managing Director, the Board of Directors will nominate another Director to act as the alternative investigating officer.
- Complaints against the Managing Director should be passed to the Board of Directors who will nominate an appropriate investigating officer.
- The complainant has the right to bypass the line management structure and take their complaint direct to the Board of Directors. The Board of Directors have the right to refer the complaint back to management if he/she feels that the management, without any conflict of interest, can more appropriately investigate the complaint
Complaints to the Board of Directors can be sent via directors@turtledovecambridge.com.
Should none of the above routes be suitable or acceptable to the complainant, then the complainant may approach the following organisation, who have been designated and
trained as independent points of contact under this procedure. They can advise the complainant on the implications of the legislation and the possible internal and external avenues of complaint open to them:
Support through the Cambridge and District Citizens Advice Bureau advice line: 0344 848 7979
If there is evidence of criminal activity then the investigating officer should inform the police. TDC will ensure that any internal investigation does not hinder a formal police investigation.
The investigating officer should inform the member of staff against whom the complaint is made as soon as is practically possible.
A judgement concerning the complaint and validity of the complaint will be made by the investigating officer. This judgement will be detailed in a written report containing the findings of the investigations and reasons for the judgement. The report will be passed to the Managing Director or Board of Directors as appropriate.
The Managing Director or Board of Directors will decide what action to take. If the complaint is shown to be justified, then they will invoke the disciplinary or other appropriate TDC procedures.
The complainant should be kept informed of the progress of the investigations and, if appropriate, of the final outcome.
If appropriate, a copy of the outcomes will be passed to the Company Auditors to enable a review of the procedures.
The Managing Director or board member will establish and record the basis of the concerns that have been raised and establish what further actions are required. The individual raising the concern will be advised of the outcome of the investigation as soon as possible, normally within two weeks of the date of their disclosure. Where a longer period is needed for investigation, the member of staff will be informed in writing.
The Managing Director will be informed of all reported disclosures and the actions being taken. In the case of disclosures on alleged fraud and corruption, TDC Director of Finance and TDC auditors (if applicable) will be informed by the Managing Director.
If an individual is not satisfied with the response received and any subsequent action taken, they should put their concerns in writing to the Board of Directors who will arrange any further investigation as he/she thinks appropriate. The Chair will send a written response to the individual concerned.
If the investigation finds the allegations unsubstantiated and all internal procedures have been exhausted, but the complainant is not satisfied with the outcome of the investigation, TDC recognises the lawful rights of employees and ex-employees to make disclosures to prescribed persons (such as the Health and Safety Executive, or the Audit Commission), or, where justified, elsewhere.
Guiding principles
To ensure that this policy is adhered to, and to assure staff that the concern will be taken seriously, TDC will:
- Not allow the person raising the concern to be victimised for doing so
- Treat victimisation of whistle blowers as a serious matter that may lead to disciplinary action that may include dismissal.
- Not attempt to conceal evidence of poor or unacceptable practice.
- Take disciplinary action if an employee destroys or conceals evidence of poor or unacceptable practice or misconduct.
- Ensure confidentiality clauses in employment contracts do not restrict, forbid or penalise whistle blowing.
- Liaise with the other organisations (see section below) to whom staff report malpractice.
Timescales
Due to the varied nature of these sorts of complaints, which may involve internal investigators and / or the police, it is not possible to lay down precise timescales for such investigations. The investigating officer should ensure that the investigations are undertaken as quickly as possible without affecting the quality and depth of those investigations.
The investigating officer should, as soon as practically possible, send a written acknowledgement of the concern to the complainant and thereafter report back to them in writing the outcome of the investigation and on the action that is proposed. If the investigation is a prolonged one, the investigating officer should keep the complainant informed, in writing, as to the progress of the investigation and as to when it is likely to be concluded.
All responses to the complainant should be in writing and sent to their home address.
Monitoring and review
Any member of staff with a concern regarding Whistleblowing should ensure that they discuss it with the Managing Director or with the whole team as appropriate
This policy will be annually reviewed and updated where necessary.
Independent advice and further reading
Charity Commission
Tel: 0800 055 7214
Website: https://www.gov.uk/guidance/report-serious-wrongdoing-at-a-charity-as-a-worker-or-volunteer
Email: whistleblowing@charitycommission.gov.uk
Independent charity Protect
Tel: 020 3117 2520
Website: https://protect-advice.org.uk/
Email: whistle@protect-advice.org.uk
Their lawyers can give free confidential advice on how to raise a concern about serious malpractice at work.
Advice, Conciliation and Arbitration Service (ACAS)
Tel: 0300 123 1100
Free information and advice
