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Holy Cross Centre Trust – City & Guilds Centre

Operational Policies & Procedures

CONTENTS

Section

1. Introduction 2. The National Occupational Standards 3. Who’s Who – Roles & Responsibilities 4. Schemes 5. Selection of Candidates & Candidates with Special Needs 6. Equal Opportunities 7. Candidate Induction 8. Scheme Delivery, Assessment & Verification Policy 9. User Involvement, Use of Client Information & Confidentiality 10. Quality Assurance 11. Accreditation of Prior Learning 12. Continuous Professional Development 13. Appeals Process 14. Appendix - A - Organisational & Assessment Flowcharts 15. Appendix - B - Code of Ethics & Practice 16. Appendix - C - Health & Safety Policy 17. Appendix - D - Equal Opportunities Policy 18. Appendix - E - Disciplinary & Grievance Procedure 19. Appendix - F - 20. Appendix - G - Forms & Pro-forma’s (see over)

-1 - Contents of Appendix - G - Forms & Pro-forma’s

Initial Assessment Form

Induction Checklist

Learning Agreement

Indvidual Learning Plan

Study Skills

AP(E)L Application Form

Contents of Resource File(s)

-2 - 1.0 Introduction

-3 - 2.0 The National Occupational Standards 2.1 What are National Occupational Standards? 2.1.1 National Occupational Standards have been developed in most industries. They describe best practice in particular areas of work, bring together the skills, knowledge and values necessary to do the work as statements of competence, provide managers with a tool for a wide variety of workforce management, quality control and specification tasks and are the basis of training and qualifications. 2.1.2 Initially, the standards were used as the basis for qualifications, but wider uses of the standards are now emerging, such as their use in human resource management 2.2 Who develops them? 2.2.1 In social care and social work the standards have been identified and agreed by representatives of employment through the Training Organisation for the Personal Social Services (TOPSS). 2.2.2 TOPSS is developing standards with the care sector that will focus on all levels of work, with an expectation that the standards will be used at least as much in human resource and operational management, as they will be in the development of qualifications. TOPSS will continue to work with employment to contribute to and promote the developing uses of the standards. 2.3 Structure of National Occupational Standards 2.3.1 National Occupational Standards are organised into units of competence. Each ‘unit’ describes an area of work, with the activities separated out into ‘elements’ with associated performance criteria’ and ‘knowledge’ listed. The standards also include units that highlight the ‘values’ required to work in care. 2.3.2 The care standards can be separated into different levels of competence and used to benchmark the skills, knowledge and responsibilities associated with more complex roles within organizations. 2.3.3 Best practice in the care sector depends on the ability of individuals and whole organisations to work in ways that are respectful of individuals and assist users of the services to be as independent as possible. These values are reflected through all the National Occupational Standards and are reinforced by specific units that focus on equal opportunities. These units include the promotion of people’s equality, diversity and rights, rights and responsibilities, the equality and diversity of people and people’s right to the confidentiality of information. 2.3.4 National Occupational Standards contain descriptions of best practice. Standards can be used as the basis for objectives in performance appraisal and as an aid in setting milestones in personal development. The standards are used to help training and development professionals tailor their provision for individual staff while meeting operational or business objectives. 2.3.5 Employees can use the standards to assess their own performance against a clear and objective description of their job as well as assess their competence against other jobs and thus gauge their suitability for career moves. 2.3.6 The thoroughness and objectivity of National Occupational Standards enable training plans and training courses to be developed to address both organisational and individual learning needs. The standards can be used to inform the content of training programmes, as they specify in detail what constitutes best practice and can therefore be used for the assessment of -4 - competence and the achievement of qualifications. 2.3.7 They can also be used to evaluate training by defining the practice outcomes expected from a training investment. The training can then be evaluated against the outcomes, and most importantly, the actual practice of those who have been trained can be checked against the intended outcomes. Monitoring of the effectiveness of the training can continue to be carried out through supervision and appraisal of individuals 2.3.8 The contents of this section have been adapted from A Managers Guide to Developing Strategic Uses of National Occupational Standards, copies of which are in Resource File One and on the Assessors Resource CD Rom. Further information can be found at www.topss.org.uk

-5 - III. 3. Who’s Who – Roles & Responsibilities [Adapted from - Providing City & Guilds qualifications - edition 4 (October 2004)] 3.0 The person with overall responsibility for the Centre is the Quality Assurance Co-ordinator (QAC). The QAC is responsible for ensuring that the management, administrative and quality assurance systems for all City & Guilds qualifications are properly maintained throughout the centre and that communications between City & Guilds and the centre are efficiently dealt with. In order to ensure this, the QAC should have a secure e-mail address to which correspondence can be sent. The QAC must inform City & Guilds immediately if their address changes. 3.0 The person undertaking this role will need to: 1. have an appropriate background in assessment management, administration and quality assurance 2. possess the necessary authority and time to ensure that management, administrative, assessment and internal verification/scheme co-ordination procedures are implemented correctly and consistently across the centre as a whole 3. have regular contact with the internal verifiers/internal verifier co- rdinators/scheme coordinators whose work s /he co-ordinates 4. liaise closely with other staff members to obtain, and provide external verifiers with, detailed information on the overall operation of the center 5. co-ordinate visit arrangements for external verifiers. For scheme approval, this responsibility may be delegated to the internal verifier/internal verifier co-ordinator /scheme co-ordinator. 3.0 In addition, the QAC is responsible for ensuring that: 1. registrations/entries are sent to City & Guilds in accordance with specified procedures 2. registrations/entries have been received from City & Guilds and candidate enrolment numbers are checked 3. City & Guilds invoices are paid within agreed payment terms 4. only suitable staff are used in the assessment and internal verification (quality assurance) processes, in accordance with specified vocational experience/qualification requirements 5. staff involved in training, assessment and internal verification/scheme co-ordination have access to and regularly participate in activities designed to promote continuous improvement 6. sufficient and effective support is available for confirming the decisions of assessors and internal verifiers not holding the appropriate assessor/internal verifier qualifications as approved and specified by the regulatory authorities 7. assessors and internal verifiers/scheme co-ordinators are able to apply equal opportunity principles to assessment

-6 - 8. assessors and internal verifiers/scheme co-ordinators are familiar with the qualifications they are assessing or verifying with a knowledge base sufficient to enable them to interpret the knowledge requirements, values and documentation 9. assessors and internal verifiers/scheme co-ordinators are familiar with the recording systems, documentation and procedures for assessment and internal verification/quality assurance 10. assessors and internal verifiers are prepared for their role, supported and allowed sufficient time 11.any action plans agreed between the external verifier and the centre are met within the appropriate timescale 12.proof of candidates’ identities is obtained for those schemes where this is required 13. all those involved are notified of assessment dates well in advance 14.security arrangements for written papers, coursework assessments, project and practical work are in accordance with regulations (where applicable) 15. administration of written examinations, online testing and assessments are in accordance with regulations 16.candidates’ projects and prepared practical work are forwarded on time (where applicable) 17. appropriate records, results or other evidence of achievement are released to other centres or candidates (as applicable) in cases where candidates transfer to new centers 18.certificates and certificates of unit credit received from City & Guilds are securely stored prior to issue to candidates 19.results, certificates, medals or prizes are properly issued to candidates at the center 20. all general correspondence between City & Guilds and the centre is disseminated promptly to all relevant people within the centre (the QAC acting as the point of contact for such correspondence). 3.0 Within the HCCT Centre this person also currently also fulfils the role of Internal Verifier. 3.0 The Internal Verifier/scheme co-ordinator (IV/SC) monitors the work of all assessors involved with a particular qualification to ensure they are applying the standards/syllabus consistently throughout assessment activities. Although the roles are similar, the scope of responsibility will vary according to the type of assessment system in which they are involved (please refer to relevant scheme documentation). 3.0 As a general guide: 1. internal verification is the quality assurance function associated with N/SVQs 2. vocational schemes (VRQs) assessed by competence-based/practical activities and documentary evidence -7 - 3. scheme co-ordination is usually carried out in the context of vocational schemes (non-N/SVQs) which incorporate mixed methods of assessment. 4. IVs/SCs will need to have, and maintain, an appropriate level of occupational competence (please refer to relevant scheme documentation). 5. For N/SVQs, IVs/SCs must hold the appropriate internal verifier qualifications as approved and specified by the regulatory authorities within 18 months of starting their role. 3.0 Two or more of the roles carried out within centres can be undertaken by the same person. However, internal verifiers who are also acting as assessors cannot internally verify their own assessments. 3.0 IVs/SCs are responsible for: 1. ensuring that assessors follow the assessment guidance provided 2. advising and supporting assessors to assist them in interpreting and applying the 3. standards/syllabus correctly and consistently 4. regularly sampling assessment activities, methods and records to monitor consistency of assessment decisions as specified by scheme documentation 5. providing assessors with prompt, accurate and constructive feedback on their assessment decisions 6. undertaking an active role in raising issues of good practice in assessment 7. ensuring that equal opportunities and anti-discriminatory practices are upheld in the assessment process 8. liaising with other staff members and the external verifier to implement the requirements of the assessment system 9. ensuring that all candidates’ achievement records and centre documentation are completed in accordance with requirements 10.countersigning appropriate assessment documentation 11. ensuring assessors have opportunities for updating and developing their vocational and professional competence 12. supporting, countersigning and dating assessment and verification judgements by assessors and internal verifiers not holding the appropriate assessor/internal verifier qualifications as approved and specified by the regulatory authorities. 3.0 Note: if the IV countersigns another person’s assessments of the candidates work, that IV cannot then act in the role as IV for that candidate.

-8 - 3.0 The primary role of assessors is to assess candidates’ performance and/or related knowledge in a range of tasks and to ensure that the competence/knowledge demonstrated meets the requirements of the standards/syllabus. Assessors will therefore need to have occupational expertise in the competences/syllabus areas to be assessed. Assessors will be expected to maintain their expertise by being involved in continuous professional development activities. 3.0 For N/SVQs, assessors must hold appropriate assessor qualifications as approved and specified by the regulatory authorities within 18 months of commencing their role. Assessors not holding the appropriate qualifications must always have their assessment decisions checked and countersigned by a qualified assessor. 3.0 Assessors are responsible for: 1. making themselves regularly available to candidates 2. ensuring that each candidate is aware of his/her responsibility in the collection and presentation of evidence 3. agreeing and recording assessment plans with each candidate 4. fully briefing candidates on the assessment process 5. following assessment guidance provided by the awarding body and center 6. observing candidates’ performance in the workplace and/or in simulated situations, and/or conducting other forms of assessment in accordance with the scheme requirements 7. ensuring that assessment of performance by observation is unobtrusive 8. judging the evidence and recording assessment decisions against the standards/syllabus 9. providing candidates with prompt, accurate and constructive feedback 10. managing the system of assessment from assessment planning through to making and recording assessment decisions 11.assessing evidence of candidate competence against the national standards of occupational competence within the qualification 12. ensuring validity, authenticity, currency and sufficiency of evidence produced by candidates 13.maintaining accurate and verifiable candidate assessment and achievement records 14.confirming that candidates have demonstrated competence/knowledge and have completed the required documentation 15.agreeing new assessment plans with candidates where further evidence is required 16.making themselves available for discussion with the internal verifier/scheme co-ordinator and/or external verifier

-9 - 17. demonstrating commitment to anti-discriminatory practice and equal opportunities 18.ensuring that any member of the public (clients/service users) involved in the assessment gives informed consent, especially if there is any risk of intrusion into areas of privacy and/or confidentiality 19. ensuring maintenance of confidentiality for sensitive information. 3.0 Peripatetic assessors 3.0 Wherever possible, candidates should have access to a qualified assessor who is familiar with the candidates’ work and their work setting. This is likely to be most fully met by the use of workbased assessors including those who line manage or supervise the candidate. The involvement of the manager/supervisor as work-based assessor strengthens the linkage of assessment processes to supervision and performance appraisal as well as the evaluation and development of services. 3.0 However, City & Guilds accepts that there is a need for peripatetic assessment in order to provide the best possible access to assessment for candidates regardless of their particular circumstances or work settings. 3.0 The term ‘peripatetic assessment’ mainly applies to those situations where the assessor is not employed in the same workplace as the candidate and is not in a line management relationship with the candidate. 3.0 Peripatetic assessment is most frequently used where: 1. candidates work in isolated, very small or dispersed settings 2. there are insufficient numbers of qualified assessors in a candidate’s workplace 3. training agencies place and support students/trainees in work place settings in order to gain N/SVQs. 4. The increased take-up, use and influence of N/SVQs has led to a greater use of peripatetic assessment and peripatetic assessors. In some situations pressure on work-based assessors, in terms of their own workloads, mean that candidates’ access to assessment is threatened. In some sectors access to N/SVQs has been wholly dependent on the use of peripatetic assessment or full time assessors. 5. It may be necessary for the approved centre to utilise the services of peripatetic assessors to carry out assessments. Responsibility for the necessary arrangements, administration and quality control will rest with the approved centre. When using peripatetic assessors the same requirements and principles apply as those described for assessors. 3.0 It is the centre’s responsibility to ensure that: 1. all assessments meet the requirements set out in the regulations 2. candidates are afforded facilities and consideration on a par with those available to candidates working alongside their assessors 3. candidates are not required to take a battery of tests or assessments with the aim of reducing frequency of assessor visits or to accord with timetables of assessment

-10 - 4. the peripatetic assessor is well known to the candidate, who should identify him/her as a supportive influence closely concerned in their progress and development 5. the assessor is not viewed, with apprehension, as an ‘examiner’ from an outside body but must be someone who makes effective links with colleagues, managers and candidates 6. candidate choice of the order in which elements of competence addressed/assessed should not be overly influenced by the assessor’s preferred pattern of work or those of the assessor’s principal employer 7. one assessor judges the summative assessment for a single unit of competence. 3.0 In all of these instances the assessment centre should have in place effective site agreements and assessment contracts, which ensure that: 1. the candidate’s manager or other link person is knowledgeable about N/SVQs and is clear about their own role and that of the peripatetic assessor 2. the candidate’s manager, and others who are affected, know about and agree their contribution to the assessment plan 3. the manager and/or link person is in a position to support the candidate 4. the manager and/or link person and candidate know how to contact the assessor between planned appointments. 3.0 Many centres use peripatetic assessors to support the work-based assessors, by giving the former the overall responsibility for the assessment process (planning, reviewing, completion of documentation etc) while requiring work-based assessors (who hold, or are in the process of achieving the appropriate assessor qualifications as approved and specified by the regulatory authorities) to undertake the direct observation of the candidates’ performance. 3.0 This process may be seen as combining the benefits of both approaches, but is dependent on clear, planned and recorded communication between all those involved. 3.0 The role of Mentors is to support and guide candidates and is usually put in place where there is a perepatic assessor 3.0 External roles 3.0 External verifiers (EVs) are appointed by City & Guilds to ensure that all assessments undertaken within centres are valid, consistent, sufficient, authentic and meet the requirements of the standards/syllabus. They will have an appropriate level of knowledge, experience and skill for the qualifications in which they are involved. 3.0 EVs are responsible for: 1. making approval visits/recommendations to confirm that organisations can satisfy the approval criteria 2. ensuring that internal verifiers/scheme co-ordinators are undertaking their duties satisfactorily

-11 - 3. monitoring internal quality assurance systems and sampling assessment activities, methods and records 4. providing prompt, accurate and constructive feedback to all relevant parties on the operation of centres’ assessment systems 5. maintaining records of centre visits and making these available for auditing purposes 6. promoting best practice 7. helping centres to develop internal assessment and evidence evaluation systems that are fair, reliable, accessible and non- discriminatory 8. acting as a source of advice and support. 3.0 For vocational schemes (non-N/SVQs), EVs may be responsible for some or all of the duties listed above, depending on the requirements of the qualification.

-12 - Qualifications

4.0 City & Guilds Affinity Level 2 Certificate in Mental Health Work

4.0.1 Background to the Level 2 Certificate 4.0.2 The landscape of mental health education and training for support staff has changed dramatically over the past decade or so. It is easy to forget that, until relatively recently, only limited development opportunities existed for many support staff and volunteers practising in the mental health field. 4.0.3 At the time of the Newby Inquiry in 1995, the vast majority of front line staff did not hold a qualification relevant to their current practice role, nor did they receive anything resembling comprehensive training once they were in post. Certainly, there was no clear expectation, let alone requirement, from government departments or employer’s bodies, to provide training and development for this part of the mental health workforce. 4.0.4 But since then – and since the Level 3 Certificate in Community Mental Health Care was in development – all that has changed. National Service Frameworks, induction frameworks and standards, Sector Skills Councils, registration requirements and new models for support workers – are all now in place or are being developed cross the UK, reshaping and improving mental health services. And with all these developments has come a much clearer expectation, not least from users of services and their carers, that all levels of the workforce should receive training and support in their practice. 4.0.5 It is against this changing background that the Level 2 Certificate in Mental Health Work was developed. Originally conceived as an introductory version of the Level 3 Certificate in Community Mental Health Care, it has been designed for people new to the mental health sector who are not yet ready to move on to Level 3 or who want to follow just Level 2. It forms the first step of a progression route onto vocational and vocationally related awards that has now emerged for front line support staff. 4.0.6 The Level 2 Certificate in Mental Health Work has been mapped against the S/NVQ Level 2 in Care. In addition, City & Guilds have mapped the Level 2 Certificate against:  Key skills at Level 1 and 2  National Occupational Standards for Mental Health  Induction and foundation requirements of TOPSS England  Induction requirements of the Care Council for Wales/Cyngor Gofal Cymru  Core Skills for Scotland.

4.0.7 Structure of the Level 2 Certificate 4.0.8 The Level 2 Certificate comprises of five units all of which must be completed to achieve the award. The five units are presented in a standard format and each unit has a number of learning outcomes to be achieved. The Level 2 Certificate is a VRQ (vocationally related qualification). It consists of 5 units:

Unit 1 Principles of mental health work This unit aims to introduce candidates to the basic principles of mental health work.

-13 - Unit 2 The experience of mental distress The aim of this unit is to place the service user’s experience at the Centre of mental health work and to introduce candidates to their role in understanding and meeting the needs of service users.

Unit 3 Effective communication This unit aims to develop the candidate’s awareness of effective communication and the importance of maintaining accurate records.

Unit 4 The working environment This unit aims to develop the candidate’s awareness of how to work in a healthy and safe way within the policies and procedures of the employing body.

Unit 5 Developing as a mental health worker The aim of this unit is for the candidate to identify their own development needs.

4.0.9 We will be using The Mental Health Foundation and Pavilion produced learning programme, materials and assessment guidance to support the delivery of the Level 2 Certificate. These materials have been written to focus on work-based training by the line manager to support staff in achieving the Level 2 Certificate. 4.0.10 The programme uses a combination of group learning sessions with input from a trainer and independent learning activities that are closely linked to the assessment requirements of the award. 4.0.11 The programme comprises an introductory training session plus a half-day session for each of the five units. The assessment guidance clarifies the assessment requirements of the award and sets out practical activities that students can undertake to generate evidence demonstrating they have reached the required standard. 4.0.12 It is our intention that ultimately the delivery of the Certificate will be incorporated as part of the induction and training programme for new staff and volunteers. In the meantime, we will be running dedicated training sessions to deliver the Certificate. 4.0.13 This section has been adapted from Level 2 Certificate in Mental Health Work brochure, a copy of which is in Resources File One. 4.0.14 The structure of delivering the award is contained in Appendix F.

4.2 City & Guilds Affinity Level 3 Certificate in Community Mental Health Care [Scheme Number 3056] 4.2.1 Background to the Certificate 4.2.2 A study commissioned by the Mental Health Foundation into the qualifications and training of care staff working with mentally ill people found what it called a ‘piecemeal approach’ to training. Only 20% of those who responded to a survey had a relevant qualification before taking up their post and any subsequent training they received '...comprised occasional attendance at short courses'. The report revealed that few staff had an understanding of the major areas of mental health care and there was a feeling amongst service users that care staff and volunteers simply failed to understand their problems. The report highlighted

-14 - gaps in the structure of existing care S/NVQs at the time and, like the Newby Inquiry before it, called for a ‘...concerted programme of action to improve the training and competence of staff in this sector’. 4.2.3 It is against this background that the Level 3 Certificate in Community Mental Health Care was conceived. Although there are many courses addressing mental health issues, it is difficult for any employer to ensure that their staff’s attendance on one or several courses adds up to comprehensive coverage of the many key areas. The Level 3 Certificate in Community Mental Health Care fills this gap. 4.2.4 Core values underpining the Level 3 Certificate in Community Mental Health Care.  A skilled and competent workforce is the bedrock of safe, sound and supportive services  Mental health services should respect and acknowledge diversity and cultural identity  The expertise and experience of service users, families and carers is valid in improving services  Service users should have access to, and a choice of, appropriate and useful management and treatment approaches  Mental health services should empower service users, and support families and carers, and be accessible to those in greatest need  Integrated and cost-effective mental health services are implemented in a spirit of cooperation and partnership amongst all key workers and stakeholders 4.2.5 About the Level 3 Certificate 4.2.6 The Level 3 Certificate offers comprehensive coverage of the core knowledge, skills and attitudes needed by practitioners to deliver effective and safe client- centred services across the broad spectrum of mental health services in the UK. 4.2.7 The qualification is aimed at staff, volunteers, service users and carers who do not have a professional qualification relating to mental health and are involved in the delivery of mental health services in some way. Such services may include residential, day care, drop-in services, advocacy, inpatient and out-patient care, supported housing, supported employment, home and general community support, and specialist services such as services for homeless people. The Level 3 Certificate may be taken independently or alongside other vocational training. It may also be used as either a stepping stone onto, or following, professional training. 4.2.8 There are no prerequisite qualifications, learning or experience for students of the Level 3 Certificate. However City & Guilds Affinity recommends that in order for students to fully benefit from the qualification they should have some current or past practical experience in the mental health field to draw on. They should already have completed their induction period within the workplace or the equivalent, for example through experience of influencing or improving mental health services in some way or through mental health awareness training.

-15 - 1. The Level 3 Certificate is made up of 8 units upon completion of which students will be able to demonstrate practical skills and understanding of the following key areas: 2. Unit 1 Mental Well Being & Mental Health Problems Describing different types of mental health problems in a multi-ethnic setting; the source and impact of mental health problems; promoting awareness of discrimination in relation to mental health

Unit 2 Interventions & Approaches Promoting mental health; investigating the management and treatment approaches; dealing with specific need

Unit 3 The Legal, Policies and Service Framework Working within the legislation and nationally/locally agreed policies for mental health; explaining the influence of relevant agencies on mental health services

Unit 4 Care Planning and Managing Risk Working within a care planning process; contributing to needs assessment, risk assessment and effective practice

Unit 5 Communication and Relationships with Service Users & Carers Investigating the principles relating to communication and relationships with service users; the effect of the environment on communication and relationships; supporting people with mental health problems to achieve effective communication and relationships

Unit 6 Supporting Service Users in their Relationships Highlighting the importance of relationships; explaining relationships; how to support individuals in their relationships

Unit 7 Enabling People to Manage Change Identifying changes; supporting people with mental health problems in managing changes

Unit 8 Team and Joint Working Roles and responsibilities of those involved in mental health care; effective relationships among mental health care workers

4.2.9 What level is the qualification 4.2.10 The Level 3 Certificate in Community Mental Health Care is a vocational qualification aimed at all practitioners in the mental health field who do not have a professional qualification relating to mental health. Vocationally related qualifications are flexible awards for people who are in employment, unemployed, in education, or taking a career break, and have been designed to complement, enhance and support the S/NVQ structure. 4.2.11 The Level 3 Certificate is linked to S/NVQ Level 3 in Health & Social Care, Level 3 S/NVQ in Promoting Independence and Mental Health NOS.

-16 - 4.2.12 What is the Level 3 Certificate's status? 4.2.13 The QCA has formally accredited the Level 3 Certificate which means that it is part of the National Qualifications Framework for England and Wales. The Scottish Qualifications Authority (SQA) currently only carries out accreditation for SVQs and is therefore not able to accredit this certificate as yet. 4.2.14 TOPSS UK, the National Training Organisation for Social Care, has fully supported the development of the Level 3 Certificate and is actively endorsing it as part of its training strategy for mental health in England, and that Skills for Health and the Community Justice NTO are also supporting the Certificate. The Level 3 Certificate has also been recognised by the Department of Health as the development route for STR (Support Time Recovery) workers. The Level 3 Certificate has been endorsed by mental health employers across the UK as being a valuable means of developing and enhancing the knowledge and skills of their staff 4.2.15 The information in this section has been adapted from the Level 3 Certificate in Community Mental Health Care, a copy of which is in Resource File One. Further information can also be found at http://www.mentalhealth.org.uk/page.cfm?pagecode=PITRCCL3 4.2.16 The structure of delivering the award is contained in Appendix F

4.3 NVQ Level 3 – Promoting Independence 4.3.1 The NVQ Level 3 in Promoting Independence is a somewhat different award being fully part of the NVQ structure and having different assessment imperatives. 4.3.2 The most important difference between Affinity Awards and NVQ’s is that the latter require qualified NVQ Assessors and Verifiers. 4.3.3 Holy Cross will not be offering this Scheme until suitably qualified Assessors and Verifiers are available.

-17 - 5.0 Selection and Support of Candidates 5.1 Selection of Candidates 5.1.1 The way Candidates are selected depends to some extent on their role and which part of the organisation they work with. 5.1.2 Support Workers within Flexicare who do not already have a vocational qualification higher than Level 2 will be expexted to complete that award at the earliest opportunity. New recruits will be screened for suitability during the interview process, existing staff will be interviewed to 5.1.3 Volunteers with the Holy Cross (Day) Centre should discuss their interest with their supervisor who will put their name forward to the Section Coordinator. The Candidate will then undertake the Induction Programme and, if successful, will be registered for their chosen Award. 5.1.4 Should other sections of the Trust wish to participate, Candidates will be screened in line with Centre Volunteers 5.1.5 External Candidates will be invited to undertake the Induction Programme and, if successful, will be registered for their chosen Award.

5.2 Support of Candidates 5.2.1 In general terms, candidates will receive support from a number of people and fora. Where the Assessor is also the candidates line manager or supervisor then that person will be the principle support. Where the Assessor is external or works in a different part of the organisation then a Mentor will be identified who will generally be a more experienced person within the same team. 5.2.2 In addition, training sessions will be regularly offered focusing on the units of the scheme, with time set aside for individual and group discussion and support.

5.3 Candidates with Special Needs or Particular Requirements 5.3.1 Candidates who will need particular support should ideally be identified prior to commencing the Award and their needs fully discussed and assessed. This is particularly relevant for candidates for whom English is not their first language and who may have good verbal language skills but difficulty with writing in English. 5.3.2 Candidates with learning difficulties may be identifies from the outset and appropriate support agreed. However some learning difficulties, in particular Dyslexia, may only become apparent as the candidates written work is evaluated. 5.3.3 Where a candidate has particular assessment requirements, for example a need to tape record written work, this should be discussed with the QAC/IV in the first instance as agreement may need to be sought from C&G, particularly if the qualification has an examination element.

-18 - 6.0 Equal Opportunities

6.1 The Holy Cross Centre Trust has a strong commitment to Equal Opportunities in every area of its operation. 6.2 The Trust Equal Opportunities Policy (see Appendix D) will apply to all areas of the delivery of NVQ’s and Affinity Awards. 6.3 Any breach of this Policy by Candidates, Assessors, Verifiers or anyone else involved in the delivery of C&G awards will be considered of the utmost seriousness and may result in the indvidual being excluded from further involvement with the Centre. 6.4 Should a complaint or report of such a breech be received then the HCCT disciplinary and grievence procedure (see Appendix E) will form the framework for addressing the issue.

-19 - 7.0 Candidate Induction

7.1 In the future all induction programmes in each section of the organisation will be formulated in the context of all participants continuing on to complete the Certificate or an NVQ. 7.2 In the meantime, specific sessions will be held to induct candidates into the award and prepare them for compiling their Portfolio. 7.3 The basic pattern of Induction will be: 7.3.1 - Application & Interview to assess suitability and identify any special needs or requirements 7.3.2 - If necessary, the Candidate undertakes ESOL, IT or basic skills training provided by specilised agencies. 7.3.3 - Candidates attend an Induction session where the nature of the course and process of assessment will be explained. They will be given their Candidate Handbook and introduced to their assessor and agree their Indvidual Learning Plan. 7.3.4 Further sessions will be held at monthly intervals linked to the Units of the Scheme.

-20 - 8.0 Assessment and Verification 8.1 Criteria for Appointment of Internal Assessors and Verifier(s) 8.1.1 For C&G Affinity Awards, Assessors and Verifiers are required to be Occupationally Competent on the area of work being assessed. This will generally mean, in the case of assessors, a minimum of two years experience of work in the field being assessed. 8.1.2 Although not a requirement for Affinity Awards, we would expect Internal Verifiers to have a relevant qualification in the subject concerned. 8.1.3 Assessors and Verifiers are apointed by the QAC. 8.2 Methods of Assessment 8.2.1 The structure of the Affinity awards allow for a wide range of assessment methods including: 8.2.1.1 Direct Observation: The Candidate is observed in their normal working practice, completing a task relevant to the appropriate unit, which is supported by a Witness Testimony. Any staff member who is present when a candidate achieves a competency relevant to the appropriate unit may write a Witness Testimony. There should be some prior planning and discussion, and should be followed by discussion, oral questioning and feedback (including a Feedback Report sheet). This should also be recorded by the candidates in their Learning Diary in the form of a Candidate Statement and Reflection of the task completed. 8.2.1.2 Assignments: Each unit is assessed by a written assignment that will be backed up by oral questioning and observation of the candidate. Assignments should ideally be handed in at the end of each unit, and the final version submitted by the end of the course. The submission date of each unit’s assessment is to be agreed between the candidate and assessor during tutorial meetings. Each assignment can be resubmitted after feedback has been given, provided that the agreed submission date is adhered to. Failure to keep to the timetable means that the assignments can only be submitted once at the end of the course. If a unit assignment still fails to meet the course standard then the unit must be re-taken before the assignment can be re-submitted for marking. The assignment may involve obtaining work related information or documents e.g. care plans, equal opportunity and Health and Safety policies. Such documents must ALWAYS maintain confidentiality by deleting any identifying factors. 8.2.1.3 Case Studies, Written & Reflective Accounts. The Candidate will keep a Learning Diary throughout their course comparing entries at the beginning and the end of the course to see how they have progressed. This will therefore represent a Written & Reflective Account of their experience in the Mental Health Sector workplace. The Learning Diary is a work-based assessment for each of the five units based on the practical activities in the learning outcomes. 8.2.1.4 Multiple-choice / Short Answer Exam: For the Level 2 Certificate, the Candidate will undertake a multiple-choice test (based on the underpinning knowledge in the learning outcomes). The multiple-choice test comprises 24 questions, and students will be required to complete it in one hour. It is set and marked by City & Guilds and covers the underpinning knowledge for Units 1 to 4. Candidates will only be entered when they have completed and

-21 - passed the assessments for all the five units. For the Level 3 Certificate, Candidates will sit two short answer exams at C&G. 8.2.2 It is expected that assessors will use a wide range of assessment methods, having regard for the competence being assessed and the context of assessment and having due regard for any special requirements that the Candidate may have. 8.2.3 8.3 Information for Candidates 8.3.1 All candidates will be given a Student Workbook which will contain full details of the methods of assessment that may be used and Assessors will discuss with candidates which methods will be used in their assessment. 8.3.2 Assessors should consider, after discussion with the candidate, and, if appropriate, their line manager, whether any special need or disability that the candidate might have will affect the methods of assessment to be used. 8.3.3 8.4 Communication & Liaison Between Assessors & Verifier(s) 8.4.1 Regular meetings will be held between Assessors and Verifier(s) to ensure that Quality Assurances Standards are being met and that there is an equality of assessment for all candidates 8.4.2 Meetings will be timetabled to match the progress through scheme delivery and additional meetings will be convened as necessary. 8.4.3 8.5 Assessment & Verification Process 8.5.1 In the initial stages of award delivery all Portfolios will be verified by an Internal Verifier. As our experience of delivering an award matures the IV’s may decide that only a sample, say 25% - 50%, will need to be verified. This decision will be in the context of their experience of verification (ie how accurate they have considered the assessments to be), how experienced an indvidual assessor is and any other circumatances they consider relevant. 8.5.2 This notwithstanding, Portfolios will always be verified across the range of assessors to ensure a broad picture of the quality of assessment is maintained. 8.5.3 Who will undertake verification is indicated in the flow charts contained in Appendix A. 8.5.4 For trainee Assessors, a Qualified Assessor will meet with them after each module to sign off their assessment.

8.6 Internal Verification of NVQs

8.6.1 Holy Cross Centre Trust City & Guilds Centre has produced this document to clarity what it regards as good practice during its Internal Verification and aims to produce an internal verification system that is over and above the requirements of the current Internal Verification unit (V1).

8.6.2 The Holy Cross Centre Trust City & Guilds Centre is committed to ensuring that the qualifications it offers in conjunction with the City and Guilds retain their

-22 - value and credibility nationally. The Holy Cross Centre Trust City & Guilds Centre also wishes to maintain public and staff confidence in each and every NVQ and qualification offered by this centre. The key to this is to ensure valid and reliable assessment stressing the importance of the Internal Verifier role in achieving and maintaining this.

8.7 The Role of the Internal Verifier

8.7.2 The role of the Internal Verifier is often under-developed and in many cases poorly understood and we aim to counteract this by using the Internal Verifier as the heart of our Quality Assurance system. The Internal Verifier is an integral part of the quality and management systems of the Centre as well as their usually understood role of managing assessment so that it consistently meets national standards. As such the Internal Verifier is a key factor in ensuring that when certification is claimed for a candidate reliably achieves the national standards including any National Occupational Standards contained within the relevant qualification. The process of Internal Verification is not regarded as either adding a second signatory “for the records” or as a “signing off” sheet process but as an important integral part of the assessment process.

8.7.3 The three main aspects of the Internal Verifier role are:

a) verifying assessment b) developing and supporting assessors c) managing quality of NVQ delivery

8.7.4 Each of these key areas is discussed below with examples of issues/concerns arising from the work undertaken in the project and ideas/guidance on accepted best practice.

8.8 Verifying Assessment

8.8.1 This is the first and perhaps most obvious of the Internal Verifier duties and involves maintaining the quality of assessment for all candidates. In the Holy Cross Centre Trust City & Guilds Centre this forms the core part of the Internal Verifier’s duties, and is by far the most time consuming. There are three strands to verifying any assessment/assignment.

a) Sampling assessments where it is important that consistent and reliable assessment and verifications decisions are made during the process b) Monitoring assessment practice including quality and trends of assessment. c) Standardizing assessment judgments including the highlighting of problems, trends, and producing a plan for the development of assessors.

8.9 Sampling assessments

8.9.1 The Holy Cross Centre Trust City & Guilds Centre considers the following sampling strategy to be good practice:

-23 - 8.9.2 Portfolios are sampled by a fixed date sampling system where all verifiers and assessors are present. The Internal Verifier will have an opportunity to evaluate each assessment prior to this date. A flat rate (%) sampling system is to be used where in a new qualification 100% of all the submitted portfolios are verified. As the assessors gain experience an overall minimum of 25% of each assessor’s marking will be sampled using the following criteria.

a) Any Portfolio where a FAIL grade has been recommended. b) Any Portfolio where the assessor/mentor has concerns over the sufficiency or quality of evidence or has indications that the requirements of the programme might not have been met. c) Any Portfolio where there is an unresolved dispute between a Student and an Assessor. d) Late assessments will be verified and submitted in the next round of assessment. e) Portfolios of all students who have had special arrangements agreed by the Holy Cross Centre Trust City & Guilds Centre are all internally verified.

8.9.3 The Holy Cross Centre Trust City & Guilds Centre considers “end loaded” sampling or a “no sampling strategy” to be an unsatisfactory and inadequate method of verifying assignments. It also considers situations of sampling exclusively summative assessment decisions bases on portfolio evidence instances as poor practice.

8.9.4 It is important that the Internal Verifier Interim samples candidates work throughout the process and will be expected along with the set verification date to “dip in to” the assessment process at different stages of the offered qualification. This includes reviewing candidate work perhaps (a) before decisions have been made on any unit and (b) looking at portfolios with one or two completed units. It will entail checking the progress review report given to candidates by Assessors, this will enable the Internal Verifier to evaluate the quality of formative guidance on assessment and the effectiveness of assessment planning.

8.9.5 Interim verification will enable the Internal Verifier to pick up problems at an early stage and so avoid the situation of turning down final decisions. It will also highlight individual Assessor needs for support or training which in turn may be used to develop the assessment team as a whole. Similarly it provides an opportunity to identify and so share good practice within the Centre, particularly where one or more of the Assessors have wider experience.

8.9.6 We consider leaving assessment and verification until the candidate had completed most of the award as bad practice and do not support “end-loaded” verification.

8.10 Monitoring assessment practice

8.10.1 The Internal Verifier will feedback to the Assessors on both good and bad practice and any unsatisfactory assignment marking highlighting any

-24 - trends or patterns he observes. This feedback will be used in formulating a developmental plan for Assessor training. The sampled assessments will be verified in regard to the initial and final submission so that the quality of feedback to the candidate can be reviewed i.e. summative sampling. Correct summative sampling should entail reviewing the quality of the assessment decision by evaluating how the Assessor has reached that decision.

8.10.2 The Internal Verifier must be able to follow an audit trail which clearly demonstrates that the Assessor has checked all the evidence presented - whatever its format. This audit trail must also ensure that all submitted material meets the “rules of evidence” e.g. correctly presented witness testimonials.

Evidence must have been confirmed by the Assessor as being:

a) valid - relevant to the standards for which competence is claimed b) authentic - produced by the candidate c) reliable - accurately reflects the level of performance which has been consistently demonstrated by the candidate d) current - sufficiently recent to be confident the same level of skill/understanding/knowledge exists at the time of claim e) sufficient - meets in full ALL the requirements of the standards

8.10.3 In order to standardize assessments for all candidates and qualifications 25% of all Assessors’ marked assignments will be verified to ensure that standardization occurs between Assessors. This will be extended to include standardization across programmes when and where it is feasible to perform.

8.10.4 It is not satisfactory to guess, or assume, any aspect of the “rules of evidence”. The process must be transparent to anyone with appropriate expertise who looks at the evidence and assessment records. Relying on personal knowledge of the Assessor to assume he/she “must have seen everything” or “will have asked the candidate the appropriate questions to test knowledge” is not good practice. Similarly where the candidate has relied on witness testimony or work generated products, it must be clear to the Internal Verifier that the Assessor has taken steps to satisfy him/herself of authenticity. This should include validating signatures of witnesses as well as evidence.

8.10.5 Clearly, the critical factor here is the quality of assessment records and reports and both the observation of assessment (when used) and the assessment and referencing of evidence must be of a high standard otherwise they are almost rendered meaningless as evidence. Vague, generalised comments such as “worked well” or “satisfactory” or “met the standards” lack the detail required to establish an audit trail to the standards, and require “a leap of faith” by anyone then trying to follow and verify the assessment process and thus are unacceptable to the Holy Cross Centre Trust City & Guilds Centre.

8.10.6 Both the Assessors and Internal Verifiers of the Holy Cross Centre Trust City & Guilds Centre consider that the qualification claimed includes

-25 - competences related to referencing or organising of evidence or information by the candidate. It may therefore be a significant indication of lack of competence if the portfolio is badly organised or referenced and the candidate clearly has little understanding of the course requirements, as report writing is integral in the Care sector.

8.10.7 However, if there is no such skill described in the NVQ then candidates should not be disadvantaged because they struggle to cross-reference but must be offered guidance in this area. The Assessors’ records and reports must clearly indicate the basis for their decision i.e. where the evidence is to support each unit and it is not acceptable that the Internal Verifier (and then the External Verifier) should have to search extensively to find evidence that supports the Assessors decision(s).

-26 - 9.0 Use of Client Information, Confidentiality & User Involvement 9.1 Use of Client Information and Confidentiality 9.1.1 Candidates need to produce a range of reports and records using appropriate information and language and the information must be correctly filed and stored. The Data Protection Act governs the storage, use and confidentiality of client information and therefore candidates must be guided on the use of such information. It is essential that information no matter what its source remains confidentiality at all times. 9.1.2 Where evidence is being collected for training/assessment purposes e.g. for NVQ Witness statements, Candidate Assignments etc., steps must be taken to preserve the client's right to confidentiality. This could be achieve by excluding certain agreed information from the statement or by obtaining the consent of the client(s) involved in the preparation of the statement for example by the use of generic terms such as ‘service user’ or by blanking out names withy a thick black marker pen. 9.1.3 Information stored in, and retrieved from, recording systems must be consistent with the requirements of legislation and organizational policy; i.e.: Information must be accurate and contain only the information necessary for the candidate’s purpose. 9.1.4 Information is only disclosed to those who have the right and need to know, e.g. proof of identity is only revealed to the assessor. 9.1.5 Take appropriate precautions when communicating confidential or sensitive information so that only those who have the right and need to know it. 9.1.6 Confidential information is stored in the correct place and is secure e.g. not left in a place freely accessible to other people or is password protected on a computer. 9.2 User Involvement in Training 9.2.1 Training by users is growing rapidly in the UK. It can enable workers to understand more about the implications for users of their actions, their treatments and their approaches. 9.2.2 We are actively seeking to incorporate users into all our induction and training courses and to ensure that this training is well integrated into the rest of the training course (not just a 'one-off') and properly funded 9.2.3 We are aiming for trainers from a range of perspectives – for instance, include trainers on black users' issues and women's issues. 9.2.4 We will ensure parity between users and non-users, for example, if a professional consultant or trainer is offered a fee, the same must apply to a user trainer or consultant 9.2.5 We will build user training into in-service training programmes for workers and offer training for users, e.g. in presentation committee skills. 9.2.6 We will acknowledge users contributions. Credit for users' ideas and work should go to them, not to professionals. 9.2.7 We will be careful never to invalidate the views of an active user by saying they are 'unrepresentative'. Once a user has become powerful and articulate, or ‘found their voice they will not be told that they are not ‘typical’ users. 9.2.8 The users can be involved in the NVQ procedure in several ways.

-27 - 9.2.9 The clients produce a feedback questionnaire, which evaluates the candidate’s respect, empathy, communication skills, knowledge and ability to empower the client. This can form a witness testimony in the candidate’s assessment portfolio. 9.2.10 Clients are invited to attend a panel (including an internal verifier) that will review assignments produced by candidates. The assignments will represent a random selection where candidate information is blanked out to maintain confidentiality. 9.2.11 The panel will also meet to comment on the validity of the assignments and suggest improvements and to them and the course in general. 9.2.12 Clients will be invited to present personal experiences about Mental Health issues to the clients during the course either informally, or a formal group presentation

-28 - Quality Assurance Policy

10.1 Holy Cross Centre Trust Mission Statement HOLY CROSS CENTRE TRUST is a registered charity (No. 800805 founded in 1988 with the purpose of improving the quality of life for socially excluded people in and around King’s Cross, London. Those who use our services include homeless people, asylum seekers and refugees, people with mental health and addiction problems and people with physical disabilities. We aim to help those who use our services to develop their self-esteem, confidence and self-reliance, integrate into the wider community and overcome practical barriers to independent survival. Our approach is holistic, recognising that those who use our services need emotional support if they are to benefit from the practical assistance we give them or help them find. We offer the people who use us a community where they are recognised, where they are treated with respect, and where they have a voice. We see isolation as the principle issue confronting most of those who use our services and try to provide a supportive and non-judgmental base from which people can build confidence to engage with each other and the wider community. We seek to fill the emotional space in the lives of people who do not have the support networks of family, friends and colleagues that most of us take for granted. 10.1.1 The Holy Cross Centre Trust C&G Centre is committed to maintaining the Mission Statement as the foundation of the training provision we offer and this section should be read in conjunction with the Trust’s Quality Systems Manual. 10.2 Responsiveness and Access - To ensure that the C&G Centre is responsive to the needs of identified Candidates and accessible to all identified actual and potential Candidates. 10.2.1 Groups of potential Candidates that are under represented are identified through regular review and initiatives set up to improve their access. 10.2.2 Scheme delivery is responsive to Candidates needs and that this is demonstrated by all Schemes being fully subscribed once established, and by a range of methods developed to ascertain Candidates views. 10.2.3 Scheme delivery is responsive to the needs of services and purchasers of places and that this is demonstrated by a flow of appropriate Candidates sufficient to ensure Schemes are fully subscribed. 10.3 Service user involvement and feedback - To ensure effective methods for user involvement and feedback linked to review and planning. 10.3.1 Appropriate and accessible forums are available to users of all HCCT services to express their views and feelings about all aspects of the effects of Scheme delivery on the service they use. 10.3.2 Service users are offered appropriate means and support to enable them to forward views to the C&G Centre. Such feedback can be given confidentially or anonymously if wanted, in writing or verbally. 10.3.3 New methods of ensuring effective involvement of and feedback from service users are continuously sought and explored and Service users are informed of the results of their involvement and feedback.

-29 - 10.4 Premises and environment - To ensure that all premises used by the Centre are integral to the fulfilment of the purpose of the C&G Centre. 10.4.1 Regular checks are made to ensure that the environment meets the required health and safety standards. 10.4.2 The environment is designed to be physically and aesthetically accessible to current and potential Candidates and is a pleasant and efficient working environment. 10.5 Information and Communication - To ensure coherent and effective communication both internally within Holy Cross Centre Trust and with external bodies 10.5.1 Publicity material and information is up to date, accurate and accessible to those who need it 10.5.2 Publicity material is sensitive to the needs of potential Candidates and available in formats that addresses the needs of people with a disability or other special needs. 10.5.3 Communication channels are maintained and structured between stakeholder groups within the organisation: service users, trustees, volunteers and staff. 10.5.4 All C&G requirements, requests, standards and timetables are fully met. 10.6 Scheme Delivery - To ensure effective delivery of schemes that meets the requirements and standards of the awarding body in all respects. 10.6.1 All Candidates receive an appropriate induction. 10.6.2 Scheme delivery is regularly assessed and adapted where necessary 10.6.3 Assessment and Verification is rigorously, fairly and equitably carried out consistent with the requirements of the scheme(s). 10.6.4 All Assessors and Verifiers receive regular supervision of appropriate character, frequency and duration relative to their workload, experience and responsibilities. 10.6.5 Recruitment of Assessors and Verifier procedures fulfils the mission and the spirit of the equal opportunities statement. 10.7 Equal Opportunities - To ensure equal opportunity, diversity and non- discriminatory practice. 10.7.1 The Equal Opportunities policy is reviewed annually with a view to achieving equity, and valuing diversity in all aspects of the Centre’s work. 10.7.2 Gender, ethnicity, age and disability are monitored and under-representation addressed in all review mechanisms. 10.7.3 All Assessors, Verifiers and Candidates are inducted in the Equal Opportunities policy and non-discriminatory practice 10.7.4 Incidents involving breaches of the Equal Opportunities Policy by Assessors, Verifiers or Candidates are addressed, logged and reviewed. 10.8 Confidentiality - To ensure the appropriate handling of information with regard to respect for the needs and wishes of individuals, security, and the law.

-30 - 10.8.1 All Assessors, Verifiers and Candidates receive an induction into the Confidentiality Policy and the Policy is reviewed annually. 10.8.2 Information storage is governed by procedures relating to access, security and the requirements of the Data Protection Act and other any legal requirements. 10.8.3 Decisions relating to confidentiality are referred to the appropriate forum. 10.9 Records - To maintain appropriate statistical, administrative and financial records of the Centre by collecting and analysing relevant data 10.9.1 Data requirements of the Centre are monitored and updated regularly. 10.9.2 Data is collected as necessary for the administration of the Centre but with careful consideration in order not to waste resources on unnecessary information. 10.9.3 Legal requirements are observed at all times 10.10 Review and Planning - To provide effective review and planning mechanisms to ensure quality service provision. 10.10.1 A statement details the mechanisms for review and planning – process, participants and time scales. 10.10.2 Planning and review is participated in by representatives of all internal stakeholders (service users, candidates, Assessors and Verifiers). 10.10.3 Review and planning process is linked to a Development Plan. 10.10.4 Review and planning process is linked to the Quality Systems programme. 10.10.5 Information and communication channels are in place regarding the results of the review and planning.

-31 - 10.11 Candidates Experiencing Difficulties

-32 - 11.0 Accreditation of Prior (Experience) and Learning

11.1 Many candidates will come to the process with previous experience and qualifications. It is possible for these to be used as evidence for Units and thereby possible reduce the amount of work a candidate needs to undertake to achieve an award. 11.2 The precise process for AP(E)L will depend on precisely what is being sought. A proforma can be found in APPENDIX G (Forms). This should be adapted to suit individual circumstances. 11.3 It is worth considering whether the AP(E)L process, especially in relation to previous experience, would actually be more time consuming than completing the relevant Unit(s). 11.4 It is highly unlikely that AP(E)L will be relevant for Candidates undertaking the Level 2 Certificate in Mental Health as they will either already hold higher qualifications or should be directed to the more appropriate Level 3 Certificate.

-33 - 12.0 Continuous Professional Development 12.1 NVQ Assessors Qualification 12.1.1 Members of staff undertaking assessments will be expected, as soon as is practicable, to undertake the A1 Assessors award 12.1.2 Information about this award is contained in the Continuous Professional Development file

12.2 NVQ Internal Verifiers Qualification 12.2.1 Experienced Assessors are encouraged to work towards the NVQ V1 qualification 12.2.2 Information about this award is contained in the Continuous Professional Development file

12.3 Centre Development Unit for Care, Health & Community 12.3.1 City and Guilds offer a series of courses for assessors and verifiers and staff are encouraged to attend these on a regular basis. 12.3.2 Information about these courses is contained in the Continuous Professional Development file

-34 - 13.0 Appeals Process

13.1 Appeals About Assessments

13.1.1 Where a candidate disagrees with the assessment they have received they should raise this, in the first instance with the Assessor. If the Assessor is not able to resolve the situation with further explanation and discussion, they should review the material in dispute to satisfy themselves of the accuracy and consistency of their assessment. 13.1.2 The result of this review should be communicated to the candidate as soon as practicable but in any case within 10 working days. If the assessor has not changed their view on the candidate’s presentation the candidate should be informed of their right to have their work moderated by another Assessor. 13.1.3 Should the candidate wish this to happen then the Scheme Coordinator is informed who will appoint a second opinion Assessor to independently review the material and inform the Candidate of what was happening and the likely timescale. 13.1.4 If the two Assessors agree about the outcome of the assessment then the Scheme Coordinator will write to the Candidate informing them of the outcome. 13.1.5 If the two Assessors do not concur then the Scheme Coordinator will prepare a report detailing the differences between them and forward all the material to the Internal Verifier who will review the Candidates presentation, the Assessors and Scheme Coordinators reports. 13.1.6 The Internal Verifier will review all the material and reach a definitive conclusion on the outcome of the assessment. Subject to Quality Assurance Monitoring by the QAC and City & Guilds, the Internal Verifiers decision is final. 13.1.7 The extent to which the candidate has confirmed to the suggested scheme of studies will be a consideration in the appeal precess.

13.2 Appeals Relating to the Conduct of the Scheme 13.2.1 Candidate considers that their performance or presentation has been affected by the way that the Scheme has been delivered, they should raise there concerns with the Scheme Coordinator. This should, wherever possible, be done in writing. 13.2.2 The Scheme Coordinator will investigate the matter and inform the Candidate within 10 working days the outcome on the investigation. Where it is not possible to meet this deadline the SC will inform the Candidate of the likely timescale and the reasons for the delay. 13.2.3 Once the outcome of the investigation has been communicated to the Candidate, should they still be unsatisfied, they should refer the matter, in writing, to the QAC whose decision, subject to Quality Assurance Monitoring by the City & Guilds, is final.

-35 - 13.3 Other Complaints & Grievances 13.3.1 Should a Candidate have any other complaints or grievances in relation to the C&G Centre’s conduct or administration these should be raised through the Holy Cross Centre Trust Complaints or Grievance procedures as appropriate.

13.4 Extenuating Circumstances 13.4.1 If the panel agrees extenuating circumstances then the Candidate will be allowed to re-submit as if for the first or second time as appropriate. Extenuating circumstances are defined as those, which are unexpected, acute, and beyond a Candidate's control which may affect academic performance. 13.4.2 Examples can be illness or disability, severe mental or emotional stress, bereavement or family illness. Wherever relevant, students are to submit medical certificates in support of their submissions.

-36 - APPENDIX A

-37 - Assessment & Verification Process – Affinity Awards

Assessor Andrzej Kate Donna Keith Verity Eliana

Internal Verifier – Bob

Assessment & Verification Process – NVQ Awards

Assessor Jean Rosemary Sarah Bob Andrzej Keith Verity Eliana * * ** ** *** *** *** ***

Verifier Verifier Verifier Signed Signed Signed off Signed off Si off by off by by by g n e d of f b y

Rosemary Jean Jean/ Jean Jean Rosemary Rosemary Rosemary Rosemary

Verifier Verifier Verifier Verifier Verifier

Rosemary Rosemary Jean Jean Jean

* A1/V1 ** Registered Manager (Adults) Award *** For Care Awards for which approval is not currently being sought

-B1 - APPENDIX B Holy Cross Centre Trust CODE OF ETHICS AND PRACTICE

A. INTRODUCTION

A.1 Purpose of Code

A.1.1 The purpose of this code is:

a) to clarify the ethical issues for members of staff in Holy Cross Centre Trust whether paid or un-paid b) to establish standards of practice c) to inform clients and the general public about their use

A.1.2 The code is a statement of the basic tenets of the agency on which all we do is founded. Everything produced, undertaken by or said within the agency and all our professional practice should be interpreted in the context of this code.

A.1.3 The code tries to recognise the respective Codes of Ethics of different professions (and where there is conflict this is identified).

A.1.4 Team members bound by their own profession's existing code of practices remain bound by such codes.

B CODE OF ETHICS

B.1 Fundamental Values

B.1.1 All team members will respect the Human Dignity of all with whom they come into contact whilst working with the Agency.

B.1.2 There will be Equality of Service Provision.

B.1.3 Respect and concern will be shown for the emotional and physical needs of all client and colleagues.

B.2 General Principles

B.2.1 Boundaries - The relationship with a client is a professional not a personal one.

B.2.2 Client Privacy - Find or create as safe and private a space as possible.

B.2.3 Clients have a right to receive appropriate help and to refuse help.

B.2.4 Team Members have a responsibility to look after their own needs.

B.2.5 When appropriately prepared Team Members should then put the clients needs first.

-B2 - C CODE OF PRACTICE

C.1 Introduction

C.1.1 This Code of Practice is designed to develop the principles contained in the Code of Ethics and apply them to the work situation. Statements are made in general terms and further discussion of the principles of practice are contained in the Commentary.

C.1.2 In working with Holy Cross Centre Trust all Team Members undertake to abide by this code and the principles it contains.

C.2 Responsibilities

C.2.1 Team Members have a responsibility to ensure that they are physically and emotionally fit and professionally able to undertake their work and to inform their supervisor if they are not. If they are uncertain they should seek assistance and guidance from their Supervisor.

C.2.2 Team Members will have a commitment to on-going training and professional development.

C.2.3 Team Members will attend supervision sessions as arranged.

C.2.4 Team Members will take all reasonable steps to ensure their own, other Team Members and Clients personal safety.

C.2.5 Team Members must recognise that their clients may be, or become, extremely vulnerable and that this will establish a power relationship. Team Members must take an active responsibility not to exploit clients financially, sexually, emotionally or in any other way.

C.3 Equality of Service Provision and Non-Discrimination

C.3.1 Team Members undertake to recognise the value, dignity and uniqueness of every human being, irrespective of origin, race, status, sex, sexual orientation, age, disability, belief or contribution to society and to treat each person with respect.

C.3.2 Team Members will not act selectively towards clients out of prejudice, on the grounds of their origin, race, status, sex, sexual orientation, age, disability, belief or contribution to society; nor will they deny those differences which will shape the nature of clients needs. Team Members will ensure help offered is within an acceptable personal and cultural context.

C.3.2 Team Members will appropriately challenge others when they act contrary to this code and where necessary bring it to the attention of their supervisor.

C.3.3 For many of our clients, English will not be their first language. Appropriate steps will be taken to make support for an individual available in a language in which they can comfortably communicate.

-B3 - C.4 Confidentiality

C.4.1 Team Members must treat with confidence personal information about clients, whether obtained directly, indirectly or by inference. Such information includes name, address, biographical details and other descriptions of the client's life and circumstances which might result in identification of the client.

C.4.2 Information clearly entrusted for one purpose should not be used for another purpose without sanction.

C.4.3 Exceptional circumstances may arise which gives a team member good grounds for believing that the client will cause serious physical harm to others or themselves or have harm caused to him/her.

C.4.4 In such circumstances the Team Member should seek the advice of their supervisor. In any case, wherever possible the clients consent, to pass on the information appropriately, should be sought.

C.4.5 Any breaking of confidentiality should be minimised both by restricting the information conveyed to that which is pertinent to the immediate situation and to those persons who can provide the help required by the client.

C.5. The Media

C.5.1 No unauthorised Team Member will talk to or otherwise communicate either directly or indirectly with the press or other media about any information, facts, impressions or opinions that relate in any way to their work with Holy Cross Centre Trust.

C.6 Security

C.6.1 At no time will Team Members use any Identification Card, Badge or Document for other than its intended purpose.

C.7 Legal Responsibilities

C.7.1 Withholding information about a crime that one knows has been committed or is about to be committed is not an offence, save exceptionally. Any Team Member hearing of terrorist activities should immediately refer to their supervisor.

-B4 - D THE COMMENTARY

D.2 On the Introduction

B.3.2 'Client' could in some circumstances include another Team Member emotionally affected by their work with the agency.

D.3 On the Code of Ethics

C.1 Fundamental Values

C.1.1 Respect for Human Dignity, as well as treating everyone as important and valuable, requires a real and genuine awareness of the cultural, religious and personal beliefs of each individual and not belittling or denigrating these beliefs. It does not require collusion with beliefs which oppress others.

C.2 General Principles

C.2.1 A Professional Relationship is one in which the person providing a service to a client is appropriately prepared and competent to provide the service and takes no personal advantage (beside being paid for their time where appropriate) from their involvement with the client. It is recognised that Staff can receive professional and emotional benefits (as well as emotional trauma) from being involved in the response. This is seen as appropriate as long as at no time and in no way is this to the detriment of the client.

C.2.4 Team Members have a responsibility to honour and act responsibly upon their own needs. Tiredness, a need to move about or 'breathe', a need to go to the toilet or have a break or a drink should be recognised and acted upon. We cannot help people to the best of our ability if we are distracted by our own needs.

C.2.5 This responsibility continues after someone has ceased to be formally a client. It is considered unprofessional practice to enter into a relationship with someone who has once been a client until all the power relationship issues have been resolved. This is unlikely to be within two years of someone ceasing to be a 'client'.

-B5 - D.4 On the Code of Practice

C.1 Introduction

This is an organic document and staff are encouraged to bring ethical considerations to the agency's attention

C.2 Responsibilities

C.2.1 The agency accepts that there are a variety of reasons why a team member might not be able to function at a safe and effective level and staff are encouraged to be open and honest, especially when they do feel able to function when others might think otherwise.

C.2.3 Training is seen as important not just to ensure appropriate, consistent standards of service delivery, but also to prepare staff for the tasks to be undertaken and for professional development.

C.2.3 The importance of supervision just cannot be stressed too strongly.

C.3 Equality of Service Provision and Non-Discrimination

C.3.1 'Origin' includes national, social, cultural and class origins, distant or recent. 'Status' refers to an individual's current situation and includes social, marital, health, citizenship status and status in an institution or organisation. 'Age' does not mean old age only. 'Belief' is not confined to religious beliefs and includes beliefs which might be regarded as delusions.

C.3.3 It should be remembered that there is a vast difference between a trained Interpreter and someone who happens to speak the relevant languages, however fluently. Consider whether your being with a person is currently more important than being able to speak with them.

It is recognised that we cannot guarantee an interpreter in a person’s first language.

C.4 Confidentiality

C.4.2 Sanction would be sought from the client or in exceptional circumstances, from a close relative.

C.4.4 What if seeking agreement might escalate an already tense situation?

C.4.5 When can confidentiality be broken? The ethical position is always to be working and acting in the client's best interest. Preventing a client from seriously harming another by, without their knowledge, seeking a Mental Health Assessment could be argued to be in their best interests as they may well be 'out of control' and 'scared' and therefore ethical - doing so because one wanted to go home might well not be ethical.

-B6 - APPENDIX C

Holy Cross Centre Trust HEALTH & SAFETY POLICY

Contents

1. General Statement of Policy 2. Responsibilities and Arrangements for Health and Safety Management 3. A Safe and Healthy Physical Environment 4. Welfare Arrangements 5. Prevention and Management and Aggression 6. Fire Safety 7. Hygiene and Health 8. First Aid 9. Accidents 10. Control of Substances Hazardous to Health 11. Manual Handling 12. Stress

Appendix:

1. Good Housekeeping ‘Dos and Don’ts.’ 2. Staffing Guidelines. 3. Keeping in contact with the office.

-C1 - 1. GENERAL STATEMENT OF POLICY.

1.1 Our policy is to provide and maintain safe and healthy working conditions, equipment and systems of work for all our employees, and to provide such information, training and supervision as they need for this purpose.

1.2 The allocation of duties for safety matters and the particular arrangements which we make to implement the policy are set out in the pages that follow.

1.3 There will be a copy of the Health and Safety Policy in the Centre Team office, the Bed and Breakfast Outreach and Advice Team office and the Tonbridge Street office.

1.4 The policy will be kept up to date, particularly if HCCT changes in the nature of the work undertaken and in size. To ensure this, the policy and the way in which it has operated will be reviewed each year.

1.5 HCCT will ensure that employees are consulted regarding health and safety matters.

Signed: ......

Name: …………………………………………… Chairperson, Holy Cross Centre Trust.

Dated: ......

-C2 - 2. RESPONSIBILITIES AND ARRANGEMENTS FOR HEALTH & SAFETY MANAGEMENT

2.1 THE TRUSTEES

2.1.1 The Health and Safety at Work Act 1974 and Workplace Regulations 1992, place a statutory duty on all employers to ensure, so far as is reasonably practicable, the safety, health and welfare of all its employees at work and other people who may be affected by their activities, e.g. users, volunteers, members of the public.

2.1.2 The Board of Trustees, as the employer, has overall and final responsibility for health and safety matters at HCCT, and for ensuring that health and safety legislation is complied with.

2.1.3 The Board of Trustees will ensure that the operation of its health and safety policy is reviewed annually.

2.2 THE DIRECTOR

2.2.1 HCCT’s Director is responsible for ensuring that the health and safety policy is put into practice at HCCT. In particular the Director will ensure that:-

 Employees receive sufficient information, induction, training and supervision on health and safety matters  Line managers are aware of their responsibilities to their staff and volunteers  A risk assessment is undertaken and the results written up and made available to all employees.  Serious accidents and incidents are investigated and reported to the Board of Trustees  There are arrangements in place to monitor the maintenance of the premises and equipment  HCCT accepts its responsibility for the health and safety of its employees working in the offices, Day Centre, in users’ homes and while doing outreach.  There is consultation regarding health and safety with employees.

2.3 COMPETENT PERSONS

2.3.1 The Trustees, in conjunction with the Director, will appoint from amongst the HCCT employees, at least two "competent persons" as defined in the Management of Health and Safety at Work Regulations 1993.

2.3.2 Competent persons will help in assessing the health and safety risks to HCCT's employees and devising and applying measures to improve health and safety. The Director will ensure that the competent persons have adequate time, information and training to undertake their task.

2.3.3 Competent persons will report to the Director.

2.3.4 All employees will be told who the competent persons are.

2.3.5 The competent persons at the time of issuing this policy statement are:-

-C3 - 1. Carolyn Halcrow, Deputy Director 2. Andrzej Wdowiak, Centre Team Manager

2.4 ALL EMPLOYEES

2.4.1 All employees have the responsibility to co-operate with the Director and the Trustees to achieve a healthy and safe workplace and to take reasonable care of themselves and others.

2.4.2 Employees must not intentionally or recklessly interfere with anything provided for their health, safety and welfare. Serious breaches of the Health and Safety Policy and rules (e.g. misusing equipment, knowingly adopting unsafe systems of work, deliberately putting someone else's safety in danger) will be dealt with through HCCT's Disciplinary Procedure.

2.4.3 Whenever an employee, notices a health or safety problem which they are unable to put right, they must immediately inform the appropriate person which may be:

 One of the Competent Persons  One of the Fire Officers  One of the Appointed Persons (First Aid)  The Maintenance Manager  The IT and Office Equipment Manager  The Director

2.4.4 Health, safety and welfare matters can be raised by any employee at HCCT staff meetings.

2.5 FIRE OFFICERS

HCCT will appoint a Fire Officer for the Crypt and a Fire Officer for the Tonbridge Street office.

The Fire Officers at the time of issuing this policy are:

Crypt Fire Officer: Andrzej Wdowiak Tonbridge Street Office Fire Officer: Julian Hopwood.

For responsibilities of fire officers and other fire safety arrangements, see section 6.

2.6 APPOINTED PERSONS (FIRST AID)

HCCT will appoint two people for the Crypt and one person for the Tonbridge Street Office.

The Appointed Persons at the time of issuing this policy are: For the Crypt : Patricia Byczek and Maria Gonzalez For the Tonbridge Street Office St. John Golding.

-C4 - For responsibilities of Appointed Persons and other First Aid arrangements see section 8.

2.7 MAINTENANCE MANAGERS

HCCT will appoint Maintenance Managers for the Crypt, for the Tonbridge Street Office and for IT and Office Equipment (both sites) At the time of issuing this policy these were:

 Crypt Maintenance Manager Julian Hopwood*  Tonbridge Street Office Maintenance Manager Julian Hopwood*  IT and Office Equipment Manager Julian Hopwood*

* Temporary, pending appointment of new Administrator.

2.8 RISK ASSESSMENT

2.8.1 HCCT will ensure that a competent person carries out a risk assessment in accordance with the 1999 Management of Health and Safety at Work Regulations and the Approved Code of Practice (ACOP). This risk assessment will be written up, and be made available to all staff. The written risk assessment will be reviewed and updated annually to ensure it covers all employees, to ensure it covers all risks, and to ensure action identified as needed in the risk assessment has been acted upon. It will also be updated every time that there is a major change in working practices. The risk assessment will cover all HCCT employees, wherever they may be based, and will cover all aspects of their work.

2.8.2 Prior to services being provided in a Flexicare client’s home, a competent person will carry out a risk assessment specifically relating to risks relating to the user, their home and the surrounding area. This risk assessment will be written up, and be made available to the relevant staff. The written risk assessment will be reviewed and updated regularly.

2.9 TRAINING

2.9.1 The Director will ensure that Line Managers give new staff, sessional workers, volunteers and students, information on health and safety as part of their induction.

2.9.2 The Director will ensure that Line Managers organise training for staff, sessional workers and volunteers on health and safety matters as appropriate

2.9.3 If staff members consider they, or the sessional workers and/or volunteers that they work with, have health and safety training needs they should inform the Deputy Director.

See also Holy Cross Staff Training and Development Policy.

3. A SAFE AND HEALTHY PHYSICAL ENVIRONMENT

3.1 HCCT has a responsibility to provide a safe and healthy environment for staff and volunteers.

-C5 - 3.2 HCCT will appoint Maintenance Managers for the Crypt, for the Tonbridge Street Office and for IT and Office Equipment. (See 2. Responsibilities and Arrangements for Health and Safety Management.)

3.3 Health and safety will be a permanent item on the agenda of the Staff Information Meetings

3.4 All members of staff are responsible for good housekeeping (See Good Housekeeping Dos and Don’ts Appendix 1.)

3.5 All employees are responsible for spotting hazards or potential hazards. If a hazard is seen, it should be removed or dealt with as soon as possible, or if this is not possible, reported to the relevant Maintenance Manager. 3.6 The Maintenance Manager will ensure that regular equipment and building checks are made. Repairs and renewals that affect health and safety will be prioritised. See Building Maintenance File.

3.7 Overcrowding: HCCT will ensure that the general minimum space requirements per person of 11 cubic feet are met. (1992 Regulations.)

3.8 Ventilation: HCCT will provide a well-ventilated workplace in which staff have control over their local level of ventilation. Spaces with pollutants from e.g. photocopiers will be particularly well ventilated.

3.9 Lighting: Adequate lighting will be provided.

3.10 Temperature: HCCT will ensure that a minimum temperature of 16 C is maintained in workplaces and efforts will be made as far as practicable to ensure that temperatures do not rise to an uncomfortable level.

3.11 Noise: HCCT staff work within a busy environment and a certain level of noise is unavoidable. However HCCT will endeavour to ensure that noise levels shall be kept to as low a level as possible.

3.12 Security: Doors and windows will be lockable. If a member of staff loses keys to the building, they should report it immediately to their line manager who will assess whether or not locks need to be changed. The alarm system in the Crypt should be tested before each session.

3.13 Smoking: Smoking is permitted in the Crypt main hall, the TV room and meeting room. It is not permitted in the Crypt offices, interview room, kitchen or the Tonbridge Street office.

3.14 Gas appliances and supply: All gas appliances will be serviced regularly by Corgi approved engineers.

3.15 Building maintenance such as electrical work and carpentry will be carried out by skilled people. No member of staff without the appropriate skills will be expected to endanger themselves by carrying out such work. 4. WELFARE ARRANGEMENTS

-C6 - 4.1 TOILETS AND WASHING FACILITIES

HCCT will ensure that suitable and sufficient toilets and washing facilities will be provided for all staff in accordance with the minimum requirements of Health and Safety legislation. Washing facilities will include a supply of clean hot and cold water, soap and suitable means of drying (e.g. paper towels)

4.2 DRINKING WATER

An adequate supply of drinking water will be provided for all staff.

4.3 REST AREAS

So far as is reasonably practicable HCCT will provide all staff with seating in a rest area, where they may rest during normal work breaks. Suitable rest facilities for pregnant employees or nursing mothers will be provided.

4.4 HOURS OF WORK

The nature of the work requires that staff are flexible in terms of working hours. However, it is the responsibility of HCCT and individuals themselves to ensure that workers (paid and unpaid) do not work excessively long hours. and take adequate breaks for meals and rest as indicated within their statements of terms and conditions of employment and in line with the Working Time Regulations (1998.)

4.4 DISABILITY AWARENESS

All welfare facilities will be provided with due regard for the specific needs of any person with a disability.

5. PREVENTION AND MANAGEMENT OF VIOLENCE AND AGGRESSION.

5.1 GENERAL

It is the Trust’s responsibility to ensure that the risk of violence is minimised as far as is possible.

5.2 WORKING PRACTICES

HCCT believes that one of the most important factors in reducing aggressive behaviour and preventing violence, is the way that staff, sessional workers and volunteers engage with each other, clients and other people that we work with.

Through induction, training, team meetings and supervision, the Trust will facilitate staff, volunteers, students and sessional workers to find ways of working that reduce aggressive behaviour and help to prevent violence.

The policies on Boundaries and Confidentiality are particularly relevant to this.

5.3 INFORMATION AND COMMUNICATION

-C7 - Information regarding risk factors to workers, volunteers and clients is received in a wide variety of ways. It is the responsibility of all staff to facilitate the collection and appropriate sharing of this information.

The Trust will seek to ensure that everyone, including volunteers and sessional workers, understands the importance of sharing this experience and information within the context of the Confidentiality Policy

5.4 STAFFING

HCCT will ensure that there are sufficient staffing levels of workers with the appropriate skills and experience, in order to minimise risks to workers and clients. For current guidelines see Staffing Appendix 2.

5.5 KEEPING THE OFFICE INFORMED.

Many HCCT workers work outside of the office e.g. on outreach and home visits. HCCT will ensure that adequate procedures are in place to ensure that someone in the office knows where workers are, when they are working in the community. HCCT will ensure that all workers understand and adopt these procedures. See Appendix 3 Keeping the Office Informed.

5.6CARRYING MONEY OR VALUABLES.

HCCT will ensure that staff take steps to minimise the risk of carrying money and valuables e.g. making visits to the bank at different times of the day and in pairs where a large amount of money is being collected. Under no circumstances should staff put themselves at risk on account of HCCT’s property or that of a user.

5.7 SUPPORT FOR WORKERS INVOLVED IN A VIOLENT INCIDENT

HCCT will ensure that support is offered to any workers who are assaulted or subjected to threats.

 If the staff member need to withdraw, cover should be organised where possible, or the service limited to what staffing will allow.

 If a member of staff member wishes to continue working after an assault, managers have the discretion to insist that a staff member withdraw.

 If the staff member needs to go to hospital they should be accompanied where possible.

 As soon as practicable after the incident, the line manager must talk to the member of staff, discuss the incident and establish what occurred and what follow up support they need and want. It may be appropriate that the staff member be given leave.

 According to the severity of the incident and/or its impact on the staff member concerned, HCCT will offer longer-term support in response to the individual’s

-C8 - needs. This might include additional supervision, a change of duties or timetable, leave or referral to counselling.

5.8 VIOLENCE INSTIGATED BY A STAFF MEMBER.

Aggressive, intimidating or abusive behaviour or physical violence, by staff towards users, or between members of staff is totally unacceptable and will result in disciplinary procedures. In most circumstances, this would represent gross misconduct.

5.9 REPORTING AND RECORDING

Staff must report all violent or threatening incidents to their Line Manager who should inform the Director.

Line managers are responsible for ensuring that all incidents of concern are properly recorded, and that notes on follow-up action are made.

5.10 MONITORING AND REVIEW.

Incidences of violence will be reviewed yearly. This review will include looking at records of violence and action taken, together with a review of procedures, building and individual security issues, training and supervision.

5.11 INSURANCE

HCCT will insure all who work for the organisation (including volunteers) against personal accident or injury whilst undertaking HCCT business.

6. FIRE SAFETY

6.1. The Trust’s fire safety policy shall conform to The Fire Precautions (Workplace) Regulations 1997 and The Fire Precautions (Workplace) (Amendment) Regulations 1999.

6.2 Fire officers shall be adequately trained about fire prevention and the use of fire fighting equipment. They will be trained how to assist in safely evacuating the building, in particular where people with a sensory of physical disability are using the building.

6.3 It is the responsibility of the fire officers (for named officers see 2.5) to:

 Ensure that fire drill procedures are in prominent places throughout the building.  Test / arrange for the testing of fire alarms and record in the Fire Safety File.  Arrange for fire equipment to be tested and renewed where necessary and record in the Fire Safety File.  Carry out staff fire drills regularly and record these in the Fire Safety File.

-C9 -  Meet after each drill to discuss the success or otherwise of the drill and to make recommendations for improvements. These should be recorded in the Fire Safety File.  Contact the Fire Brigade on hearing the alarm.  Assist with the efficient evacuation of the building and to liase with the Fire Brigade in the event of a fire

6.4 It is the responsibility of all staff to:

 Be aware of, to remove and/or to report fire hazards.  Know the location of fire exits, fire fighting equipment, fire alarm points and the assembly point.  Know the fire drill instructions.  Ensure that volunteers are made aware of the above.

The above will be part of an induction process for all new staff and volunteers.

6.5 Access to escape doors, extinguishers and other fire fighting equipment must not be obstructed. The front and back doors to the Crypt are fire exits and must be unlocked when anyone is in the building and gates locked open. All routes and equipment must be accessible to all building occupants, regardless of any disability.

6.6 Any leakage of a flammable material must at once be reported and action taken to remove the danger, no smoking will be permitted anywhere in the building until the danger has been removed.

7. HYGIENE AND HEALTH

7.1. GENERAL HYGIENE

7.1.1 HCCT will ensure that:

 all areas are kept clean and tidy.  all floors are swept regularly and washed when necessary.  toilets are washed regularly and further washed when needed.  all washbasins are provided with hot water, soap, clean paper towels or hand dryers and nail brushes.  bins are provided for disposal of sanitary towels or tampons.

7.1.2 HCCT will ensure that universal standards of hygiene are understood and adopted, whenever bodily fluids need to be cleaned up and that staff wear disposable gloves.

7.1.3 HCCT will ensure that adequate pest control measures are in place.

7.1.4 HCCT will ensure that recommendations from LB Camden Environmental Health inspections are acted upon.

7.2 FOOD SAFETY -C10 - 7.2.1 Legislation HCCT will ensure that the Trust complies with the Food Safety Act 1990 and the Food Safety (General Food Hygiene) Regulations 1995.

7.2.2 Registration and Inspections HCCT will ensure that the Trust is registered with the Local Authority and that recommendations following LB Camden Food Premises inspections and CRISIS Fairshare inspections are acted on.

7.2.3 Hazard Analysis Critical Control Point (HACCP) In addition to the above, HCCT will itself identify potential food safety hazards; implement appropriate controls and establish a monitoring system. These measures will be recorded. See Action Plans in Health and Safety (Kitchen) file.

7.2.4 Training HCCT will ensure that all workers involved with food preparation receive adequate information and training.

7.3 COMMUNICABLE DISEASES

7.3.1 Communicable diseases can affect anyone. However the risk factors for certain communicable diseases, and therefore potentially the prevalence of these diseases, are higher for some of the clients whom we work with, than for the general population.

7.3.2 It is the aim and policy of the Trust that clients and client groups are not discriminated against on the basis of their health or possible or perceived risk factors.

7.3.3 It is also the aim and policy of the Trust to ensure that risks to clients, workers and visitors are assessed and steps taken to eliminate or minimise them where necessary and possible, with relevant information made available to staff and other workers in the organisation.

8. FIRST AID

HCCT will ensure that the Health and Safety (First Aid) Regulations 1981 are followed.

8.1 There will two Appointed Persons in the Crypt and one Appointed Person in the Tonbridge Street Office. (See 2. Responsibilities and Arrangements for Health and Safety Management.) As a minimum, they will all have attended the Appointed Person training in the past three years. (For details and dates of training see appendix 4.)The responsibilities of the Appointed Persons are to:

 Take charge when someone is injured or falls ill, including calling an ambulance if required.  Look after the first-aid equipment.

8.2 First Aid Boxes shall be available (and not locked away) in the Centre Team office, in the Crypt Kitchen and in the Director’s office in the Tonbridge Street offices. The position of the First Aid boxes will be clearly marked on a notice, which will also state the names of the current Appointed Persons. The First Aid

-C11 - boxes will contain the items recommended by the HSE, and will be regularly restocked.

8.3 All new staff and volunteers will be told as part of their induction of the location of first aid equipment and the names of the Appointed Persons.

8.4 A record of all first aid cases treated will be kept in the Accident Books, which will be kept with the First Aid boxes in the Centre Team Office and in the Tonbridge Street Office.

9. ACCIDENTS

9.1 It is the responsibility of all employees to report all incidents or accidents which resulted, or nearly resulted, in personal injury, either to themselves or others, to their immediate line manager and to the Director who may request a full report on the incident. In addition, all these incidents or accidents should be recorded in the Accident Book.

9.2 It is the responsibility of the Director to ensure that any necessary follow up action is taken to reduce the risk of the accident or near accident reoccurring.

9.3 The Director is responsible for reporting accidents or incidents which come within the Reporting of Injuries, Diseases & Dangerous Occurrences Regulations (RIDDOR), to the London Borough of Camden Environmental Health Department. RIDDOR covers the following incidents:-

(a) fatal accidents (b) major injury accidents\conditions (c) dangerous occurrences (d) accidents causing more than 3 days incapacity for work (e) certain work-related diseases.

10. CONTROL OF SUBSTANCES HAZARDOUS TO HEALTH (COSHH)

10.1 Under the 1992 COSHH (Control of Substances Hazardous to Health) Regulations employers have a duty to make an assessment of the risks related to hazardous substances e.g. chemicals, noxious fumes etc. In accordance with the Approved Code of Practice this assessment will be carried out and written down by a nominated competent person. (See 2. Responsibilities and Arrangements for Health and Safety Management.)

10.2 Following this assessment, in accordance with the Approved Code of Practice (ACOP) HCCT will:

 In the first instance take action to remove any hazardous substances  If this is not possible then action shall be taken to find a substitute for the hazardous substance  If this is not possible such substances shall be enclosed within a safe environment  If none of the above are possible protective equipment will be issued to ensure the safety of staff.

-C12 - 10.3 Levels of ill health related to exposure to hazardous substances at work will be monitored. 10.4 All staff will be provided with training relevant to the handling/exposure to hazardous substances, and information regarding any substances potentially hazardous will be circulated to relevant staff.

11. MANUAL HANDLING

11.1 Staff, who are able to do so, will be required to carry out some manual handling e.g. receiving and storing deliveries of food and stationary, moving furniture and equipment.

11.2 HCCT will ensure that workers do not carry out manual handling that puts them at risk.

11.3 HCCT will ensure that all workers understand and adopt the correct procedures when lifting and handling loads i.e.:

 Where possible, use aids e.g. trolleys  Divide heavy loads into smaller loads where necessary  Seek the assistance of colleagues where necessary  When lifting in a team, take instructions from ONE person  Store heavy items as near to waist level as possible and never above shoulder height.

12. STRESS

12.1 Stress at work is a serious issue: workers can suffer severe medical problems, which can result in severe under-performance at work, and cause major disruptions to the organisation.

12.2 The responsibility for reducing stress at work lies both with employer and employee. HCCT will do all it can to minimise problems relating to stress at work. In particular HCCT will:

* Ensure close employee involvement, particularly during periods of change.

* Give opportunities for staff to contribute in the planning and organisation of their own jobs.

* Ensure plenty of variety in work.

* Implement proper hazards control methods.

* Ensure staff have work targets that are stretching, but reasonable.

* Implement effective systems for dealing with bullying and racial or sexual harassment

* Encourage good communications between staff and management.

* Ensure the maintenance of a supportive culture in the workplace.

-C13 - * Ensure personal support and sympathy for staff with personal problems/problems at home.

12.3 HCCT will ensure that all policies, working practices, conditions of employment etc. do not contradict with the above statement.

12.4 Employees must become aware of the causes of stress, and ensure that they do not work in a way which could cause them to suffer an increase in stress, nor cause an increase in stress on others.

12.5 Employees must respect other members of staff, respect the individual circumstances of other members of staff, and ensure that a supportive atmosphere is maintained and that interpersonal conflicts are avoided or dealt with sensibly.

12.6 Employees must not make unrealistic demands of other workers, by imposing impossible deadlines and/or increasing others' workloads to a level they cannot cope with.

12.7 Employees should participate with HCCT's intention to maintain a co-operative, supportive workplace environment.

12.8 Discrimination, abuse or harassment will be regarded as serious disciplinary offences and dealt with according to disciplinary procedures.

13.2 If an employee is suffering from stress HCCT will investigate the cause(s) of the stress, and take appropriate action to remedy the cause(s).

GOOD HOUSEKEEPING – ‘Dos and Don’ts’

Keep fire exits and gangways clear from obstructions

Don’t leave wires trailing across floors.

Store materials safely. Nothing should be stored in the boiler room. Everything in the outer boiler room must be stored in metal containers.

Keep the boiler room locked.

Don’t use paraffin, bar electric or calor gas fires on the premises.

Use a stepladder for changing light bulbs, reaching shelves etc.

If equipment of parts of the building are damaged, label ‘DO NOT USE,’ if appropriate. Consult with Maintenance Manager about arranging the repair or replacing the item. Do not perform unsafe electrical practices.

Keep noise to a reasonable level.

Learn how to turn off the electricity, gas and water at the main supply

-C14 - Keep keys safe at all times and never label them with Trust address.

Staffing Guidelines

Sessions

Drop-in sessions should be facilitated by two workers which may include permanent staff, sessional staff or students. In exceptional circumstances, a member of staff may be expected to facilitate a session alone with the support of volunteers and a back up person on call.

Outreach visits – Bed and Breakfast Outreach and Advice Project

Staff should not visit new / potential clients at home alone. They should be accompanied by a second person e.g. a worker from another agency, an interpreter, a student, or a volunteer. They should notify someone in the office where exactly they are going and. If these plans change, they must notify the office. They should tell the office what time they expect to return. They should carry a mobile phone.

Home visits – Flexicare.

See ‘Keeping in touch with the office.’

Appointments

There should be a second person (who is aware of the appointment) in the Crypt or Tonbridge Street offices when workers have appointments e.g. with clients or new volunteers/ Flexicarers.

Answering the door.

Only fully inducted staff and students should open the front doors, (unless an alternative arrangement has been explicitly made beforehand.) All staff are responsible for ensuring that volunteers, visitors and new staff do not open the doors.

Workers should not open the door if they are working alone, unless they are absolutely sure they are not at risk. Knowing the person may not be sufficient reason to be absolutely sure. In the Crypt workers can use the intercom if they feel at risk. At the Tonbridge Street office, workers should draw the blinds if they are working alone.

-C15 - Keeping in Touch with the Office - Flexicare

Flexicare visits are arranged for specific times and days by negotiation with the user, Flexicarer and Flexicare Organiser, taking into account the assessed risks. Resources are available to minimise any risks presented by a situation.

Visits must not be made outside of the arranged visit times, or the visit times changed without the prior agreement of the Flexicare Organiser. Flexicarers must inform the Flexicare office if s/he is unable to make a visit.

If in the course of a home visit plans change significantly and unavoidably, this should be communicated back to the Flexicare office.

After each home visit Flexicarers must phone in to let the office that the visit has been completed and that both the client and Flexicarer are okay and that the visit has been completed. Failure to do so will be dealt with through the Disciplinary Procedure. A record of all visits, planned and actual, is kept in the Flexicare office and updated on a daily basis.

If the Flexicare office has not been notified of a completed visit, efforts will be made to contact the Flexicarer to establish their safety within the context of the risk assessment for that piece of work.

If the Flexicare Office is still not satisfied that the Flexicarer is safe, further action, as required, will be taken to determine the Flexicarer’s safety, e.g. visiting the home, calling the Police, etc.

-C16 - -C17 - APPENDIX D

HOLY CROSS CENTRE TRUST

EQUAL OPPORTUNITIES POLICY

IV. GENERAL POLICY MONITORING THE POLICY

1. Anti-discrimination Policy 2. Race, ethnicity and culture 3. Women 4. Lesbians & Gay Men 5. Disabled People 6. Mental Health 7. HIV and HIV-related Illness 8. Other groups

GENERAL POLICY

1. Holy Cross Centre Trust recognises that many groups of people within society are likely to suffer disadvantage, harassment or discrimination in many aspects of their lives, thereby devaluing them and denying them their basic rights.

2. Holy Cross Centre Trust commits itself to combating such discrimination and to take positive action, seeking to extend within the organisation opportunities for people affected by it.

3. Holy Cross Centre Trust seeks to ensure equality of opportunity throughout employment, services and management by providing the resources, encouragement and specific training necessary to enable people from all groups to play an active role and advance through its structure.

4. Holy Cross Centre Trust seeks to raise consciousness within the organisation, and amongst members and users, of the various forms of discrimination and promote all efforts to combat it.

5. Holy Cross Centre Trust strives to be a model of good equal opportunities practice.

6. Discrimination, abuse or harassment will be regarded as serious disciplinary offences and dealt with in accordance with the disciplinary procedures.

V. MONITORING THE POLICY

-D1 - Monitoring, evaluation and further development of the policy is as important as the policy itself. Monitoring must be practical, regular and achievable.

The Director will report annually to the Staff/Trustee Forum on

1. the implementation of Holy Cross Centre Trust's equal opportunities policy and changes in legislation and make recommendations as appropriate to the Trustees. 2. the success of the policy annually and make recommendations for improvement. all complaints dealt with under Holy Cross Centre Trust's equal opportunities policies and make appropriate recommendations to the Trustees.

Content of Reports

ISSUE FREQUENCY 1 Recruitment of personnel Annual - covering % of disadvantaged groups applying, % shortlisted and % appointed 2 The personnel profile Annual - covering how different groups are (to include staff, volunteers, student employed, at what levels and what types of placements, work placements) work 3 Adequacy and effectiveness of Annual - cover complaints from person specifications in staff recruitment interviewees/ers; success of appointments

4 Service delivery Annual - statistics; any problems, any Access solutions Membership Publications 5 Composition of Trustees Annual - statistics; any problems, any solutions 6 Equal Opportunities and training Annual - completion of EO training; who receives other training; costs and how evenly this is spread 7 Complaints / disciplinary Annual - summary of each case and conclusion

1. ANTI-DISCRIMINATION POLICY

Holy Cross Centre Trust attempts to provide services where people feel acknowledged, accepted, respected and safe regardless of their colour, age, beliefs, ethnicity, nationality, sex, sexual orientation, physical or mental ability or state of health. It is a requirement of the Trust that all who work in or use our services are respectful to other users and workers so all involved can all feel safe to be themselves.

Holy Cross Centre Trust Projects are for use of all individuals who fall within their target groups on condition that they keep to the rules and regulations of that project, including this policy. It is the responsibility of all users, HCCT employees, volunteers, and trustees to ensure this policy is adhered to.

We intend to implement this policy by:

 publicising it widely;

-D2 -  ensuring that all groups and individuals who use HCCT projects or are involved with their management are willing to implement this policy;  monitoring our programmes, events, publicity and services to ensure that they work against discrimination, prejudice and harassment;

HCCT will not tolerate harassment in any of these forms:

 attacks on individuals or groups on any of the above grounds;  discriminatory name-calling, insulting remarks, jokes or threats;  writing such remarks on walls or other places;  encouraging other people to harass or discriminate against another individual or group;  provocative behaviour, such as wearing racist badges/ fascist insignia;  bringing into the premises materials such as leaflets and magazines which in any way support discrimination.

In cases of harassment a representative of HCCT will take all reasonable action to aid and support the abused party, ensure that the perpetrator is aware that they are in breach of this policy, and take all necessary steps, including legal and/or disciplinary ones, to ensure that the incident is appropriately responded to, and not repeated.

This policy is in accordance with the Equal Pay Act 1970, the Sex Discrimination Act 1975 and the Race Relations Act 1976, which make it unlawful to discriminate on grounds of colour, sex, race, nationality, ethnic or national origins, or marital status.

2. RACE, ETHNICITY AND CULTURE

2.1 Holy Cross Centre Trust recognises that it works in a multi-racial society and believes that cultural diversity positively enriches society.

2.2 We believe that nobody should suffer disadvantage because of their race, ethnicity, culture or religious beliefs and we declare our intention to work with others for the elimination of racial disadvantage and the promotion of racial justice.

2.3 HCCT will

a seek to increase awareness of racism, and the importance of challenging and combating racism; b work to ensure that Holy Cross Centre Trust committees and staffing reflect the multi-cultural composition of our society; c work to ensure that Holy Cross Centre Trust's services to its clients involve the positive promotion of the needs and rights of ethnic minorities.

3. WOMEN

3.1 Holy Cross Centre Trust recognises that in society women are often discriminated against and under-represented in decision-making bodies and forums.

-D3 - 3.2 Holy Cross Centre Trust aims to ensure that any particular needs of women are recognised and met through allocation of resources, flexible working patterns and a broad balance of men and women in all decision-making fora.

4. LESBIANS & GAY MEN

4.1 Holy Cross Centre Trust aims to ensure its services are appropriate to the needs of lesbians and gay men and seeks to avoid ways of working and attitudes that reinforce heterosexism through ensuring all staff and Trustees are aware of the heterosexist assumptions behind much of everyday language and ways of operating, and the need to avoid such assumptions.

5. DISABLED PEOPLE

5.1 In order to combat many ways in which disabled people can be discriminated against, both within the organisation, amongst its members and users, Holy Cross Centre Trust undertakes to:

a Initiate and encourage rolling reviews of premises in order to identify modifications and adaptations in order to increase both physical and psychological access.

b State in job application packs (and all other publicity material) whether buildings have facilities and access for disabled people and emphasise the organisation's willingness to take practical steps to enable suitable disabled candidates to be employed.

6. MENTAL HEALTH

6.1 Holy Cross Centre Trust is committed to providing services for people with mental health problems that respect their rights and natural desires to be accorded respect, privacy, dignity and self-determination. We will campaign for these principles to be adopted more generally, both within the organisation and beyond, and in local and national service provision and in policy and legislative changes.

7. HIV & HIV RELATED ILLNESSES

7.1 Holy Cross Centre Trust aims to ensure that people living with HIV infection or HIV related illness and their carers will not experience discrimination either as employees or users of HCCT's services. No person will be denied a service on the grounds that they are HIV positive or have HIV related illness. Holy Cross Centre Trust requires employees to work with people living with HIV without prejudice or discrimination.

7.2 No employee is required to disclose their HIV status to their managers, colleagues or the Trustees. If an employee chooses to share this information with colleagues and/or managers, this will be treated as confidential. Holy Cross Centre Trust will take all reasonable steps to enable employees living with HIV infection or HIV related illness to continue in employment. These may include exploring the possibilities of flexible working, job-share etc.

-D4 - 8. OTHER GROUPS

8.1 Holy Cross Centre Trust recognises that people may be discriminated against, and is committed to working against discrimination on the grounds of:

 age  religion  immigration status  nationality  political beliefs  marital status  irrelevant criminal convictions

Policy last reviewed: October 2004 Next review date: October 2005

-D5 - -D6 - Appendix E

Holy Cross Centre Trust

DISCIPLINARY AND GRIEVANCE PROCEDURES

DISCIPLINARY PROCEDURE

N.B. This procedure is appended to the contract for information only and is not to be read or in any way construed as part of the contract of employment. It is subject to change after consultation. Any changes will be advised to all staff in writing.

A. BASIC PRINCIPLES

This procedure is designed to ensure that any matters of an employee’s capability to do his/her job is brought to his/her attention before rather than after the situation has become unacceptable in terms of work performance. In such instances the perceived deficiencies will be brought to the employee’s attention as soon as they are noticed together with proposals for any supportive programme and/or training.

In cases where an employee’s conduct is thought to be unacceptable and/or an alleged act of misconduct and/or gross misconduct is said to have been committed all such allegations together with any supporting evidence will be put to the employee prior to any decision being taken. The employee will be allowed a full opportunity to answer any allegations made against him/her and to produce evidence on his/her own behalf before a decision is made.

At all meetings provided for in this procedure, the employee shall have the right to be accompanied as provided for in Section 10, Employment Relations Act 1999 (ERA 1999).

In addition to the employee's rights under ERA 1999, either the employee or the line manager can request the presence of the line manager's manager at any meeting provided for in this procedure.

B. CAPABILITY

HCCT wants to help its employees excel. Action taken to correct any perceived weaknesses or inadequacies is designed to be corrective rather than punitive.

In the first instance any perceived problems will be raised in supervision with the employee. They shall be allowed to comment prior to the matter being dealt with by the supervisor.

In the event of a failure to improve performance in line with the agreed programme the procedure in 'C' below will apply.

C. MISCONDUCT

If you are subject to disciplinary action: -E1 - a) The procedure is designed to establish the facts quickly and to deal consistently with disciplinary issues. No disciplinary action will be taken until the matter has been fully investigated b) At every stage you will be advised of the nature of the complaint, be given the opportunity to state your case, and be represented or accompanied by a fellow employee of your choice; c) You will not be dismissed for a first breach of discipline except in the case of gross misconduct, when the penalty will normally be dismissal without notice and without pay in lieu of notice; d) You have a right to appeal against any disciplinary action taken against you; e) The procedure may be implemented at any stage if your alleged misconduct warrants such action. f) Before taking formal disciplinary action, your Supervisor will make every effort to resolve the matter by informal discussions with you. Only where this fails to bring about the desired improvement should the formal disciplinary procedure be implemented.

C. THE PROCEDURE

1. Formal Verbal Warning

If, despite informal discussions, your conduct or performance does not meet acceptable standards, you will be given a formal verbal warning by your supervisor. You will be told: a) the reason for the warning b) that this warning is the first stage of the disciplinary procedure c) that you have a right of appeal.

A brief note of the warning will be kept but it will lapse after 6 months, subject to satisfactory conduct and/or performance.

2. Written Warning

If there is no improvement in standards, or if a further offence occurs, a written warning will be given. This will state the reason for the warning and a note that, if there is no improvement after 3 months, a final written warning will be given. A copy of this first written warning will be kept on file but the warning will lapse after 12 months subject to satisfactory conduct and/or performance.

3. Final Written Warning

If your conduct or performance remains unsatisfactory, or if the misconduct is sufficiently serious to warrant only one written warning, then a final written warning will be given making it clear that any recurrence of the offence or other serious misconduct within a period of 3 months will result in dismissal. A copy of the warning will be kept on file but the warning will lapse after 12 months subject to satisfactory conduct and/or

-E2 - performance.

4. Dismissal

If there is no satisfactory improvement or if further serious misconduct occurs, you will be dismissed.

E. Gross Misconduct

If, after investigation, it is deemed that you have committed an offence of the following nature (the list is not exhaustive), the normal consequence will be dismissal: a) theft, fraud, deliberate falsification of company documents b) fighting, assault on another person c) deliberate damage to company property d) serious breaches of HCCT’s equal opportunities policy e) sexual or racial harassment or homophobic behaviour f) being unfit for work through alcohol or illegal drugs g) gross negligence h) gross insubordination i) not having told the truth in your application form or at interview about your previous work experience and qualifications j) repeated instances of misconduct which have been the subject of prior formal warning(s) k) persistent failure to attend notified disciplinary hearings

While the alleged gross misconduct is being investigated, you may be suspended, during which time you will be paid the normal hourly rate. Such suspension is not to be regarded as a form of disciplinary action and will be for as short a period as possible. Any decision to dismiss will be taken only after a full investigation. If you are found to have committed an act of gross misconduct, you will be dismissed without notice or payment in lieu.

F. Appeals

If you wish to appeal against any disciplinary decision, you must appeal, in writing within five working days of the decision being communicated to you to the Director of HCCT. If possible a senior manager who was not involved in the original disciplinary action will hear the appeal and decide the case as impartially as possible.

Appeals against dismissal shall be heard by a panel of trustees.

G. Records/Personal Files

A written record of all decisions made under this procedure shall be made and placed upon the employee’s personal file. The employee shall be allowed access to his/her

-E3 - personal file and to place any dissenting note within it which s/he wishes in cases where s/he finds anything in the file which s/he believes to be unfair, inaccurate or prejudicial.

In all cases the personal file shall be available to all parties at any hearing or appeal where a final warning or dismissal is being considered. The employee shall be advised of this fact and shall be given a prior opportunity before any formal meeting to view the file together with any representative.

H. Events Occurring Outside Work

In general an employee’s time away from work is his/her own and no account will be taken of matters outside the scope of employment. However the committing of serious criminal offences or behaviour which if it had occurred at work would have rendered the employee liable to summary dismissal may be taken up with the employee under the terms of this procedure. Such action will however only be contemplated in cases where such breaches of the criminal law or action outside of work may render the employee’s probity and position of trust open to serious question and/or the organisation may be brought into disrepute if no action were to be taken.

GRIEVANCE PROCEDURE

N.B. This procedure is appended to the contract for information only and is not to be read or in any way construed as part of the contract of employment. It is subject to change after consultation. Any changes will be advised to all staff in writing.

A. BASIC PRINCIPLES a) This procedure is intended to address serious employee concerns about issues that include: infringement of their statutory rights; infringement of their terms and conditions of employment; breaches of HCCT policies or other breaches of statute or common law affecting themselves or others on the part of the organisation or its employees. b) HCCT is committed to resolving employees’ grievances swiftly and fairly. c) Grievance proceedings and records will be kept confidential and retained in accordance with the Data Protection Act 1998 d) At all formal meetings provided for in this procedure, the employee shall have the right to be accompanied as provided for in Section 10, Employment Relations Act 1999 (ERA 1999). e) In addition to the employee's rights under ERA 1999, either the employee or the line manager can request the presence of the line manager's manager at any meeting provided for in this procedure. f) It is the expectation of HCCT that any actions an employee might wish to take that are covered by the Public Interest Disclosure Act 1998 will first be raised through this procedure.

-E4 - B. THE PROCEDURE a) In the event of an employee having a grievance, this should be raised in the first instance informally with the employee’s supervisor. b) If on reflection the employee remains dissatisfied the employee should raise the matter again with their supervisor, this time preferably in writing. If the grievance is against the supervisor then the employee may raise the matter with their supervisor's line manager. c) The person with whom the employee has raised the grievance (at stage b) above) will respond in writing to the employee within five working days with either a resolution to the grievance or offering suitable dates for a meeting, to discuss the matter further. These dates will be not later than 21 working days from receipt of the formal grievance. d) If the employee remains dissatisfied they may request a formal meeting involving the Director. The Director will respond in writing within five working days of receipt of the request offering suitable dates for the meeting, which will in any case be within 21 working days of receipt of the formal request for a meeting. e) Following this meeting, the Director will respond, in writing, giving his/her decision and the reasons for it. This response will normally be received within 10 working days but this may be extended if the Director considers he/she needs to further investigate the grievance. If this is the case the employee will be told, in writing, and given an anticipated timescale for the Directors decision to be communicated. f) If the employee remains dissatisfied s/he has the right to take his/her grievance to a panel of the Trustees. Every attempt shall be made to ensure that the trustees selected to hear the grievance have no prior knowledge of the complaint. g) The panel shall hear submissions from the supervisor and the employee after which it shall retire to consider its decision, which it shall render in writing. Not more than fourteen days shall expire between the raising of the grievance at this stage and the rendering of a decision which shall be final and binding.

-E5 - -E6 - Appendix F

-F1 - -F2 - Appendix G

Forms & Pro-Formas

Contents

Initial Assessment Form

Induction Check-List

Indvidual Learning Plan

Learning Agreement

Study Skills (Skills Scan)

AP(E)L Application Form

IV Self Assessment Check List

IV Sampling Plan

IV Sampling Report

IV Report on Assessment Decision

Assessor Induction Programme

Contents of Resource File(s)

-G1 - Initial Assessment form

Candidate Name ______Age ____ DOB ______

Scheme Number ______Candidate Number ______EO Code ______

Workplace ______Type of Worker ______

What is the candidate’s main reason for taking this course? ______

______

Has the candidate undertaken any form of study before? Yes No

Does the candidate need any help in studying or IT skills? Yes No

If ‘yes’ what help can we provide?

Does the candidate have any disabilities? Yes No

Does the candidate have any conditions that will affect their learning? Yes No

Does the candidate have any Support needs? Yes No

If ‘ yes’ how will the centre support the candidate?

Does the candidate have sufficient language skills for this course? Yes No

If ‘No’ then refer the candidate for ESOL assessment.

Does the candidate have any problems with the time and venue of the sessions? Yes No

-G2 - Write in the box the reasons why you wish to undertake the Level 2 Certificate in Mental Health Work at the Holy Cross Centre. Tell us why you are interested in mental health, and what you aim to get out of the course and what your plans are when you complete the qualification. Please write your answer only in the space provided.

Name ______

Do you need any help with speaking and understanding English? Yes No

Do you have a condition that will affect you attending or studying for the course if so how can we help? No Yes

Do you need any help with computer or study skills? Yes No

If ‘yes’ how can we help?

-G3 - Holy Cross Centre Trust – C&G Centre Induction Check-List

Candidate Name: ______Qualification: ______

Date Signature of Name of Signature of Topic Undertaken Candidate Inductor Inductor Initial Assessment Form Completed Employers agreement secured (if applicable) Assessors & Mentors Identified Qualification Explained Special Requirements Identified How Evidence is gathered explained Health & Safety Policy Equal Opportunities Policy Learning & Motivation Style Discussed Skills Scan Undertaken Learning Agreement Completed EOP Form Completed Candidate given Workbook

Appeals Process Explained

Work Plan, Dates & Deadlines Agreed Contact details exchanged By signing sections on this form, the candidate is agreeing that the related topic/action has been explained/undertaken and that the candidate has understood what has been said/done.

Date of Next Meeting ______Location ______

Date of Next Meeting ______Location ______

Date of Next Meeting ______Location ______-G4 - Holy Cross Centre Trust City & Guilds Centre

Pro-Forma Learning Agreement

Between:

Name of candidate ......

Name of assessment centre representative ......

Role of assessment centre representative ......

Name of employer representative (if applicable) ......

Role of employer representative (if applicable) ......

For the assessment of the following City & Guilds award:

Name and level of award/unit ......

Date of registration ......

Candidate registration number ...... ………..

Predicted completion date ......

In the interests of all parties and to ensure the successful achievement of the above award, the following arrangements should be confirmed:

Candidate: I have read and understand the role of the candidate in the assessment process (distributed during induction) and undertake to:

 agree assessment plans with my assessor, in advance of assessments taking place  prepare for assessments and ensure that all evidence is accessible to my assessor  inform all others involved in the assessment process, including vocational awards candidates, supervisors and witnesses, prior to assessments taking place  keep appointments for assessment purposes and notify the centre as early as possible if times and dates need to be changed  maintain my portfolio of evidence and ensure that it is readily available for assessment and internal and external verification requirements  agree assessment feedback and implement any action points fully, including any further training required  contribute to the evaluation of assessment processes.

Signed ...... Date ......

-G5 - Assessment centre representative:

On behalf of the assessment centre I agree to ensure that:

 full induction is provided  access to assessment is fair and safe  assessors and other assessment centre representatives keep appointments and notify the candidate with as much notice as possible if changes to dates and times have to be made  records of assessment are maintained safely and securely and are only available to those who should have access to them  feedback on assessment is given as soon as possible after each assessment takes place  the assessment centre appeals procedure is fully implemented when appropriate  registration and certification is undertaken in accordance with City & Guilds requirements and records are properly maintained  contribute to the evaluation of assessment processes.

Signed ...... Date ......

Employer:

In relation to the above candidate I agree to ensure that:

 opportunities to demonstrate competence against the full award requirements are provided, in the workplace  appropriate training is accessed/provided where further training needs are identified  appropriate arrangements are made to enable the candidate to complete training and assessment within the agreed time-scale for the achievement of the award  any changes to the candidate’s job role or working conditions which may impact upon the achievement of the award will be communicated to the assessment centre  any contributions from work colleagues / witnesses are provided, for assessment purposescontribute to the evaluation of assessment processes.

Signed ...... Date ......

-G6 - -G7 - Contents of Resource Files

Volume One

1. Centre Guide for N/SVQs (Guidance for assessors and internal verifiers on assessing N/SVQs)

2. Ensuring Quality (Policy and practice for externally verified assessment)

3. Access to Assessment and Qualifications (Guidance and regulations relating to candidates who are eligible for adjustments in assesment)

4. Stratgeic uses of National Occupational Standards

Delivering Accredited Qualifications

5. Joint Awarding Body Guidance on Internal Verification of NVQs

-G8 - Scheme Documents

Volume One

1. Certificate in Mental Health Work Level 2 (3594-04) (Scheme details and guidance for assessors and internal verifiers)

2. Certificate in Community Mental Health Care (18-65) Level 3 (3056-31)

3.

5. Certificate in Assessing Candidates Using a Range of Methods – Level 3 (A1) (7317)

5. Certificate in Conducting Internal Quality Assurance of the Assessment Process Level 4 (V1) (7317)

-G9 -

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