Staff Handbook

Edition - 05/12/2016

Contents

Introduction – the purpose of this handbook Page 3

Memorandum of Association 3

History of the community shop in Hallbankgate 5

Who we are and our different roles: 6

• The Customers

• The Hub Manager

• The Assistant Manager

• The Volunteers

• The Management Committee

• The Shareholders

Our activities: 7

• Opening hours

• Manning policy

• The Shop

• The Café

• The Post Office

• The Library Link

• Further community functions

Financial controls 8

• Financial management and controls

• Cash handling policy

Health and Safety 9

• Hub Health and Safety policy

• Your Responsibilities

• Information and Consultation

• Training

• Equipment

• Accidents and first aid

• Fire safety

• Risk assessments and measures to control risk

• Computers and display screen equipment

• Smoking

Hub building and security 10

• Keys

• Opening up routine

• Closing routine

• General procedures

• Security system

• Notice boards

• Emergency telephone numbers

Human Resources 11

• Hub Equal Opportunities Policy

• Volunteer Policy

• Volunteer rostering procedure

• Communication, support and review meetings

Memorandum of Association.

This was written in January 2015 soon after the community had been told that the old Co-op shop was closing and as people in the village started to get together to see if we couldn’t set up this community Hub. It encapsulates the values the Hub continues to hold.

Our Mission Statement

Hallbankgate Hub aims to continue or to establish a community shop that meets the identified needs of the community of Hallbankgate and the surrounding area. It will offer other facilities and benefits as far as possible as decided by the community itself. It will achieve these aims by the most appropriate means, financial and otherwise.

Values and Vision

Our values are that we wish to retain in our village a strong sense of community, belonging and social inclusion. With the closure of our village shop, a facility has been taken away and this has a knock on effect for all of us. We value our shop as a focus point, a place to meet and to find out what is going on around us. The shop has always provided a free delivery service to those who can’t get down to the shop itself and this is a vital service to the elderly or those without transport.

Our shop is more than a shop it is a service and we wish for this to continue, improve and expand.

Our vision  is that we continue to have a shop in Hallbankgate that provides local residents with an attractive, friendly place to shop and one that meets most, if not all of their shopping needs. We want to ensure that the shop is viable and has a secure and certain future.

It should be owned and controlled by the community in whichever way it is set up, for example a Community Benefit Society where any profits made will be ploughed back into the shop or into community projects. Whichever model of ownership is used we want the running of the shop to be open and transparent with a strong organisational team who are receptive to new ideas and offers of help

As well as being a place to buy food we foresee the premises being used as a “hub” for other services and a place to meet. Services may include a post office, library link and a small teashop. Other suggestions are dry cleaning, parcel drop off, prescription collection point and displays of local crafts and artists. Services will develop over time and respond to the needs and suggestions of the community.

We want our shop to provide a high standard of service and be a beacon of excellence. In this way we hope that we can draw custom from many of the surrounding villages and be a true competitor to the large supermarkets and their online delivery services. We hope that when people experience the personal and responsive service from our shop, they will change their shopping habits. In this way we hope that the shop will grow and expand.

We want members of the community to be involved in the day to day running of the shop and so create a sense of ownership and a high level of commitment and determination that it will succeed. We can be innovative in what we supply. Operating within environmental health legislation, we could sell home baking, bread and preserves made by members of the community.

We want to be able to provide local employment with the initial recruitment of a paid manager. As the shop expands and becomes successful, future employment opportunities may arise.

We want the shop to have strong links to other organisations within the community such as the pub and school. We can see possibilities for projects and community events that bring these organisations together.

Aims and Objectives

Aims• An open and affordable membership structure.• To find out what services and goods the community needs.• To assess the options available.• To set up a viable and community owned shop and village hub as outlined above.

Objectives• Communication and consultation with the local community.• Public meetings and questionnaire.• Visiting other shops in order to understand what is involved.• Selecting premises and assessing the costs in preparation for trading.• Developing a business plan including a financial plan.

History of the community shop in Hallbankgate.

In 1957 Betty Dixon in her ‘History of Hallbankgate’ wrote:

“The Co-operative Stores, named the ‘Naworth Collieries Co-operative Industrial Society Ltd’ was established in 1873, built by the Lord of the Manor and leased to the Co-operative movement, now owned by members and shareholders.

This is a very large building three storeys high at one time supplying the needs of the whole parish. The building has a manager’s house adjoining, committee rooms, and ample storage space, it consists of grocery, drapery and butchering departments, this last very modern at one time. It had a tailor’s shop, and a corn mill, and even a hearse to be hired out at funerals, now the hearse is no more, ending its days by being of all things a hen house. Rather sad we think, the tailor’s shop and the mill are gone as well.

Behind the store was until recently, the railway, where before the advent of the motor, everything needed was brought by railway wagon, now all goods are transported by road.”

In 1993 the Hallbankgate was both bought by the Penrith Co-operative. The Scottish Midland Cooperative took over all the Penrith Cooperative stores in 2013. It did not make sufficient profit and Scotmid announced in November 2014 that it was going to close the shop in Hallbankgate in spring 2015.

Following a well-attended public meeting in December 2014 an ad hoc steering group was formed. This group met in January 2015 and an extensive public consultation was carried out. Hallbankgate Hub Ltd was incorporated as a Community Benefit Society in April 2015. A membership share offer raised £60,000 together with a grant obtained from Farlam Parish Trust which was then match funded through successful bids to the Big Lottery Fund, the Princes Trust and Cumbria Community Foundation. The shop premises were finally bought on 18th November 2015 and a much needed refurbishment process began.

In July 2016 a part time Manager for the Hub and an Assistant Manager were recruited and in August the outreach Post Office service opened on Thursday mornings between 9.30 -11.30.The shop and café finally opened in December 2016

Who we are and our different roles

The Customers

Our customers are the reason why we are here! Many will be from the local community; others will be visitors who are passing through the area. It is important that everyone at the Hub works together to ensure we provide a friendly and professional service that meets each person’s needs.

The Hub Manager.

The Hub Manager, works part-time. She has responsibility for:• Maintaining the efficient running of the shop and cafe including stock and customer

services.• Managing volunteers and any additional staff, ensuring they are appropriately trained for

the jobs they are doing.• Liaising with the post-master to ensure delivery of agreed Post Office services.• The security, health and safety of everyone on the premises.

The Assistant manager

The Assistant Manager helps and supports the Manager carrying out her role, undertaking any work delegated to her. She also works part time.

The Volunteers

Volunteers are key to the Hub. Their work ensures that the community benefits from the range of skills and abilities of the people locally. They support the Manager and her Assistant working in a rota to ensure the Hub can be open and provide services for the large part of each day. There is a range of roles that people volunteer to carry out within the Hub. Training for each role ensures volunteers are confident in what they are doing.

The Management Committee

The Management Committee manages the affairs of the Hub, acts on its behalf and is collectively responsible for everything done in the Hub’s name. The Committee appoints the Hub Secretary and shop manager(s), and maintains strategic oversight of the business. Committee members are all volunteers from among the shareholders. They serve for a period of three years and one third are elected each year at the Annual General Meeting. The Committee elects from amongst its members a Chair and Vice-Chair for the conduct of both the Committee’s business and that of Members Meetings. They also elect a Treasurer to serve as Treasurer of the Hub

The Shareholders

Shareholders include all members of local community and others who have bought at least one £20 in the Hallbankgate Hub Ltd. Community Benefit Society. There is no limit to the number of shares which an individual can hold. Each shareholder becomes a Member of the Society and can attend and vote at the AGM and any Special Meetings.

Our Activities

Hub opening hours. (subject to change)The café will stop serving 30 minutes before Hub closing time.

Open Close

Monday 8am 5 pm

Tuesday 8am 5 pm

Wednesday 8am 6.30 pm

Thursday 8am 5 pm

Friday 8am 5 pm

Saturday 8am 12am winter/4pm summer*

Sunday 9am 12am winter/4pm summer*

* These times will change when the hour changes spring and autumn.The Hub will be open on most Bank Holidays except Christmas Day and New Years Day. The times of opening will be clearly displayed on the door and within the shop.

Manning policy

The intention is for a minimum of two people to be on duty in the shop and café at any one time during opening hours whenever possible. This will depend on volunteer availability.

The Shop.

The shop is stocked in order that it can meet much of the local residents everyday shopping needs. There is a range of everyday groceries including fresh fruit and vegetables and bread baked on the premises. We have considerable stock from local producers. There are also newspapers, magazines and everyday stationary goods as well as items that meet the needs of those visiting or travelling through the area.There is information on local businesses, the nearby RSPB reserve, walks and the history of the area.

The Café

As well as cakes, scones, soup, hot pies, filled rolls and paninis there is coffee bought directly from small coffee growers and roasted in Cumbria by Carvetti’s near Embleton. There is a range of quality teas as well as cold drinks. Well-behaved dogs on a short lead are welcome at the manager’s discretion. They should only come into the area immediately to the left as you enter the Hub. There is a bowl of fresh water for dogs outside. All containers for the café’s take away food and drinks are biodegradable / compostable.

The Post Office

The Post Office is run by the Post Master from Scotby Post Office, Darren McDonagh. It is open on Thursdays from 9.30 to 11.30am. These hours may increase depending on how much the Post Office is used. The PO offers the full range of post office services including pensions and travel money [euros and dollars]. It does not do the National Lottery.

The Library Link

Cumbria County Council Library services run a Library facility within the Hub. There is a range of books including children’s books that can be borrowed by those with a Library Card. There is a simple computerised checking out and returning procedure. The books are changed regularly. Books can also be ordered either on line or from other branches. They are delivered to the Library Link for the reader.

Further Community Functions

The Hub has a large area behind the shop that is available for use by the community within Hub opening hours. Anyone wanting to use the space or who has ideas about regular functions that maybe popular, should suggest this to the Shop Manager or to a member of the Hub Management Committee.

Financial Controls

Financial management and controls procedure

This responsibility lies with the Hallbankgate Hub Ltd management Committee

Cash handling policy.

Cash handling procedures will the responsibility of the Hub Manager. All staff including volunteers will have this covered in their basic training.

Health and Safety

Hallbankgate Hub Health and Safety Policy Document

1. ABOUT THIS POLICY

1.1. This policy sets out our arrangements for ensuring we meet our health and safety obligations to staff, volunteers, customers and anyone visiting our premises or affected by our work.

1.2. The allocated Management Committee member has overall responsibility for health and safety and the operation of this policy.

1.3. This policy does not form part of any employee's contract of employment and we may amend it at any time. We will continue to review this policy to ensure it is achieving its aims.

2. YOUR RESPONSIBILITIES

2.1. All staff, including volunteers, share responsibility for achieving safe working conditions. You must take care of your own health and safety and that of others, observe applicable safety rules and follow instructions for the safe use of equipment.

2.2. You should report any health and safety concerns immediately to your line manager or the allocated Management Committee member.

2.3. You must co-operate with managers and management committee members on health and safety matters, including the investigation of any incident.

2.4. Failure to comply with this policy may be treated as misconduct and dealt with under our Disciplinary Procedure.

3. INFORMATION AND CONSULTATION

We will inform and consult directly with all staff regarding health and safety matters.

4. TRAINING

4.1. We will ensure that you are given adequate training and supervision to perform your work competently and safely.

4.2. Staff will be given a health and safety induction and provided with appropriate safety training, including manual handling, control of substances hazardous to health (COSHH), working at height and the use of personal protective equipment (PPE).

5. EQUIPMENT

You must use equipment in accordance with any instructions given to you. Any equipment fault or damage must immediately be reported to your line manager. Do not attempt to repair equipment unless trained to do so.

1. No staff and volunteers may wear open-toed shoes or other footwear that does not provide adequate protection. All staff and volunteers must wear suitable clothing.

6. ACCIDENTS AND FIRST AID

6.1. Details of first aid facilities are displayed on the notice boards.

6.2. All accidents and injuries at work, however minor, should be reported to your line manager and recorded in the Accident Book which is kept in the designated place.

7. FIRE SAFETY

7.1. All staff should familiarise themselves with the fire safety instructions, which are displayed on notice boards and near fire exits in the workplace.

7.2. If you hear a fire alarm, leave the building immediately by the nearest fire exit and go to the fire assembly point.

7.3. Fire drills will be held at least every 12 months and must be taken seriously. We also carry out regular fire risk assessments and regular checks of fire extinguishers, fire alarms, escape routes and emergency lighting.

8. RISK ASSESSMENTS AND MEASURES TO CONTROL RISK

We carry out general workplace risk assessments periodically. The purpose is to assess the risks to health and safety of employees, visitors and other third parties as a result of our activities, and to identify any measures that need to be taken to control those risks.

9. COMPUTERS AND DISPLAY SCREEN EQUIPMENT

9.1. If you use a computer screen or other display screen equipment (DSE) as a significant part of your work, you are entitled to a workstation assessment and regular eyesight tests by an optician at our expense.

9.2. Further information on workstation assessments, eye tests and the use of DSE can be obtained from your line manager.

Smoking/ Alcohol / Substances

No staff or volunteer smoking will be allowed in the Hub building, in the approaches to the Hub doors or in the car parking area. Volunteers must not drink alcohol or use substances which can lead to intoxication while on the Hub premises or on duty.

Hub Building and Security

Keys All staff will be familiarised with the opening and locking up procedures and the key holders in the case of an emergency.

Opening up routine1. Unlock door2. Turn on lights and de-activate alarm3. Turn on equipment: coffee machine, boiler, till4. Check chilled display equipment: fridges and freezers working properly and record Temp5. Check there are plenty of hand washing materials6. Check sufficient hand washing material in the WC7. Place float in till8. Check for signs of any pests9. Sort and do necessary recording of newspapers and magazines10. Check all counters and floors are clean and tidy11. Check shop is ‘fit to trade’ i.e. stock filled up, clean and tidy everywhere.12. Volunteers making coffee, wash hands and make sure they are clean and tidy with a

clean ‘Hallbankgate Hub’ apron.

Closing routine13. Stock up shelves14. Sweep floor, mop dirty areas using appropriate cleaning product.15. Clean tables and remove any rubbish or dirty crockery.16. Close all windows17. Clean WC and handbasin18. Wash and dirty crockery and put away.19. Clean all counters, worktops and coffee machine [backflush heads of coffee machine

using blank for 20 seconds each as per training.]20. Remove daily rubbish. NO fast food waste id to be left on the premises over night under

any circumstances.21. Put clean bin bags in bins & clean lids with antic spray.22. Empty ‘knock out’ drawer, rinse, drain and replace drawer.23. Visual check to ensure Hub clean, tidy and ready for trading the next day.24. Banking done, money / float secure in safe25. Turn off equipment in cafe: till coffee machine, gender water boiler.26. Check temperature of all chilled equipment [fridges/freezers] and record.

27. Any out of date perishable or chilled goods record as wast and disposed to.28. Ensure all foods and cakes are wrapped / covered.29. Turn off light30. Activate alarm31. Lock door

Emergency telephone numbers

Human Resources

Hub Equal opportunities Policy [change formatting as picking up on H&S numbering rather than starting at 1 again – ask Heather G.? Also re consistency in size font within entire document including incorporated policies]Equal opportunities statement

Hallbankgate Hub Limited is committed to promoting equal opportunities in employment. You and any job applicants will receive equal treatment regardless of age, disability, gender reassignment, marital or civil partner status, pregnancy or maternity, race, colour, nationality, ethnic or national origin, religion or belief, sex or sexual orientation (Protected Characteristics).

10. ABOUT THIS POLICY

10.1. This policy sets out our approach to equal opportunities and the avoidance of discrimination at work. It applies to all aspects of employment with us, including recruitment, pay and conditions, training, appraisals, promotion, conduct at work, disciplinary and grievance procedures, and termination of employment.

10.2. The member of the Company’s committee with responsibility for employees and volunteers is responsible for this policy and any necessary training on equal opportunities.

10.3. This policy does not form part of any employee's contract of employment and we may amend it at any time.

11. DISCRIMINATION

11.1. You must not unlawfully discriminate against or harass other people including current and former employees, job applicants, clients, volunteers, customers, suppliers and visitors. This applies in the workplace, outside the workplace (when dealing with customers, suppliers or other work-related contacts), and on work-related trips or events including social events.

11.2. The following forms of discrimination are prohibited under this policy and are unlawful:

(a) Direct discrimination: treating someone less favourably because of a Protected Characteristic. For example, rejecting a job applicant because of their religious views or because they might be gay.

(b) Indirect discrimination: a provision, criterion or practice that applies to everyone but adversely affects people with a particular Protected Characteristic more than others, and is not justified. For example, requiring a job to be done full-time rather than part-time would adversely affect women because they generally have greater childcare commitments than men. Such a requirement would be discriminatory unless it can be justified.

(c) Harassment: this includes sexual harassment and other unwanted conduct related to a Protected Characteristic, which has the purpose or effect of violating someone's dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for them.

(d) Victimisation: retaliation against someone who has complained or has supported someone else's complaint about discrimination or harassment.

(e) Disability discrimination: this includes direct and indirect discrimination, any unjustified less favourable treatment because of the effects of a disability, and failure to make reasonable adjustments to alleviate disadvantages caused by a disability.

12. RECRUITMENT AND SELECTION

12.1. Recruitment, promotion and other selection exercises such as redundancy selection will be conducted on the basis of merit, against objective criteria that avoid discrimination. Shortlisting should be done by more than one person where practicable.

12.2. Vacancies should generally be advertised to a diverse section of the labour market. Advertisements should avoid stereotyping or using wording that may discourage particular groups from applying.

12.3. Job applicants should not be asked questions which might suggest an intention to discriminate on grounds of a Protected Characteristic. For example, applicants should not be asked whether they are pregnant or planning to have children.

12.4. Job applicants should not be asked about health or disability before a job offer is made, except in the very limited circumstances allowed by law: for example, to check that the applicant could perform an intrinsic part of the job (taking account of any reasonable adjustments), or to see if any adjustments might be needed at interview because of a disability. Where necessary, job offers can be made conditional on a satisfactory medical check. Health or disability questions may be included in equal opportunities monitoring forms, which must not be used for selection or decision-making purposes.

13. DISABILITIES

If you are disabled or become disabled, we encourage you to tell us about your condition so that we can consider what reasonable adjustments or support may be appropriate.

14. PART-TIME AND FIXED-TERM WORK

Part-time and fixed-term employees should be treated the same as comparable full-time or permanent employees and enjoy no less favourable terms and conditions (on a pro-rata basis where appropriate), unless different treatment is justified.

15. BREACHES OF THIS POLICY

15.1. We take a strict approach to breaches of this policy, which will be dealt with in accordance with our Disciplinary Procedure. Serious cases of deliberate discrimination may amount to gross misconduct resulting in dismissal.

15.2. If you believe that you have suffered discrimination you can raise the matter through our Grievance Procedure. Complaints will be treated in confidence and investigated as appropriate.

15.3. You must not be victimised or retaliated against for complaining about discrimination. However, making a false allegation deliberately and in bad faith will be treated as misconduct and dealt with under our Disciplinary Procedure.

HALLBANKGATE HUB VOLUNTEER POLICY

Introduction

1. The Hallbankgate Hub’s Mission Statement has a section called ‘Values and Vision’ which states: “We wish to retain in our village a strong sense of community, belonging and social inclusion”. One of the ways in which this can be done is by ensuring that people from the local area are offered the chance to volunteer at the Hub. We wish to encourage people from as wide a range of ages, backgrounds and skills as possible to volunteer. In this way we can ensure that the breadth of experience and abilities of the people of the area can be utilized to the full for the benefit of the community.

2. It is hoped that, through volunteering, people from the community can gain experiences that they value. They can:

• Give time to make Hallbankgate and the local area better. • Have a sense of purpose and of belonging to the community• Enjoy the camaraderie• Meet people who live locally who they have not met before.• Learn new skills. • Use their skills to help others.• Inspire other people to help at the Hub too.• Gain work experience for their CV.

1. Hallbankgate Hub recognises the valuable contribution that volunteers make to the organisation. In fact, we simply could not do it without you. It is, therefore, our aim to ensure that a person’s volunteering experience is as positive and beneficial as possible to both the individual and to the organisation.

3. To this end, we think it important to have proper policies and procedures in place so everybody knows where they stand, what is expected of them, what they can expect from the organisation and what to do if they are concerned about something. Therefore, we have prepared this Volunteer Policy and you will be provided with a Volunteer Agreement at induction that you will need to sign.

4. This Policy is not contractually binding and can be amended at any time.

Overall Structure

5. The Hub is a company (Hallbankgate Hub Limited) and there is a Management Committee that has overall responsibility for the organisation. However, on a day to day basis the Hub is run by the Hub Manager (who is employed by the Hub) who reports to the Management Committee. The manager will generally make the operational decisions and the Committee will make the strategic decisions.

Volunteer Recruitment, Selection and Basic Duties

6. Advertising of volunteer roles will take place via leaflets, advertisements, survey form questions and word of mouth. Premises where people gather in the village, such as the school, the pub and village notice boards will be used to distribute information. Information sessions will be held to give potential volunteers details of what will be involved and answer any questions they may have.

7. Potential volunteers will be asked to complete a form seeking basic background information to determine suitability. A member of the Management Committee or the Hub Manager will also talk with each volunteer individually to establish what the volunteers feel they have to offer and if they are happy with what the Hub’s expectations of them might be.

The main areas of work that will be undertaken by volunteers are likely to include:• Welcoming customers• Helping with specific requests• Serving in the coffee shop• Cleaning the premises• Till work• Helping to unload stock deliveries• Pricing and putting out stock• Delivering to housebound customers

Not all volunteers will be expected to carry out all of these different roles.1. Generally, you will specify the hours and days that you are willing to volunteer and this

will be incorporated into a Volunteer Rota by the Hub Manager so as to ensure that the opening times and duties within the Hub are covered.

Induction, Management and Supervision1. Volunteers will be expected to undertake both an initial induction process and specific

training to enable them to carry out particular roles within the Hub. Expectations with regard to roles and duties to be carried out will be clear and explicit. Training will

generally take place within the Hub premises or within Hallbankgate, at a time agreed by all the participants.

2. Generally, all volunteers will initially start on a one month trial basis in order that we and you can be satisfied that the arrangement will work for all concerned on a long-term basis.

3. Every six months a one to one Review will be conducted and Review Meeting Sheet completed. This will ensure that the individual’s volunteering experience can be discussed, feedback obtained and any role development aspirations, issues or problems addressed.

4. Volunteers will work as part of a friendly and supportive team led by the Hub Manager. At any particular time this may include the Manager, an Assistant and other volunteers. The roles or tasks to be undertaken at each volunteering session will be allocated by the Hub Manager or by the lead person who has been allocated that responsibility. The Manager or lead person is the person to whom any queries or uncertainties should be addressed; they will support the volunteers as required. It is expected that all tasks will be carried out in line with our Health and Safety Policy and the training that has been received.

Recognition and Acknowledgement of Value.1. The Hub recognises how important it is to acknowledge and let volunteers know how

much their contribution to the Hub’s work is valued. To ensure this the Hub will use reasonable endeavours to:

- Respond to communications from volunteers promptly.- Ensure volunteers are inducted and trained appropriately.- Keep volunteers up to date and informed.- Ensure volunteers are thanked for the work that they do.- Try and adapt roles and activities, where possible, to suit individual volunteers.- Ensure volunteers are clearly identifiable while carrying out their work.- Ensure that matters arising from one to one Review meetings are acted upon.- Ensure that volunteers have opportunities to make suggestions on the operation of the Hub.- Provide opportunities for volunteers and others to meet socially on a regular basis.- Ensure exit interviews are offered and references provided as required.

Employment Status and Payment1. It is anticipated that the only staff employed by the Hub will be the Hub Manager and the

Assistant Manager. All other members of the team will be volunteers. This means that volunteers are unpaid, except for reimbursement of expenses incurred directly as a result of agreed business activity. These will be reimbursed when the required form is completed and receipts attached.

Confidentiality

2. In your role as a volunteer you may become aware of information that is confidential, either because such information is commercially or operationally sensitive from the Hub’s perspective or because it is confidential information related to a customer, member of staff, the Management Committee or another volunteer.

3. All such information must be kept confidential at all times (including after you cease to volunteer).

Insurance

1. Volunteers are covered by the organisation’s Public Liability Insurance. Volunteers who are required to drive as part of their volunteering work are required to inform their motor insurer that they will be driving in a voluntary capacity.

Policies and Procedures

2. We have a number of policies and procedures governing the operation of the Hub. These include a Health and Safety Policy and an Equal Opportunities Policy. These will be provided to you at induction.

Complaints and Concerns

3. We want the experience of volunteering to be worthwhile and rewarding for all concerned. However, we appreciate that problems can arise from your perspective or from the Hub’s perspective. Therefore, we set out below a procedure by which any concerns that you may have and that cannot be resolved informally with the Hub Manager can be addressed. Please note that this process is not in any way contractual and the approach taken to addressing any such issues will be proportionate and in line with commonsense, rather than being unduly reliant on process.

4. Equally, if we have concerns about your conduct, performance or suitability to be a volunteer then we must be able to raise such concerns with you formally, again presuming that they cannot be informally resolved by the Hub Manager.

5. If you have a complaint, query or concern about other volunteers, customers, the Management Committee or how the Hub is operating then this should initially be raised informally with the Hub Manager. If you have a concern about the Hub Manager then, if possible, this should be raised informally with the Hub Manager. If this is not possible then any such concerns should be raised with a member of the Management Committee. As appropriate, the Hub Manager or Management Committee member will seek to resolve the problem informally.

6. If your concern cannot be resolved informally then you should put it in writing to the Hub Manager or, if this is not appropriate, to the Management Committee. Proportionate and appropriate investigations will be undertaken and you will be given written confirmation as to the outcome of the issue you have raised. If you remain dissatisfied then you may raise your concerns in writing with the Chair of the Management Committee.

7. In the event that we have minor concerns about your conduct, performance or suitability to be a volunteer then these will be raised informally by the Hub Manager (if appropriate, including at the end of the initial one month trial or at the six-monthly reviews).

8. If the concerns are more serious then these will be raised formally with you by the Hub Manager at a meeting. If the issue cannot be resolved or the issue is so serious to mean that (entirely at our discretion) it is not appropriate for you to continue as a volunteer then we will inform you that you will no longer be able to volunteer for the Hub.

9. Unless there are exceptional circumstances, the fact that you are no longer entitled to volunteer will not affect your ability to use the Hub as a customer.

Volunteer rostering system

There will be weekly sheets on the notice board to sign up for the times you are able to volunteer. It would be helpful if all volunteers could sign up two weeks in advance to ensure any gaps can be filled in good time.

Communication, support and review meetings.

All volunteers will be invited to take part in regular review meetings to ensure that everything is going OK, and ensure they feel well supported are enjoying volunteering and that they are able to contribute everything that they would like to.