OCD Action Volunteer Induction Pack January 2009 This induction

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					                                       OCD Action
                       Volunteer Induction Pack

                                     January 2009

This induction pack is design to provide additional important information regarding OCD Action, its aims,
organisation, policies and procedures. We will familiarise you with this material throughout your
induction and training.

If you have any questions or concerns about the information in this document, please feel free to contact
Joel Rose, OCD Action’s Director, by phone or email joel@ocdaction.org.uk

1.   Welcome
2.   The Organisation
3.   Mutual Responsibilities
4.   Health & Safety
5.   Equal Opportunities (complaints & harassment)
6.   Forms
     a.   Skills Audit Form

     b.   Complaints/Harassment/Whistleblowing Form

     c.   Volunteer registration form

1. Welcome to OCD Action
OCD Action is the largest national charity focusing on Obsessive Compulsive Disorders. We provide
support and information to anybody affected by OCD, work to raise awareness of the disorder
amongst the public and frontline healthcare workers and strive to secure a better deal for people
with OCD.

OCD Action’s vision is of a society where Obsessive Compulsive Disorder is better understood and
diagnosed quickly, where appropriate treatment options are open and accessible, where support
and information are readily available and where nobody feels ashamed to ask for help.

OCD Actions works according to 8 key principles,

    1. Always asking, ‘How does this activity benefit people affected by OCD?’

    2. Ensuring that people affected by OCD are involved in OCD Action’s decision making and in its

    3. Preserving integrity and independence in OCD Action’s policy positions.

    4. Ensuring that the public positions and priorities that are adopted are well informed and

    5. Collaborating with, and influencing, other organisations to pursue positive programmes of
       action on OCD.

    6. Adopting best practice in the way that the Charity is governed and managed.

    7. Ensuring that its services are accessible to all.

Our funding come from philanthropic sources and we receive no money from the government. Last
financial year (2007-08) the charity raised £84,000. So far, in this financial year (2008-09) the charity
has raised £220,000.

The Charity spends its funds on directly providing services to people affected by OCD, administration
and on raising more funds.

2. The Organisation
Our Trustees represent the top specialists in OCD Spectrum Disorders (“OCDSD”) in the UK as well as
people affected with the disorder, family members and interested professionals. Out Trustees are
volunteers and are ultimately responsible for the organisation.

Trustees appoint a director of the Charity who’s role is to manage the running of the organisation
and work with trustees to create the organisation’s strategic plan and budgets.


  David         Cliff        Colin        Robert      Martyn         Peter      Isobel       India       Naomi
  Veale       Snelling      Putney        Eddison      Hall        Jennings,   Heyman       Heylor      Fineberg

                                                     Joel Rose

                                                Director OCD Action

                                      Jyothi Unni                      TBC

                                     Administrator               Advocacy Manager

15 Helpline                     4 Admin                          3 Media                      1 I.T Volunteer
Volunteers                      Volunteers                       Volunteers

 3. Mutual Responsibilities
 OCD Action’s responsibilities

 OCD Action staff aim to:

     •    Provide clearly defined, achievable tasks which will benefit the services users, staff and

     •    Provide a key contact to support you in your volunteer tasks

     •    Reimburse pre-agreed expenses

     •    Ensure equal opportunities

     •    Provide safe working conditions

     •    Keep you informed of changes and developments which affect you

     •    Encourage, support and value your volunteering efforts

 Volunteer’s responsibilities

 As a volunteer we ask that you:

    •   Work with us to achieve the aims and objectives of OCD Action

    •   Are committed and reliable

    •   Air problems and issues as soon as they arise

    •   Attend relevant training

    •   Provide notice of your intention to stop volunteering

    •   Clean up after yourself, washing cups etc. that you use

    •   Return borrowed materials

Volunteering at OCD Action

Volunteering is not only an opportunity to give, but also to receive.

At OCDA, we understand that there are many reasons people get involved in an organisation. We
like to work with volunteers to create a role that takes into consideration those reasons.

Below are two volunteer stories which show how a volunteer role is developed here:

‘B’ is a Psychology student who contacted us in a desire to improve his understanding of ‘what it is
like’ to have one’s life ruled by intrusive and obsessive thoughts and behaviour. ‘B’ wanted to work
with people who have OCD. As such, we have trained him to answer phones on our helpline, as well
as making him a part of our ‘Supporting our Support Groups’ project where he will work face to face
with sufferers.

‘M’ wanted to take steps towards returning to work. She needed to regain confidence, learn and
improve skills. Her role is varied. Every week she compiles and disseminates the various materials
that are distributed by OCD Action. She has researched and improved our information leaflets and is
working with us to design and build a DB that will help thousands of people. She is also participating
in free computer training that is available through the Council.

Volunteer Job Specification

    1. Every week we send out information packs to people who ask for them by phone or through
       the website.

    2. Three times a year we send out newsletters to all our members. Mail outs are a crucial and
       satisfying job in that we know that people are receiving information which may be their first
       step in looking for help for a disorder they may not understand (be it for themselves or for
       their families).

    3. Data has to regularly be entered on the computer so if you have computer skills this is

    4. The helpline is manned as many hours as possible. For this you would need training
       followed by shadowing experienced helpline volunteers. The next stage is taking calls whilst
       being supervised. And then, when you feel comfortable, you can take the calls yourself.


OCD Action will reimburse all reasonable travel expenses related to volunteering. We also provide a
meal allowance up to £4 per day. Expenses will be reimbursed directly into your bank account
within one week of submission. We do ask that you submit expenses on a week by week or
fortnightly basis so that we can better manage our accounts.

Rules of the House

     Please clean your own dishes and return all OCDA cutlery, plates etc. When finished using
      them (these may get taken if we leave in the communal kitchen).

     Please do not dispose of liquids in the office rubbish bins as this makes them gunky horrible
      messes (there is a black bin lined waste bin in the communal kitchen)

     Please let me know if we are running out of anything (tea, coffee etc.) So i can ensure that
      we don’t...

     Please remove items from the fridge before they turn into penicillin.

     Please take your personal recycling with you when you leave. Jordan can show you where
      the bins are (both are close and en route to either angel or barbican station)


There is on street pay and display parking in effect until 18:30pm. There is a municipal car park
nearby and a scooter rank outside City University.

The office is located within the congestion charge zone.

Tea/Coffee and water is provided by OCD Action. All other items belong to the person who has
purchased them. All personal items may be stored in the communal fridge.

4. Health & Safety


            Lift           Toilets       Kitchen   Conference Room

Emergency Plan for Occupants

Instructions in Case of Fire:                          Action:

 1.    What should an occupant do if they discover    Sound the FIRE ALARM call point, which is
       a fire?                                        located at the FIRE EXITS located at the
                                                      opposite ends of each floor.

                                                      Alert the EMERGENCY SERVICES by
                                                      DIALING 999 or by alerting the appointed
                                                      FLOOR MARSHAL.

                                                      Refer to FLOOR PLANS located on each floor
                                                      and familiarise yourself with
                                                      the location of FIRE EXITS and FIRE ALARM
                                                      call points.

 2.    How will an occupant be warned if there is a   The FIRE ALARM system will sound.
                                                      The system will be tested once a week and a
                                                      PRACTICE EVACUATION of the building will
                                                      take place once every six months.

                                                      You must take part in the evacuation, as this
                                                      will ensure that in the event of a fire, all
                                                      occupants will be practices and be able to
                                                      effect an orderly evacuation to safety.

 3.    How should an occupant evacuate the            Once the alarm has sounded all occupants
       building?                                      shall make an orderly exit of whatever floor
                                                      they occupy via one of the two FIRE EXIT

                                                      The appointed FLOOR MARSHALS shall carry
                                                      out a final check to each floor to ensure a
                                                      complete evacuation.

 4.    Where should the occupants assemble once       The SHAKESPEARE PUBLIC HOUSE
       they have evacuated the building?              located in PERCIVAL STREET has been
                                                      designated as the assembly point.

 5.    What checking process will be carried out at   Each appointed FLOOR MARSHAL shall carry
       the assembly point to ensure a full            out a ROLL CALL to ensure a complete
       evacuation?                                    evacuation of each floor.

 6.    How do you locate the main fire escape         Each occupant MUST make themselves
       routes allowing you to escape to safety?       aware of the FIRE EXIT ROUTES by visual

                                                    inspection and by referring to the FIRE
                                                    ESCAPE PLAN located on each floor.

7.   What fire-fighting equipment is in place       The only fire-fighting equipment is two types
     and when is it appropriate to use it?          of FIRE EXTINGUISHER located at each FIRE
                                                    EXIT door and mid-way within each central
                                                    corridor. The extinguishers are a 9 Litre
                                                    Water and

                                                    All occupants should make themselves
                                                    aware of the type of SMALL fire each type of
                                                    extinguisher is suitable for.

                                                    The extinguishers MUST only be used
                                                    if the fire is at a SMALL or VERY EARLY

                                                    AT NO POINT MUST AN OCCUPNAT PUT
                                                    THEIR PERSON AT RISK.

8.   Who are the appointed occupants of the         Each floor will have the appropriate
     building who have responsibilities in the      ‘FIRE ACTION’ notice located by each exist
     case of a fire? What are their names, where    and central to each main corridor,
     are they located and what are their duties?    The FIRE ACTION notice will have the name
                                                    of the appointed FLOOR MARSHAL and the
                                                    room number.

                                                    Appointed FLOOR MARSHALS will have the
                                                    responsibility of ensuring all persons have
                                                    evacuated their floor.

                                                    Occupants MUST make themselves aware of
                                                    the name and location of their appointed
                                                    FLOOR MARSHAL on the first day of

                                                    The owner or the owner’s agent will inform
                                                    occupants of any change to the FLOOR

9.   What are the arrangements for the safe         The appointed FLOOR MARSHAL must be
     evacuation of any occupant who are             made aware if a person with disability
     especially at risk:                            is in occupancy.

     Disabled.                                      In the event of fire the FLOOR MARSHAL or
     Members of the public.                         you as an occupant should ensure that any
     Visitors.                                      disabled person or visitor is taken to the
                                                    designated escape staircase.

10.   What machines, processes or power                 As the building is LOW RISK no large
      supplies need be turned or isolated in the        machinery is in place or process carried out.
      event of fire.

      Are there any areas within the building that      NONE
      are considered to be HIGH RISK.

      Who will contact the FIRE BRIGADE and any         YOU. Or you may report the fire to your
      other EMERGENCY SERVICE in the event of a         FLOOR MARSHAL who will contact the
      fire.                                             EMERGENCY SERVICES.

11.   Who will liaise with the FIRE BRIGADE             The appointed FLOOR MARSHALS.
      or any other EMERGENCY SERVICE in the
      event of a fire.

      What training procedure is in place to            On taking occupancy you will be given a
      ensure that all occupants are aware of how        EMERGENCY EVACUATION PROCEDURE
      to react in the event of a fire.                  sheet which you will be asked to sign and
                                                        confirm you under-stand the procedures it

12.   What information is readily available to          The appointed FLOOR MARSHAL will
      ensure that all occupants know the building       show you the location of escape routes,
      layout and location of ESCAPE                     fire equipment and alarm points.
                                                        At the appointed time, once a week, you will
                                                        hear the fire alarms being tested.

                                                        At the appointed time, once every six
                                                        months. You will take part in an

                                                        PRACTICE EVACUATION of the building.

                                                        Each floor level will have an A3 plan
                                                        detailing the location of each FIRE
                                                        ESCAPE ROUTE along with details of
                                                        positions of alarm call points and fire

                                                        These plans will be wall mounted next to
                                                        both fire exits located at opposite ends of
                                                        each floor.

 13.   What information is readily available to         As above.
       ensure that all occupants know the
       location of any FIRE-FIGHTING EQUIPMENT.

 14.   What information is readily available to         As above.
       ensure that all occupants know the
       location of any FIRE ALARM CALL POINTS

 15.   In the event of a fire what should an            DO NOT USE THE LIFT.
       occupant NOT DO.

Health and Safety Policy

The Director and the Operations & Services Manager have overall responsibility for health and safety
at OCD Action and are actively committed to continuous improvement and to achieving best practice
in assessing and minimising any risk. The health and safety of volunteers and staff are central to our
work, and we take legal requirements as no more than our starting-point.

Effective health and safety management is integral to effective management overall and will be
incorporated into OCD Action's performance standards and plans.

OCD Action is committed to continuously measuring achievement; auditing and reviewing the cycle
as a whole.

OCD Action will take action to assess and then manage all significant risks to our staff and to those
who are not in our employment - volunteers, contractors, and members of the public; foster
communication and co-operation with staff and volunteers in developing, monitoring and reviewing
measures to improve our health and safety standards; provide the information, instruction, training
and supervision which will ensure that management, staff and volunteers have the competence and
knowledge to work safely and without risk to health.

The Director and Operations & Services Manager are responsible for annual review and
development of this policy. We will also review progress in implementing plans and achieving
objectives. In addition, codes of practice and other forms of instruction will continue to be issued for
more specific subject areas e.g. ‘Computers What Can I Do to Help Myself?’ which is included in this
induction pack.

Health and safety responsibility extends through management and supervisors to each member of
staff and volunteer. Each is responsible for implementing the policy in the activities under his or her

The normal channel for a health or safety query or concern from a member of staff or from a
student is by reference to their supervisor or manager.
Staff and volunteers are required to take reasonable care for their own health and safety and that of
others. They are expected to co-operate with OCD Action on all matters of health and safety; to
comply with instructions on health and safety; to promptly report any OCD Action related accident,
hazard or instance of ill-health; and to adopt a responsible attitude overall.

Staff should in particular carry out routine on-site risk assessment, ensuring that equipment and
facilities are safe and fit for purpose; take any necessary action to manage risk; properly use

protective equipment; and seek assistance when any necessary control measure is unavailable; and
should participate fully in training programmes, consultation, and periodic health and safety

Accidents and Incidents

The term 'accident' covers occasions when there is personal injury involved and accidents which do
not involve injury (sometimes call 'incidents' or 'near-miss accidents'). All of these must be reported,
using the Accident Report Book, by the manager, or the manager must be sure that the accident has
been reported by other person(s).

The relevant legislation is The Reporting of Injuries, Diseases and Dangerous Occurrences
Regulations 1995 (known as RIDDOR). These regulations put accidents into three categories: (i)
Major injury accident (e.g. accidents involving fractures, hospitalisation for more than 24 hours, loss
of consciousness); (ii) Accidents which result in the injured person being off work for three days or
more, as result of the accident; (iii) Minor accidents (e.g. accidents involving slips, trips, falls, cuts,

All accidents must be reported in the Accident & Incident Book (located on the main file cabinet next
to the First Aid Kit). It should be remembered that even such incidents as a small cut, or a fall
involving no apparent injury, can have consequences later. If there has been no report made of the
incident the Injured Person could be denied State Injury Benefit or the chance to claim
compensation arising from negligence. In addition the manager responsible would have breached
RIDDOR (see OCDA Policy Folder for a copy of this).

Whilst the majority of accidents happen on office premises, official activities take place off-site and
any accidents occurring during such activities, regardless of location, must be dealt with in exactly
the same manner as accidents on office premises.

Computers: What can I do to help myself?

Make full use of the equipment provided, and adjust it to get the best from it and to avoid potential
health problems. If the Regulations apply to you, your employer should cover these things in
training. If the Regulations don’t apply, it is still worth setting up your workstation properly, to be as
comfortable as possible. Here are some practical tips:

Getting comfortable
    • Adjust your chair and VDU to find the most comfortable position for your work. As a broad
        guide, your forearms should be approximately horizontal and your eyes the same height as
        the top of the VDU.
    • Make sure you have enough work space to hold whatever documents or other equipment
        you need.
    • Try different arrangements of keyboard, screen, mouse and documents to find the best
        arrangement for you. A document holder may help you avoid awkward neck and eye
    • Arrange your desk and VDU to avoid glare, or bright reflections on the screen. This will be
        easiest if neither you nor the screen is directly facing windows or bright lights. Adjust
        curtains or blinds to prevent unwanted light.
    • Make sure there is space under your desk to move your legs freely. Move any obstacles such
        as boxes or equipment.

    •   Avoid excess pressure from the edge of your seat on the backs of your legs and knees. A
        footrest may be helpful, particularly for smaller users.

Keying in
    • Adjust your keyboard to get a good keying position. A space in front of the keyboard is
        sometimes helpful for resting the hands and wrists when not keying.
    • Try to keep your wrists straight when keying. Keep a soft touch on the keys and don’t
        overstretch your fingers. Good keyboard technique is important.
Using a mouse
    • Position the mouse within easy reach, so it can be used with the wrist straight. Sit upright
        and close to the desk so you don’t have to work with your mouse arm stretched. Move the
        keyboard out of the way if it is not being used.
    • Support your forearm on the desk, and don’t grip the mouse too tightly.
    • Rest your fingers lightly on the buttons and do not press them hard.
Reading the screen
    • Adjust the brightness and contrast controls on the screen to suit lighting conditions in the
    • Make sure the screen surface is clean.
    • In setting up software, choose options giving text that is large enough to read easily on your
        screen, when you are sitting in a normal, comfortable working position. Select colours that
        are easy on the eye (avoid red text on a blue background, or vice-versa).
    • Individual characters on the screen should be sharply focused and should not flicker or
        move. If they do, the VDU may need servicing or adjustment.
Posture and breaks
    • Don’t sit in the same position for long periods. Make sure you change your posture as often
        as practicable. Some movement is desirable, but avoid repeated stretching to reach things
        you need (if this happens a lot, rearrange your workstation)
    • Most jobs provide opportunities to take a break from the screen, eg to do filing or
        photocopying. Make use of them. If there are no such natural breaks in your job, your
        employer should plan for you to have rest breaks. Frequent short breaks are better than
        fewer long ones. Sample image:

For more information please look in our leaflet folder or go to
http://www.hse.gov.uk/pubns/indg36.pdf. A copy of this booklet is held in the OCDA Policy Folder.

5. Equal Opportunities
Equal Opportunities Policy

OCD Action is committed to promoting equal opportunities and wants equal chances for everyone to
work, learn and live free from discrimination and victimisation.

OCD Action will combat discrimination throughout the organisation and will use its position,
wherever possible, to help overcome discriminatory barriers outside the organisation.

In seeking to achieve this, OCD Action will strive to encourage equality of opportunity for all people
and actively promote good relations; eliminate any conditions, procedures and individual behaviour
that can lead to discrimination even where there was no intent to discriminate, with particular
regard to: Race; Gender; Disability; Sexuality; Age; Religion and Belief plus Employment issues.
OCD Action also recognises that individuals may experience disadvantage on more than one level.

We aim to offer services fairly to all people, ensuring that anyone in contact with the organisation is
treated with respect, making provision for those groups within the community whose needs and
expectations are less well met.

We will comply with all legislation dealing with discrimination and the promotion of equality,
following the codes of practice issued to support this legislation. The organisation will ensure all
employment policies procedures, guidelines and circulars reflect and reinforce OCD Actions'
commitment to equality. OCD Action will ensure that mechanisms are in place for responding to
complaints of discrimination and harassment from employees and the public.

This policy will be made available to all OCD Action employees, job/volunteer applicants, service
users and partner organisations and will periodically review the Equal Opportunities policy.

Harassment Policy

Harassment is a term that is generally used to define unwelcome and unwarranted behaviour which
affects the dignity of an individual or group of individuals. Harassment may also include the

       Bullying may be characterised as offensive, intimidating, malicious, insulting or humiliating
        behaviour, an abuse or misuse of power or authority which attempts to undermine or injure
        an individual or group of individuals.

       Discrimination/victimisation is essentially any act of inappropriate differential treatment,
        intentional or otherwise, direct or indirect, which is based on an individual’s identity.

For the purposes of this policy the general term of harassment will be used to cover all of these
types of behaviour.

OCD Action believes that everyone has the right to be treated with dignity and respect and that
harassment is totally unacceptable. We will work to prevent any form of harassment from
happening in the first instance and where it has already occurred, will work to prevent it from
happening again.

Harassment may also amount to unlawful discrimination under the Sex Discrimination Act 1975, the
Race Relations (Amendment) Act 2000, the Disability Discrimination Act 1995, the Employment
Equality (Sexual Orientation) Regulations 2003 and the Employment Equality (Religion or Belief)
Regulations 2003. In 2006 Employment Equality Regulations come into force for Age.

If you feel you are experiencing harassment, please follow the complaints/harassment/
whistleblowing procedure included in this pack.

Whistleblowing Policy

Whistleblowing is the raising of concerns at work about professional misconduct; ill treatment of
someone; breach of statutory obligations e.g. Health & Safety regulations; misuse of public money;
an illegal action such as fraud or corruption and/or other criminal/illegal practices.

OCD Action welcomes the raising of genuine concerns as this helps the Charity to deliver a safe
service. Most people have concerns about what is happening at work at some time or another.
Usually these concerns are easily resolved using internal procedures, but sometimes it can be
difficult to know what to do when the concerns are about professional misconduct, financial
malpractice or something dangerous. It is therefore important that the Charity has a policy and
procedure to enable people to blow the whistle at an early stage, and in the right way, without fear
of retribution.

The purpose of the Whistleblowing Policy is to promote a culture in which whistleblowing is
encouraged and supported; facilitate staff to report these concerns without fear of reprisals;
emphasise the value of responsible whistleblowing in effective service governance; demonstrate the
Charity’s commitment to dealing responsibly, openly, and professionally with concerns that are
raised; distinguish whistleblowing from the complaints procedure and the harassment at work

The Charity is committed to protecting responsible whistleblowers. Victimisation of a whistleblower
is unacceptable and will not be tolerated.

The Public Interest Disclosure Act 1998 encourages employers to be receptive to employee concerns
and penalises employers if they respond by victimising the employee. Charity staff can be reassured
that a member of staff who raises a serious concern is not at risk of losing their job or suffering any
form of retribution as a result. As long as the action was taken in good faith, it does not matter if it
was mistaken.

The identity of the whistleblower will be protected on request and will not be disclosed without
consent. Whether and how to proceed will be discussed with the whistleblower if the situation
arises where the concern cannot be resolved without revealing their identity (e.g. because there is
an internal investigation or evidence is needed in court).

Although the Charity may consider anonymous reports, concerns raised anonymously are not within
the scope of this policy. It is more difficult to investigate anonymous concerns and it is not possible
to give feedback to, or protect, the anonymous whistleblower.

There are common feelings or experiences that can be barriers to raising a concern. Sometimes
concerns are not raised because it feels none of one’s business; it is only a suspicion without hard
evidence; it is being disloyal to colleagues, managers or the Charity; it didn’t go according to plan

when it was raised previously, or other people had a poor experience of whistleblowing.

It is important, however, for a potential whistleblower to be clear about the limits of their
responsibility and to remember that a whistleblower is a witness, not a complainant. The role of the
whistleblower is to let the facts speak for themselves and to allow the responsible manager to
determine what action to take. The Charity would prefer staff to raise matters sooner rather than
waiting for proof.

It may be difficult to decide whether or how to raise a concern. It is though worth considering the
likely consequence of not blowing the whistle. For example, a manager or investigating body may
question why the matter was not raised earlier.

Free, independent and confidential advice on whether and how to raise a concern about serious
malpractice at work can be obtained at any stage from Public Concern at Work (PCaW) on 020 7404
6609 www.pcaw.co.uk. PCaW is a whistleblowing Charity that employs lawyers to provide
confidential, independent advice.

Whilst the Charity encourages the raising of concerns internally, it also recognises that there may be
circumstances where it is appropriate to report matters to outside agencies, including regulators or
the police. It is preferable to raise a concern with the appropriate regulator than not at all, as long as
this is in good faith and there is evidence to back up the concern. Public Concern at Work or the
relevant trade union will be able to give advice on the circumstances in which an outside body can
be contacted safely. They may also advise contact with the Secretary of State for Health.

The relevant regulatory bodies are:
     Local Counter Fraud Specialist
     Serious Fraud Squad (suspected fraudulent conduct) www.sfo.gov.uk
     Audit Commission (financial matters) www.audit-commission.gov.uk
     Inland Revenue (monetary irregularities) www.inlandrevenue.gov.uk
     Customs and Excise (monetary irregularities) www.hmce.gov.uk
     Health & Safety Executive www.hse.gov.uk
     Charity Commission www.charity-commission.gov.uk
     Occupational Pensions Regulatory Authority www.opra.gov.uk

The Public Interest Disclosure Act 1998 will not protect an employee who makes a rash disclosure. A
rash disclosure includes reporting to the media a concern that falls within the scope of this policy
that could and should have been raised within the Charity. The malicious raising of a concern that is
known to be untrue is a serious matter.

If you feel concerned, please follow the complaints/harassment/ whistleblowing procedure found in
this pack.

Complaints/Harassment/Whistleblowing Procedure

OCD Action staff and volunteers, any member of the public who has had contact with OCD Action, or
is affected by its work and any organisation which has contact with OCD Action may use this

We know that making a complaint can be stressful as such we are very happy for an advocate or
friend to be present at any meeting about the complaint or to support you in communicating with
us. The OCD Action Operations & Services Manager can give you details of local advocacy services.

Overview of the Complaints/Harassment Procedure

Stage One – Informal resolution

Sometimes it is possible to resolve a complaint by discussing your concerns with the staff member or
volunteer you are unhappy with.

If you do not feel the issue is resolved, proceed to Stage Two. If you do not want to discuss your
concerns with the person you are complaining about proceed straight to Stage Two.

Stage Two – Formal complaint to the Senior Manager

Please put your complaint in writing, either in a letter, or using the OCD Action
Complaints/Harassment form (Appendix 3). If you would like help putting the complaint in writing
please contact the Operations & Services Manager who will arrange this.

Your complaint will be acknowledged in writing within seven working days. The appropriate senior
manager will investigate your complaint. The manager doing the investigation will meet with you, if
you wish, to hear your concerns in more detail. She or he will also talk with staff members or other
people involved in the complaint.

The manager will respond to your complaint in writing within twenty working days. If there is any
delay she or he will contact you, explain the reason for the delay, and tell you when to expect a

If your complaint is about the Director, the Operations & Services Manager will do the investigation.
If your complaint is about the Operations & Services Manager, the Director will investigate.

If you are unhappy with the response, you should contact the Chair (see contact details below)
within one month to say that you would like to appeal.

Stage Three – Appeal to OCD Action Trustees

The Chair of OCD Action will acknowledge your request for an appeal within seven working days.
She or he will appoint two of the Trustees to review the investigation into your complaint. There will
be an opportunity to meet with the two Trustees if you wish.

You will receive a written response within twenty days. If there is any delay they will contact you,
explain the reason for the delay, and tell you when to expect a response.

If you feel your complaint has not been handled fairly within OCD Action you may make an appeal to
an independent adjudicator. You should contact the Chair or Co-ordinator of OCD Action within a
month of receiving the Stage Three response to ask for a Stage Four review.

Stage Four – Appeal to an independent adjudicator

Sometimes it is useful for someone outside the organisation to look at what has happened. OCD
Action will appoint an independent adjudicator who has experience of investigating complaints, but
who is not part of the organisation.

Your request for a review will be acknowledged in writing within seven working days.

The adjudicator will look again at your concerns and meet with you if you wish. She or he will also
review the way the complaint has been handled within OCD Action.

You will receive a full response from the adjudicator within thirty working days. If there is any delay
the adjudicator will contact you, explain the reason for the delay, and tell you when to expect a

       6. Forms
       a) Skills Audit Form

       Below you will find a list of skills that many people find important to develop because having these
       abilities can enhance your performance at University, in work and in everyday life.

       Volunteering is a two way partnership and at OCD Action we want to help you develop skills that
       may be important and helpful to you. In order to do this it is helpful for us to know how you rate
       your current skills.

       Please rate your current skill level for each of these skills on a 5-point scale. (To be completed at
       start of placement, mid-placement and at end of placement)

       1                   2                    3                    4                    5
       Significantly below Below                Satisfactory for     Above                Significantly above
       requirements        requirements         requirements         requirements         requirements

                         COMMUNICATION SKILLS
                         Ability to communicate effectively and
Oral                                                                              1      2        3       4     5
                         appropriately on a one-to-one basis
Presentation             Ability to present ideas orally to an audience           1      2        3       4     5

Listening                Ability to be receptive and attentive                    1      2        3       4     5
                         Ability to produce well-constructed and
Written                  grammatically accurate writing in an appropriate         1      2        3       4     5
                         Ability to concentrate and demonstrate a high level
Reading                                                                           1      2        3       4     5
                         of comprehension.
Visual                   Ability to select and employ suitable visual aids        1      2        3       4     5
                         Ability to manipulate and use numerical
Numeracy                                                                          1      2        3       4     5
                         Ability to seek, store, retrieve, analyse, synthesise,
Information Skills       use and present information in an appropriate            1      2        3       4     5
                         Ability to use a typewriter or computer keyboard to
Keyboard Skills                                                                   1      2        3       4     5
                         reasonable level of competence
                         Ability to select and use computer applications for
Computer Literacy                                                                 1      2        3       4     5
                         a desired purpose
Foreign Languages        Ability to speak and understand a foreign language       1      2        3       4     5

                         INTERPERSONAL SKILLS
                         Ability to relate to others independent of social
Social Competence                                                                 1      2        3       4     5
                         Ability to assert a need without aggression,
Assertiveness                                                                     1      2        3       4     5
                         manipulation or compliance

                     Ability to cooperate and contribute to group
Teamwork                                                                     1   2   3      4        5
                     Ability to manage, guide and facilitate group
Leadership                                                                   1   2   3      4        5
                     activities to a successful conclusion

                     INTELLECTUAL SKILLS                                             Skills Audit Form

Creativity           Ability to innovate, develop and execute ideas          1   2   3      4        5
                     Ability to arrive at critical assessment of complex
Analysis                                                                     1   2   3      4        5
                     Ability to identify and overcome obstacles in
Problem Solving                                                              1   2   3      4        5
                     pursuit of an objective
Academic             Ability to apply relevant academic concepts,
                                                                             1   2   3      4        5
Knowledge            theories and evidence.

                     SELF-MANAGEMENT SKILLS

                     Ability to evaluate (be realistic about) your own
Self-Assessment                                                              1   2   3      4        5
                     strengths and weaknesses
                     Ability to trust in your own abilities to ensure full
Self-Confidence                                                              1   2   3      4        5
                     involvement in achieving objectives
                     Ability to make decisions and act without
Responsibility                                                               1   2   3      4        5
                     Ability to avoid being side-tracked in carrying out
Self-Discipline                                                              1   2   3      4        5
                     tasks and achieving goals
Self-Motivation      Ability to initiate activities without being prompted   1   2   3      4        5

Adaptability         Ability to manage change                                1   2   3      4        5

Time Management      Ability to plan and make good use of time               1   2   3      4        5

Punctuality          Ability to arrive at and leave work on time             1   2   3      4        5

Reliability          Ability to perform up to employer’s expectations        1   2   3      4        5
                     Ability to be positive and energetic about your
Enthusiasm                                                                   1   2   3      4        5
                     Ability to categorise tasks into levels of importance
Prioritising Work                                                            1   2   3      4        5
                     or urgency and organise effort accordingly

                     LEARNING SKILLS

                     Ability to take responsibility for and play an active
Active Learning                                                              1   2   3      4        5
                     role in your own learning
                     Ability to identify what you do know, what you
Awareness                                                                    1   2   3      4        5
                     don’t know and what you need to know
                     Ability to identify and select appropriate learning
Learning Resources                                                           1   2   3      4        5
                     aids (books, people, WWW etc.)
Use of Criticism     Ability to benefit from constructive criticism          1   2   3      4        5

                     PROFESSIONAL DEVELOPMENT                                           Skills Audit Form

                     A realistic sense of what there is and what you are
Career Awareness                                                           1     2      3         4     5
                     capable of
Resource             Ability to assess available resources (finance,
                                                                           1     2      3         4     5
Management           materials, staff etc.) required for tasks
Vision               Ability to look ahead and perceive opportunities      1     2      3         4     5
Environmental        Ability to appreciate natural resources and
                                                                           1     2      3         4     5
Awareness            environmental implications of your activities
Commercial           Knowledge of the commercial implication of yours
                                                                           1     2      3         4     5
Awareness            and your employers activities
Statutory            Knowledge of the legal and statutory obligations
                                                                           1     2      3         4     5
Awareness            (Home Office, HSE etc.)

What key skills do you want to try and develop at OCD Action and how do you think we can help?

    Name: _________________________________________                 Date: _____________________

b. Complaints/Harassment/Whistleblowing Form

Please state what has happened and when:

What are your concerns?

What would you like to happen as a result of your complaint?

Your name:

Address:                                         How would you like us to contact you?

Phone:                                           Email:

Please return this form (marked Private and Confidential) either to the director or directly to OCD
Action’s Chairman: Peter Jennings, 10 Chandos Court, The Green, Southgate, London, N14 7AA

c. Volunteer registration Form
(please print out this form, complete and return to Jyothi)







 Bank Details

 Expenses will be reimbursed directly into your bank account within one week of submission.

 Account Number:

 Sort Code:

 I have read and understood the information contained in this induction pack:

 Signed                                                       Date


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