Cable Team's agreed rules:

1. Proposals: are what we use to make decisions. Each should be fully developed alongside relevant (affected) staff, with detail in every section, and circulated among the team by at least 3pm the day before the relevant team meeting.

2. Proposed spends above £150 within an allocated Circle budget must be signed off in a Circle meeting. Proposed new spends (i.e. an overspend) above £150 must be brought to the Team as a proposal, and signed off in a Team meeting.

3. Every Team or Circle meeting needs a chair, minuter and timekeeper, and the Chair is responsible for making and sharing the agenda ASAP.

Useful forms and templates:

Getting things done:

Finance forms:

About This Handbook

This purpose of this Handbook is to give Cable staff clear and easily accessible documentation of our structure, practices, roles and shared agreements. This will be good for organisational memory, clarity and easier onboarding of new staff, volunteers, directors or freelancers.

We also want to share our structure and practices with our members and the outside world and this documentation will make it easier to do so.

The Handbook is a living document that is updated as necessary. If you see something that could be improved: that's your invitation to improve it! If it's a significant change outside your Circle, contact the Circle Lead responsible. Just remember to treat this as a public document that could be seen by anyone.

How the handbook is organised

The handbook is broken up into chapters. Here's what they are and who's responsible for keeping each chapter up to date:

• Structure

  Guides to the internal Cable teams (which we call 'circles') that make up the staff team. The Workplace circle is responsible for keeping these up to date.

• Staff guides These explain how certain things work for staff, such as how to claim sick leave or book annual leave. People circle is responsible for keeping these up to date, unless a guide is specific to a single circle.

• Policies Legal documents determining how the co-op operates. Overseen by the People circle. Policies can only be changed through mandated working groups or team proposals. Changes then need to be signed off by the board.

• Bristol Cable Co-op

  The legal foundational documents outlining Cable's co-operative ownership model and commitments. These can only be changed through member vote.

Other handbooks

We're indebted to public handbooks of other organisations for inspiring and informing this one, including:

• Gini

Summary

• Produce the media in line with our aims and values

• Oversees print and online production

Circle vision

Accountabilities

• Regularly publish thorough and original local journalism which has impact in terms of holding power to account, engaging readers and contributing to public debate.

• Report accurately, in line with our journalistic standards and ethics including sensitivity around framing and what to leave in/leave out based on ethical and political sensitivities

• Manage and oversee the production of our media both in print and online, including managing the production budgets.

• Manage healthy relationships with commissioned and freelance contributors.

• Build the public profile of the Cable and its journalists and represent the Cable in community and industry forums where required.

• Seek out and take opportunities for journalistic and editorial work to contribute to wider Cable aims, including:

  • Growing the Cable’s membership

  • Increasing the Co-op revenue e.g. seeking project funding for specific media team funding

• Redefining local media

• Support the development and diversification of Bristol’s journalism & media ecosystem beyond the Cable where resources allow

Domains

The areas which this circle or role has final decision making power over. They will be expected to ask advice from those with expertise related to this area and/or those who will be particular affected by the decision:

• Print and online production and budgets

• All commissioned content, excluding co-op specific comms (Special Projects’ domain)

• Relationships with freelancers, sources, collaborators and other media organisations

Who can edit the handbook

At the moment, the handbook can only be edited by Bristol Cable staff who have accounts.

Please check with the Tech Co-ordinator before changing the structure of the handbook in any drastic way.

How to edit a page

Get permission

For typos and small errors, it doesn't matter whose page it is - if you see something that needs correcting, go ahead! For bigger changes, that change the meaning of the content more substantially, check who is in charge of the page. If it's your circle then great, go ahead.

If it's another circle, either ask them to make the change or get their permission to make it yourself.

Editing a page

Once you've got permission to edit a page, login and you should be able to edit.

But the quick version is - you can edit by clicking on the page. Save your changes in draft form by clicking the green Save button on the left hand dashboard panel. You can name your changes so that you can come back to this draft. Once you're ready for the content to be made public then click the blue merge button.

Undoing mistakes

If you make a mistake, you can use the classic CTRL+Z shortcut to undo it. Or for bigger, saved mistakes, check the activities tab in the furthest lefthand dark dashboard. You can see all previous versions of the handbook in this tab.

Summary

• Comms

• Distribution

• Community and relationship building

• Ongoing campaigns

• Events

Circle vision

Accountabilities

1. Manage ongoing projects that fall outside the remit of other circles e.g. Future of Cities

2. Community relationships management

3. Oversee relationship building and maintenance that falls outside the remit of other circles (e.g. relationships not held by media, fundraising)

4. Oversee calendar administration

5. Support comms including with

   1. End of year comms

   2. Print comms

   3. Co-op newsletter

   4. Editorial newsletter

6. Oversee the management of the member inbox

7. Support events including with:

   1. The AGM

   2. AiF events

   3. Launch events

8. Oversee the maintenance and, where relevant, development of the membership system

9. Support distribution delivery

10. Oversee membership development strategy, in partnership with Revenue

Domains

• Events

• Distribution delivery

• Newsletters

• Social Media comms

• Co-op comms i.e. print co-op updates and member letter, Cable Community News (‘blog’)

• Membership strategy

Summary

• Recruitment, on boarding and offboarding

• Policy development and compliance

• Anti-oppression work

• Peer-to-peer and appraisals

• Holiday, sick leave, absence

• Manage People-related risk

• Conflict, team dynamics and healthy culture

• HR admin

Circle vision

Accountabilities

1. Support the work of the People Circle lead

2. Manage recruitment, selection and contracting in collaboration with the relevant coords

3. Manage all employee on and off boarding procedures ensuring the company meets its statutory obligations, delivers an effective probationary process and gathers useful feedback at exit

4. Develop and manage performance appraisals

5. Provide necessary HR administration and remain up to date on employment legislation to ensure that any changes are communicated in a clear and timely manner

6. Develop and manage our organisational policies and procedures in line with our values

7. Ensure that equality, diversity and anti-oppression is at the heart of what we do; work to counter the impact of structural injustice on recruitment, employment and workplace culture

8. Oversee individual and team development and training

9. Maintain and develop systems/practices to support healthy workplace culture, relationships and team dynamics: a culture of care in the Cable where team members can thrive, achieve personal development and contribute to the aims of the organisation.

10. Oversee our peer-to-peer system of mutual support

11. Maintain safe working environments for staff and volunteers in line with our policies and procedures

12. Provide responsive point of contact and support for HR issues: absence, disputes, conflict, sickness, other issues.

13. Provide support around internal conflict, tensions and difficult team dynamics

14. Oversee that social activities are happening regularly

15. Maintain oversight of toil and holiday

Domains

• Recruitment processes, job descriptions, person specifications

• Onboarding: induction plans

• Probation processes

• Exit interviews and onboarding processes

• Appraisal system

• Peer-to-peer system

• Policies and policy handbook draft development

• Holiday and absence records

• Confidential data related to employee’s health and HR requests e.g. flexible working requests, requests for reasonable adjustments; confidential data related to job applicants e.g. data collected for equality and diversity purposes

• Employee, freelance, collaborator contracts

The Cable is organised into circles that are each responsible for different parts of the organisation. In this section you'll find descriptions of all our circles.

Project teams

We occasionally form temporary circles for specific projects that involve a lot of cross team collaboration (e.g. local election coverage, replacing a team member). They usually exist only for the duration of the project and may involve people from across the coordinator team.

The Cable Co-ordinator Team (or 'circle')

Summary

Oversee the running of the co-op in line with our aims and values.

Circle vision

Accountabilities

• Oversee decisions that either:

  • Are related to the overall vision, purpose or strategy of the co-op

  • Impact on all coordinators

  • Involve multiple circles

• Support the work of all circles and roles by providing forums for effective information sharing and coordination including feed in on proposals which affect all circles

• Final decision making power over organisational policies, code of conduct and Co-op rules

• Maintain forum(s) for effective decision making and information sharing of this kind

• Celebrate and take stock of progress to support staff development and team cohesion

• Look after the Sociocratic decision making and circle structures including identifying and addressing gaps, issues or tensions in the current system

Domains

The areas which this circle or role has final decision making power over. People in this team will be expected to ask advice from those with expertise related to this area and/or those who will be particularly affected by the decision:

• Team meetings

• Coordinator’s decision making platform

• Policies

• Code of conduct

• Co-op rules

• Circle structure

• Decision making system(s)

Summary

• Organisational budget

• Oversee finances and spending

• Strategy development and overview of implementation

• Fundraising

• Distribution strategy

• Oversee risk management

Circle vision

Accountabilities

Budgeting and business planning

1. Oversee the organisational budget and monitor spending.

2. Oversee financial and governance reports for the board meetings and subgroup meetings where required. Communicate relevant information about the organisational budget to other relevant stakeholders where required (staff, members etc) including via the annual report.

3. Support the Strategy lead to produce and implement a business strategy that provides a framework for the Cable’s path to sustainability in line with our values.

4. Oversee the development of sustainable revenue, including:

5. 1. Collaborate with the team to develop and implement our audience funnel, converting people in the city into readers, members, and advocates for the Cable.

6. Frequently review opportunities for the diversification of revenue streams.

7. Maintain awareness of funding opportunities and where needed source support for grant applications and subsequent reports and management.

8. Participate as an advocate for the Cable in conferences where required.

9. Oversee the distribution strategy.

Fundraising

1. Develop fundraising strategy.

2. Work collaboratively to apply for grants.

3. Manage relationships with funders including via grant reporting.

Strategy support

1. Reflect on organisational metrics and feedback to more effectively plan and achieve goals

2. Oversee the development of organisational strategy

3. Design and implement strategy development processes

Domains

• Organisational strategy

• Organisational budgets

• Organisational fundraising strategy

• Finance and governance reports

• Grant applications and reports

• Fundraising relationship management

• Business plan

• Distribution strategy

• Suggested: Risk management matrix

Summary

Co-ordination between operations and People Lead.

Circle vision

Accountabilities

• Support People and Operations leads to fulfil their role responsibilities

• Organise away days and organisational wide training

• Safety at work - health and safety practice, fire safety

• Provide a point of communication between between the People circle and the board

Domains

• Away days

• Organisational wide training

• Health & safety in the workplace

Guides describe how we do things in practice, but they're not legal documents like policies.

Guides vs. policies

Guides describe what happens day-to-day for things to get done. They exists to give detail and clarity about our agreed ways of doing things. By naming our practice we hope it's easier for people to get things done and understand our systems.

Guides are descriptive (they describe practice) and prescriptive (they describe how we want things to happen).

e.g. staff guide to sick leave contains up to date info on what to do when you're sick. It was written by the People circle based on a system that this circle developed. When this system changes, the guide will be updated.

Guides can be changed by the circle who is responsible for that area of work/activity.

Policies are legal documents which govern the running of the co-op and our rights as employees. They're higher level and sometimes go less into the practical detail of how we do things. To change policies requires sign off from the whole staff team and directors.

e.g. sick leave policy tells you your rights. It doesn't give you a blow-by-blow account of how you'll be supported when you're sick.

Do our policies, guides and practices match?

How do I change a guide?

In the guide heading it should say which circle is responsible for its upkeep and maintainance. Talk to that circle to suggest changes.

General rules

Threads

• Threads are your friend! If your message is responding to, or continuing/following up on a conversation about something that's already on Slack then it goes into that thread.

DMs vs Channels

• If you're having a general discussion about work, it should probably be in a DM. If it's not about a specific project that has a channel then put it in a DM. Work happens in channels.

• Keep channels public unless they are on confidential projects.

• Don't join channels you don't have to have to be in. You can still DM folks in a group, you can still be @ed in to a channel you are not in.

Security

• Slack IS NOT a secure platform, it's not for password sharing (use Passbolt).

• If you are working on a story where your threat model is one involving the state or other highly resourced gang/corporation/entity - best to keep that in Signal.

Pinning posts vs Bookmarks

• Make use of pinned posts for say latest minutes for the next meeting, or the doc about the topic.

• Links are great for long term project trackers and key links e.g. to the leave log.

Naming conventions for Cable Slack

Each channel should start with the parent circle e.g. media-production is about production and is a Media team project. The next print channel name would be media-edition100.

Team-wide channels begin 'team', so team-meeting is only for team-meeting-related proposals.

Useful links

Our events are...

Not just about ‘experts’ at the front - everyone has a story to tell and things to learn. We respect lived experience as well as expertise. At our events everyone is given a chance to speak their mind, swap ideas and listen.

About learning (for us and everyone else) - Our events are experimental and we want each to better than the last. So we find ways to gather proper feedback and listen to it. And find ways to upskill each events team member - staff, freelancers and volunteers.

About social justice - we want our events to be interesting and fun. We also run them to change things and explore what we (people of Bristol) can do to make things better. This impacts on event design. How are injustice around race, sexuality & gender, (dis)ability, age, class, faith playing out in this event? How is this event creating better ways to look at things and do things? Are we challenging the status quo or propping it up? How are we paying dues to those people in the wider conversations that our event is tapping into?

Public and collective: Our events let people talk face to face about tricky issues. We have the chance to connect with different types of people and have our minds changed. We want to experience a sense of contact in a society that is more and more atomised and where conversations about the world rarely extend beyond polarised private or online spaces. We want to find the magic in our event design and facilitation that makes this possible.

As open as possible - Who comes to the events and why? How does the venue, date/time, event design and topic attract and exclude different people in our city? Some conversations aren’t for everyone and that’s ok, but we need to know who we’re excluding and why. Keep things as open as possible (see social justice).

Community building - we want people to feel connected to the Cable and our mission. We want readers, members and journalists to link up so that the Cable spreads further and further across Bristol.

Guide to team communications and file sharing

For sharing files in the Cable we use Google Drive. If you want to share a file with the whole team (recommended unless confidential) share it with bristol-cable-coordinators@googlegroups.com and it will be accessible to everyone in the organisation. Please dont add individual email addresses (unless you want to keep the document private of course) as that way its very hard to unshare files with folks who leave the organisation.

Useful Links

Commonly used forms:

These are the most useful form:

The main spreadsheets:

Email

Online webmail can be found at thebristolcable.org/email

If you ever have tech question ask mat or will for a hand

If for some reason you wished to email everyone of the coordinators the adress for that is : coordinators-list@thebristolcable.org but sharing to that email via google doesnt do anything, only other coordinators can email this list, external emails are rejected.

We cover reasonable expenses for things you might need to pay for in the course of your work. The most common types of expenses are for teas & coffees at meetings out, for example with interviewees. If you’re unsure whether something is expensable, ask a colleague for advice before making the purchase.

If you pay for something expensable with your own money, here is the process you need to follow:

1. Get a receipt and take a photo of it

3. Done! :)

How to book travel

In most cases, follow the expenses process if you need to book travel which is reimburse by the Cable. If the cost is fairly high, you can book the travel with a staff debit card (which Sara, and Lucas have). However with train tickets, make sure you are able to pick up tickets and return the card as soon as possible (ideally before the day of travel). Often it’s easier to book on your own card and claim reimbursement.

How to book time off

1. Check the team calendar and speak with relevant colleagues encase there might be work that needs to be covered, and make sure that work can be covered.

2. Notify the team on Slack about the dates you’d like to book off

4. Input your leave on the Team Google Leave Calendar

Who to contact for unexpected absence / sick leave

Overview of the scheme

The aims of the peer-to-peer scheme is to answer the need for more support around personal development, accessing training and getting the best parts of management (support, coaching and accountability). It’s circular because we want to distribute the burden of care work in the organisation and build the capacity of all staff to listen empathically and look out for each other across teams and bonds of friendships.

Acting as an effective peer is part of our responsibilities as staff and is an important part of our work. We will prioritise time for this strategically and in capacity planning.

The main obligations as a peer are to meet your peer monthly and to look out for them in between.

There are some specific things you need to do at each monthly meeting and at a separate meeting with your peer that will happen around the end of each strategy cycle. More details on this can be found below.

In terms of how to use your peer - they are your first port of call when it comes to difficulties: overwork, stress, conflict etc. However, in the case of illness or sick leave or a situation where you feel unable to talk to your peer, contact the people circle directly.

Other details:

• Peers are rotated every 6 months

• Peers are assigned by the people circle based on a) who hasn’t been matched together before b) matching people on relatively similar hours

• Peer relationships are mutual (i.e. you are each other’s peer mentors) In your probation period the peer system goes one way - you will get a peer but you won’t peer anyone

• The people circle will monitor that peers are meeting and give prompts to encourage people to meet and carry out quarterly goal setting sessions.

Your responsibilities as a peer mentor:

1) Meet your peer min. monthly

• Agree with your peer how often you will meet (minimum monthly but could be more regular)

• Set up regular meeting times and meet with your peer as agreed

2) Record the meetings in 2 ways

• Record that you have booked the meeting by booking it in the public Bristol Cable google calendar. The people circle will look over the calendar to check that you have the meetings booked in.

3) Confidentiality

Apart from what is fed back to the people circle (which will be kept in confidence) keep the rest of your conversation with your peer confidential, unless you explicitly ask them if you can share / pass on something they’ve said

4) Try to meet up outside face to face and outside the office if possible

There is budget for you to buy teas / coffees / refreshments on the Cable!

5) Look out for your peer in between meetings

• Have a cup of tea or say hello on slack and ask they how they’re doing each week

• If they seem stressed or upset in a check-in, approach them

• If you hear anything else about their wellbeing that causes them concern then be proactive about reaching out to them

• Celebrate their successes with them if you hear about something they’ve done well or been involved in

• Escalate to (i.e. get in contact with) the people circle if you need support or if your peer lets you know they are: - Overworked - Stressed - Need support - Struggling - In conflict with a colleague

6) Hold a goal-setting session with your peer each quarter, at the beginning of the strategy cycle [we will guide you through this at the end of the strategy cycle]

See checklist further down below for a full list of what to cover

• Organise an extended meeting or meetings each quarter (2 x one hour meetings or a two hour meeting).

• Record this meeting using this separate form, rather than the usual peer-to-peer form.

• These goals can be shared with other members of the team or kept private

• Ask your peer if they want to keep their goals private from the rest of the team, and if so respect their confidentiality

• Identify training needs with your peer as part of the conversation on goals. Make a record of what training needs have been identified when you fill out the form.

• Look over your peer’s capacity plans with them and work with them to reduce capacity to 80% for the forthcoming six weeks. If necessary offer to approach the development circle or support them to approach the development circle if their capacity is looking overstretched.

Feedback system for the peer to peer scheme:

• Make space for a 5 minute check out at the end of each peer to peer meeting where you can offer constructive feedback on what was helpful and not helpful in relation to your aims as a peer

• Each quarter, you may wish to hold a retrospective on your peer relationship so far

• The people circle will initiate opportunities to reflect and feedback on how the relationship and scheme is working so far

• If you are having difficulties with your peer, or the pairing is not proving supportive, please contact the people circle directly.

Things that can contribute to great peer-to-peer meetings:

• Clear meeting times

• Google cal so you both have a record

• Make the length clear if you have to leave (~30 mins each is a good minimum?)

• Clear changes between whose ‘turn’ it is to be coached/supported and to coach/support

• Make them one-on-one, and in person (where possible)

• When you’re in the supporting role, listen more than you talk

• Ask how you can support before suggesting a solution

• Clear outcomes

• Agree who will keep a record of any action points or things to remember for you/your peer

• You could agree to send a summary of action points/ goals/ things to check in on later (no pressure)

Opening up a new peer-to-peer relationship

In addition to above, you could ask what are your expectations for being mentored by your peer, how do you think it might support you?

• How have you found working with teams like this in the past?

• What has it been like for you to engage on the technology platforms for communication? And to take part in sociocratic decision making?

• Are you feeling comfortable about your place in this group / org / team?

• Is there anything you’re worried about?

Safety and Communication

Peers aren’t counsellors but they can support their listened-to peers to talk through challenging feelings, about anything they feel comfortable with. Talk with your peer to identify how confidential the things they share with you are. In small orgs it’s easy for a harsh comment to travel around a group even though it was part of a normal venting process that was never meant to be passed on.

Things to cover in quarterly peer-to-peer

• Review previous goals:

  • How far have they got towards each goal?

  • if they have/haven’t achieved their goals explore the reasons behind that

  • What are their learnings?

  • What will they do the same / differently?

• Support your peer to set new goals for the next quarter

Things to cover in monthly peer-to-peer meetings: checklist

Essential:

• Ask about your peer’s overall wellbeing and stress levels

• Ask your peer how their relationships with colleagues are: are there any tensions, difficulties, conflicts? If so, what do they plan to do about it? How can you support?

• Ask how their workload is - are they overworking at the moment?

  • [Offer coaching if so: how would they like it to be… What are the barriers?]

  • Ask how you can support them

• Review your peer’s progress on their goals

• Review at the end how your peer is finding the support you’re offering. This is a space for them to offer constructive feedback.

Optional questions to ask:

• How else shall we use this session?

• How is your wider life going?

• How is work going for you?

• How is this organisation feeling for you right now?

  • And your role in it?

• How can I best support you?

• In the last month, where did you get to with your goals?

• What did you like/ dislike, what would you change?

• What do you want to do this month?

• Is there anything you want to check in on again at our next meeting?

TOP TIP

If you notice your coachee is waiting for you to ask the next question, then you have

control of the baton and thereby control of the exchange. You will be doing most of the

work and the coachee will be passive. Ideally, the coachee should have the baton and be actively doing most of the work. Give it back

THE GROW COACHING MODEL

Further Reading

So turning:

In to:

How do I get training?

As of April 2021, staff will be supported by their peer to identify their training needs in relation to their wider professional and personal goals.

For now, there are two main ways to get training - either find a training yourself or tell a relevant colleague/circle that you would like some training, if it’s something they could arrange or skill share. The People Circle is in charge of overseeing the training needs of the organisation, so they’re a good place to start. Sometimes we may arrange training for all staff.

How much training am I allowed per year? In terms of days and money?

At the moment, each coordinator is allowed £330 and 5 days.

How do I keep track of how much of this budget I’ve already spent?

When does the budget get renewed?

Every April (same as the financial year)

How should I let people know I am doing a training?

Post on loomio or let colleagues know in advance.

How & when to claim expenses

We cover expenses for things you might need to pay for in the course of your work. The most common types of expenses are for teas & coffees at meetings out, for example with interviewees.

When you've paid for something with your own money

1. Get a receipt and take a photo of it

3. Done!

When you've paid for something using a cable card

1. Get a receipt and take a photo of it

3. Done!

How to book travel

If you need to book travel which is reimbursable by the Cable, in most cases, follow the expenses process

If the cost is fairly high, you can book the travel with a staff debit card (which Adam, Lucas, and Alon have).

However with train tickets, make sure you are able to pick up tickets and return the card as soon as possible (ideally before the day of travel). Often it’s easier to book on your own card and claim reimbursement.

The Cable’s value resides in the people and the relationships that make up our inspiring, changemaking media cooperative. We collectively strive to foster an increasingly open, inclusive and caring culture.

In this document you will find a few suggested steps to take to safely and appropriately resolve conflict. Also included are support mechanisms if you need additional input to help resolve the conflict.

Create shared language to describe conflict

Conflict – when there is tension between two or more people.

Tension – Small annoying problems that, if left unfixed, will get worse over time. For example a piece of gravel in your shoe. You are affected negatively by something - this could involve (an)other person(s) or be some pain/frustration at the way things are working.

Divergence – A disagreement or difference of opinion, style or values. This may or may not involve tension.

Cable vision for conflict

Conflict and tensions are both really useful feedback. If we don’t communicate about these we are denying individuals and the organisation useful learning.

However, talking about conflict or tensions can be really scary and draining for different people for different reasons. But it is something that we can practice and having a shared commitment, shared language and structures will make it easier.

Conflict affects everyone in the group, so don’t view it as between individuals. It’s all our problem.

Conflict is inevitable. It will take up more time if you don’t deal with it consciously. If it’s not dealt with it can often resurface and ‘leak out’, draining energy and creating bad vibes.

“We rely heavily on “common sense” when we’re working in groups. We have expectations of each other, and we feel we shouldn’t have to explain all those expectations. The trouble with common sense is that everyone has a different version. We’ve all had different experiences, so we all have different unspoken assumptions. If you want to work together for a long time, if you want to be accessible to new people, and if you want to work with people who are not exactly like you, your group is going to have to have some conversations about norms and boundaries.”

Discussion on what we like / any issues

Step 1: processing yourself

• Take time to process experiences if you feel confused, overwhelmed or agitated.

• Note uncertainties and possible misunderstandings in your interactions, including cultural differences.

• Distinguish people's actions from your feelings about them. They're both important, but they're different.

• Distinguish disagreement from personal hostility. We're allowed to disagree, dissent and discuss.

Personal reflection & individual support

Think through what happened or has been happening. Take time and space to process and clarify your thinking if you feel confused, overwhelmed, or are experiencing strong emotions. Talk to a trusted friend, colleague, or your peer to work through your own perspective and experience. Ask yourself what part you played in it, what you could have done differently, and what your needs are to improve the situation. If you feel you need to go beyond individual work to resolve the problem, escalate to the next step.

Step 2: Invite direct communication

As long as you feel safe and the power balance and tone is conducive to constructive discussion, approach the person in question and talk it out.

Be mindful of picking a good time and place (privacy, lack of time pressure, mutually agreed location).

If you don’t feel like you can work it out one-on-one for any reason, escalate to the next step.

NVC process:

• Think about what you observed (separate of feelings, thoughts and needs)

• How did that situation make you feel?

• What are your needs in this situation and moving forward

Step 3: Supported communication

You may want to ask your peer if they can support you to have a conversation, however bear in mind they may not feel comfortable doing this, and mediating conflict is not an expectation of a peer.

People circle

If the previous steps have not resolved the conflict, reach out to the People circle lead, or ask your peer to do so. They will try to find a mutually agreeable next step, such as hosting a mediation themselves, or inviting an external mediator if needed.

Important note

Note: If you feel uncomfortable or unable to communicate via the Cable’s normal communication channels, please contact the People Circle lead (Lucas) to support you or another member of the people circle.

Other resources

• Patterns for decentralised organisations p. 13 - a description of why we are decentralising care work (book is in the office)

How to book time off

1. Check the team calendar and speak with relevant colleagues in case there might be work that needs to be covered, and make sure that work can be covered.

2. Notify the team on the #time-off channel about the dates you’d like to book off. Give the team at least a week to respond and flag any potential issues. If no one responds, you can assume it's fine to take that leave.

Remember to

• Remind team that you'll be away - post in #workshedules on Slack on the last day before your leave

• Set up out of office reply on email

• Enjoy your leave and don’t work while you’re away!

FAQs

How do I book unpaid leave?

Workers are also entitled to three weeks unpaid leave in addition to annual leave, with team consent. The process for requesting extra leave is the same as for requesting annual leave, with the addition of also informing the finance coordinator.

What if I’m sick during my time off for holiday?

You can claim back the annual leave! You’ll need to get proof of your sickness from a GP though (a medical certificate). For more details see the sickness leave policy.

What if I haven’t used up my leave by the end of the year?

Up to 2 weeks (in total) can be rolled over at the end of the year. Its important to take your holiday.

What if I have to miss work because of training? Does this count as annual leave?

What if my holiday plans change at short notice?

What if I need to take time off due to sickness, or a family emergency?

See the sick leave guide, or message the lead of the People circle if you have a family emergency, and they will support you.

The directors is a bimonthly meeting on the last Wednesday of the month. It's the main opportunity for the Cable's directors to have contact with the rest of the board and to scrutinise what the coordinators are doing.

Preparation

Every meeting needs a chair and a minuter, the chair will be a director and generally a coordinator has taken minutes.

Timeline

4 weeks before

Create the skeleton agenda by copying the one from the previous meeting. Collate all the actions recorded in the "Previous actions" section and send reminders to any coordinators who have actions to do.

Send out an initial email to directors notifying them about the upcoming meeting with the following information:

• A link to the new skeleton agenda, inviting directors to add agenda items.

• Ask for apologies from those who can't attend, this is important so you have an idea of how many people will be at the meeting and can be sure it will be quorate.

• If a chair has not been nominated for the meeting ask for a volunteer for that too.

Send a notification to the coordinators on Slack about the next meeting, requesting any agenda items be added to the skeleton agenda

3 weeks before

Essentially the same notifications as in 4 weeks before to the coordinators and directors. Generally the agenda should be complete with any reading materials 2 weeks before, so this should be their final opportunity to get stuff in there.

You should check how the agenda is looking at this point, if it looks a bit empty put a bit more pressure on the team, if it's a bit full maybe see what can be moved to a different forum (e.g. director asks for update about a project, maybe this could just be an email?)

2 weeks before

The agenda should be ready, including any reading materials. In practice there is a bit of leeway here with reading materials but the agenda should be finalised.

1 week before

Any remaining reading materials must be sent by now, finalise who from the coordinators team will attend

2 days before

Just another quick reminder to directors and coordinators

On the day

• Tidy office

• Tell team it’s happening

• Get office snacks and make tea/coffee

• Get projector ready

“Employees are entitled to bank up to 4 hours to take off without prior notice when they get their period. This time must be worked and logged in advance. You must communicate your absence to any team members who will be affected by your absence and avoid cancelling external meetings.”

What to do if you’re sick

If you’re off sick, you need to ideally let someone from the team know by 10am on the day you’re working.

How to let us know

• Contact People Circle sick leave coordinators.

or

• Post in #work-schedule slack channel if you don’t mind the whole team knowing

or

• Contact another member of the People Circle privately

Please include in your message (if possible):

• What’s wrong with you

• How long you’re likely to need off (it’s ok if you don’t know!)

• When the illness or injury started

What happens next

• Your main job while you’re off is to rest up, relax and recover!

• A member of the People Circle will be in touch to gather any relevant info you haven’t provided, find out what work needs to be handed over or rescheduled, and ask you about when/how to be in contact

• Let them know how you’d like to stay in touch for the duration of your absence (phone? Slack? Email?)

If you’re off for more than one day

• If in doubt, get in touch with your contact in the People Circle to let them know you won’t be in

If you’re off regularly with sickness

• If a pattern emerges with your absence then someone from the People Circle will meet with you to discuss whether any reasonable adjustments need to be made to facilitate your participation in the workplace.

FAQs

Do I need to prove I’m ill?

If you’re off for just a few days – no problem! No need to prove anything.

What if I’m sick during my time off for holiday?

What happens to my pay when I’m sick?

What happens when I’m ready to come back to work?

If your sick leave has been longer than four days, the People Circle will work with you to help you back to work and discuss if you need any support. If you’ve been sick for less than four days but need some support, for whatever reason, just get in touch with the People Circle.

Voting system

Each member is given multiple votes, they don't have to use them all and cannot give each candidate more than one vote. In the past this has always been 3 votes, but that isn't specified in our primary rules. We also have no upper limit of number of directors so in theory any number of candidates could be elected.

Process

Getting applicants

This can be a long process and should ideally be initiated 2 months before the AGM. Ask coordinators and existing directors for any recommendations. We send an email to all members asking if they want to be a director but this generally yields quite low response rates. At the 2019 AGM we reached out to particular members we felt might bring new skills or experiences to the board. This process is far from perfect.

Online voting

As many members as possible should be encouraged to vote online, this leaves more time at the AGM for discussion and other stuff. Make sure the online voting closes before the AGM starts so it's easier to add the two sets of votes together.

Voting at the AGM

We would rather not have allocated time at the AGM for voting, however you should check how many people who are attending the AGM have voted online and if it looks high this might need to change.

Give people who haven't voted a voting slip when they sign in at the AGM, an announcement should be made at the start of the AGM that they are expected vote before a certain time, then voting slips will be collected.

Results and announcement

You will generally need 3-4 volunteers to help collect any remaining voting slips, then 15-20 minutes to add those slips to the online votes to get the results. Generally we ask 2 existing directors to announce the results.

1. Add to directors mailing list

2. Send a welcome email to the directors mailing list, welcoming the new director(s).

3. Tell them when the meetings happen, when the next one is

4. Give them a link to this handbook

5. Meet new director in person Assume that directors are new to both the Cable and lots of our structures and processes (e.g. sociocracy). This initial meeting is great for giving an overview of how the Cable is structure and introduce the new director any concepts that. Potential talking points:

   1. Structure of organisation

   2. What would they like to contribute to the Cable?

   3. What can the Cable do for them?

1. Remove from directors mailing list

2. Give then a card and a gift

Introduction

Web dav is a system that allows you to secularly upload files to our server where our emails and website is stored. It has the benifits:

no space limit

• no space limit, so no issues of storing lots of files

• secure user authentication

• built in support in Mac, and some built in support in windows

TLDR;

If you have a client in mind the general details are:

Server Address: thebristolcable.org Port: 2078 Username: <your name here>@thebristolcable.org Password: Your Web Disk account password. SSL Enabled: Enabled

Apple Operating system

To connect to Apple® operating systems using the built in system (for example, macOS® X or Sierra), perform the following steps:

1. Open Apple’s Finder application.

2. From the Go menu, select Connect to Server.

3. Enter the Web Disk server’s URL in the Server Address text box ( https://thebristolcable.org:2078).

4. Click Connect.

5. Enter your Web Disk account’s username and password.

6. Click Connect.

Cyberduck

Cyberduck is useful for uploading and downloading a few files, it's easy to use, works on both mac and windows and is open source.

Instructions

2. Once downloaded extract the program if you are using a mac or open the installer and install the program

3. Open cyber duck and click open connection

4. select webdav https in the drop down

5. Enter in https://thebristolcable.org and port 2078 as the server

6. as the user name enter: <yournamehere>@c077c26902e2ebcb097c462eb-16780.sites.k-hosting.co.uk

7. enter your password so it looks like the screen shot below:

Once you click connect you have an interface like any other folder in which you can drag and drop in files or out files and folders

Other useful links

One of the key things to understand in Sociocracy (and some would say life more generally) is the difference between Policy and Practice.

Policy is what we would like to do. It includes our aims (our Mission, Vision etc). How we would like to go about things – what we value. It is essentially ‘abstract’.

Practice is what we actually do, day-to-day in real life.

To take an example, your co-op might have a policy of inclusion. You say that you value the expression of a diverse set of views, from a diverse set of people.

Practice is what we actually do about that across a broad range of activities. These might include:

• how we go about hiring people

• where we source the people we hire

• how we explain what we value to people we are hiring, when we on-board them

• how we all behave in meetings

• what feedback we give to each other

• how we reward people

• etc

The challenge is matching practice with policy. So, for example, when we are in meetings do we actually allow everyone time to say what they need to say. Or, for example, do we let some voices dominate?

Our practice – our behaviours – are what makes the difference – not just the intention we hold.

The way we turn policy into practice is by everyone noticing where there is a difference between the two – and speaking up about it.

This is everyone’s responsibility at The Bristol Cable.

Participating in policy updates

• Is not mandatory while in probation, but you’re v welcome to if you would like

• After probation: voting yes or no on updated policies is manditory

First a word on security

The most common ways of phishing for passwords is the suggestion in an email that you need to upgrade, clean out, confirm or otherwise login to page to access your emails. You will get *a lot* of these but unless Mat specifically tells you (probably on slack) to change any thing then just don't. And if you are ever ever unsure pick up the phone and ask Mat or another colleague.

Krystal's webmail server

TLDR;

if its another mail client that asks for an imap/smtp its mail.thebristolcable.org

Full webmail description

You want to press the left one and if that don't work press the right one, the firewall one is basically only useful in hotels and on public wifi's when the first doesn't work.

You then will have various options for showing you setup info, setting up autoresponders for holidays etc.

you probably 97% of the time wanna click the blue open button

Exporting/importing your address book

If you have made use of the address book then you can export that by going to the old round cube and click contacts:

then press this green down arrow and save the contacts vcf file.

Then you get a dialogue box that has a few options but you can just click browse then import

Then hopefully you have email addresses.

Adding your name and signature to emails

To change what in the jargon is called your identity first click here:

Then click your email address on the left:

You can then add in a display name and organisation, this can be anything you like but probably useful to make it your name.

You can add in your signature into the box below. then once you press save you have your emails set up.

Password change

Login with your email address like usual then you have an option to set a password.

If you get stuck Mat can change your password too.

Other guides

or for a specific mail client

General (i.e. on your phone or in mac mail)

Incoming Server Settings

• Server name : mail.thebristolcable.org

• Server type: IMAP

• Connection security: SSL/TLS

• Authentication method: Encrypted password (plain and Cram MD5 also supported)

• Port: 993

• User: full email address

• Password: Your email password

Outgoing (SMTP) server settings

• Server name : mail.thebristolcable.org

• Connection security: SSL/TLS

• Authentication method: Encrypted password (plain and Cram MD5 also supported)

• Port: 587

• User: full email address

• Password: Your email password

Quick tips/wins

• if sharing passwords etc when people can't access Passbolt or whatever, send half over WhatsApp and half over Signal – never a whole one and especially not over here

Tor Browser

Firefox

If you use these sort of plug-in in chrome it's a bit useless as google all the time are making new ways of tracking that circumvents the plugins that it runs!

Tails

General

Security Guides

Security testers

has my email address and password been stolen?

1) head to

3) you can then add a new or edit an old one, in this case i'll add a new

4) add in the message to be sent

You can use the place holders and if you want to do some HTML in you auto reply talk to Mat as thats not easy in this interface.

• i would suggest 12 hours as the interval to minimise us spamming mainly each other.

• The From box is your name all most certainly

!IMPORTANT!

5) When you return from holiday don’t forget disable or you can set it to end at a certain time when you are back so you do'nt need to!

Style tips

The Bristol Cable is a magazine produced by and for people in the city. If you’re contributing an article to the Cable, either for print or online, your priority should be writing in an engaging way that everyone who picks up a copy or goes on the website can understand.

Writing for a magazine or for the web requires a different style to essays or report writing. This list of tips should help you write with a punchy, clear and concise style.

General dos and don’ts

• Avoid complex vocabulary. Don’t use a long word when a short one would do, and wherever possible avoid jargon that an average member of the public might not understand. This will help you get your points across in a clearer and more elegant way. If you do have to use jargon, please explain what it means.

• Also avoid complex sentence structures. It’s worth sticking to no more than two commas / three clauses per sentence where possible.

• Keep quotes brief and to the point. Try to weave juicy quotes into your text, and intersperse these with ‘reported speech’, in other words describing and summarising briefly what someone had said. So: The planning officer told the residents’ group that, in future, zero affordable homes would be built in their neighbourhood. “If your kids can’t meet the rent, they can sling their hook,” he said.

• But try to avoid overly short ‘snippet’ quotes. A sentence like: The mayor said that parking zones were a “superb” idea because residents would be “falling over” themselves to “empty their wallets” is bad practice, and makes it easy to twist someone’s words… and the quotes don’t really add anything to it.

• Write in the active voice rather than the passive, so: Residents presented the petition to the mayor not The petition was presented to the mayor by residents.

• Ask yourself if every sentence adds unique information to your story, or is otherwise crucial – if not, cut it.

• Add subheadings to break up articles over 500 words. These can just be a few words to indicate the main subject of next chunk of the article eg. ‘Council shame’, ‘Take to the streets’ or ‘New evidence’.

• Documents ‘state’, people ‘say’.

• The Cable’s credibility and reputation depends on accuracy. Source and display your quotes, facts and figures (if you’re writing for online, a hyperlink in the text may be enough for the latter).

———————————

Structuring stories

News reports

• News reports are there to report facts. They should never be written from a first-person perspective – in other words sentences should not be structured ‘I saw this…’ etc etc.

• When writing news, think of the so-called ‘Ws’ of your story: who, what, where, when, why and how. Try to address all of them in the first two sentences:

• Keep paragraphs short. Two sentences is plenty; one is often enough.

• The more important the information, the nearer the beginning of the article it should appear. It can be useful to think of a news report as a V-shape – the big stuff in the top, tapering down into quotes about the finer detail of what is being reported on.

• By and large, news reports should deal strictly with facts, interspersed with quotes commenting on them. Qualify things if need be, e.g:

Features

• Whereas news reports by and large set out to make people aware of something happening, feature articles provide context and analysis to news.

• In the Cable, feature articles include in-depth narrative pieces examining an issue, investigations uncovering new information, and interviews. Features should include visual content such as infographics or even small graphics, and be structured in various ways, such as ‘listicles’ (eg ‘8 reasons why Bristol needs a new independent media).

• A ‘traditional’ feature article for the Cable might be 800 words of continuous text. You want a really punchy opening section, tapering into discussion of the issues, and ending on a striking conclusion or quote, which often mirrors the opening.

• The intro section can take many different forms, but its key purpose should be to grab people’s attention and lead them in. If your feature has involved you visiting somewhere and interviewing people, it’s often good to set the scene with two or more colourful, descriptive paragraphs (including quotes, if appropriate) like this 2015 example from BuzzFeed:

• After you’ve written your intro, it’s good practice to include a paragraph (or two) summarising what the article is about before diving into the main body (this is the same article continued):

• Try to write with a clear structure in mind, and use sub-headings to break the article up into sections.

• Make sure that all statements of fact are backed up, by numbers if necessary, and explained.

Comment pieces and blogs

• By definition these are less tied to objective reporting of facts than news and features. You’re making a point, or commenting on someone else’s point. However, your argument still needs to be grounded on fact – otherwise it won’t stand up – so proper sourcing is just as important, if not more so, as it is for other articles.

• Openings should start with the hook – the thing that has recently happened. Don't start with context / history of the situation as it may turn the reader off.

• By end of the second sentence, the reader should know what the main point of the article is: 'who' did 'what' 'when' – then you can develop 'how' this happened and 'why'.

• Unlike news and features, opinion pieces can draw more on your own experience, for instance by using things you’ve seen at work or in your personal life to back up your points. You can use sentences like: In six years as a youth worker, I’ve not once seen the kind of behaviour the council’s report claims is damaging people’s enjoyment of the festival. To my eyes, this knee-jerk attitude is typical of people who never bother to get out of their cosy offices and into the community.

• Use 'argument' terms (however, yet, although, despite) to structure your article sparingly. They are useful to guide the reader through a complicated argument. But make sure they are necessary and logical. Does A apply 'because of' or 'despite' or simply 'as well as' B?

• Build your argument – but don't take too long about it. Where is the knockout punch of your article? Build to it with some jabs – but no more than about three. It should read something like this: this was great, and this, there was even this, but to cap it all they even did THIS – boom!

• Ensure that you are building to a strong ending, which could be a call to action, a question, a prediction for the future, etc. and conclude your argument by relating back to your opening and pointing in the broadest sense to the evidence you've laid out.

• Show, don't tell. Readers are likely to feel manipulated if you tell them how to think about something – let them draw their own conclusions from the evidence you present.

• Given that comment pieces are about getting a viewpoint over, it’s worth being chatty and conversational in your tone.

———————

Formatting pointers for online writing and editing

• Try to keep headlines under 10 words to avoid Facebook chopping them off. Headlines should not have each word capitalised.

• Using subheadings to structure and break up your article is particularly important when writing for online, especially in longer pieces.

• Hyper link to sources from: ‘said’, ‘claimed’, a statistic e.g. ‘10,000’, or the most relevant couple of words if necessary when sourcing a claim e.g. ‘… clean-up workers are dying before … ‘. Don’t link the whole sentence. Also don’t use a hyperlink as a way to avoid explaining something within the article. The article should stand on its own without people having to follow links to make sense of it.

• When linking a source, hyperlink the statement not the name of the person making the statement. For example: Joe Blogs MP raised the issue. Don’t link from his name.

• Sources should be reliable news outlets. If in doubt about source ask a co-ordinator. You can link to primary sources but if this is a PDF or ebook remember to reference pages/sections. This speeds up the verification process for the reader, and broadens their access to primary sources. It also gives an additional third benefit of adding legitimacy to our journalism. For one quick stat – secondary is fine. A more involved bit of number crunching and nuance – use primary. You can switch between the two.

—————————

Specific style points

Acronyms and abbreviations

Do not use full stops in acronyms (so NHS not N.H.S). For organisations with long names, spell out full name on first mention, with the acronym in brackets after it.

Capitalisation

Avoid wherever possible; it looks nicer that way. Job titles should be lower case: Will Franklin is a developer at the Cable. (An exception is where using as a title, so Mayor Ferguson, President Obama.) Similarly, it’s Bristol council, not Bristol Council or Bristol City Council.

Collective nouns

Organisations are singular. For example: the board is considering, the council is taking action. They are also inanimate, so use that or which, not who.

Common errors

• Comparisons: If you want to contrast two things, compare them with each other; if you want to say they’re similar, compare them to

• Context: Check for correct usage of maybe rather than may be, into and onto rather than in to and on to etc.

• Less or fewer: Less with singular, fewer with plural, e.g. less money, fewer coins.

• Over or more than: Use more than if you mean exceeding, e.g. more than £2bn; more than 12 MPs. Use over if you expressing movement or height, e.g. the building is over six storeys high

• Inquiry or enquiry: Use enquiry when referring to the act of seeking information. For instance; “The police are making enquiries into the death”, but, “There is an inquiry into the death”.

• Existing, currently, recently, etc: Don’t use unless absolutely essential for clarity.

• With: Never use ‘with’ in conjunction with meet or consult, e.g. The councillor wants to meet [NOT meet with] tenants.

Italics

Reports, surveys, The Bristol Cable, newspapers, magazines, books, TV/radio shows, music albums, music singles, DVDs, films and song lyrics all in italics.

Numbers

• Zero to nine spelled out, figures for 10 or more – except with percentages and measurements (see below)

• Use commas, i.e. 4,000 not 4000

• Never start a sentence with a numeric – write it out, so Thirty-three people…

• First, ninth, fifteenth etc

• Use only one decimal point, unless more are absolutely needed for clarity.

• Write percentages as 3% etc. Only use ‘Three per cent’ at start of sentence.

• £3million, but three million new homes

• Use words, not numbers in fractions, e.g. three- quarters not 3/4

• Dates should be written as 18 January 2016 or 18 January, not January 18

• 21st century (unless at start of a sentence)

• For decades use figures: the swinging 60s or 1960s (not 1960’s).

• Times are as in 12-hour clock with am and pm closed up. Use full stops in times: 7.30pm, not 7:30pm.

• For measurements, use numerals, e.g. 50 square metres/feet. Also tens of thousands, not 10s of thousands

• Financial years or similar are always 2006/07 (not 2006/7 or 2006–07).

Punctuation

Apostrophes

• Children’s, men’s, women’s

• 12 years’ imprisonment

• Mr Richards’ dog, not Mr Richards’s dog

• Use apostrophes in phrases such as in two days’ time, 12 years’ imprisonment and six weeks’ holiday, where the time period (two days) modifies a noun (time), but not in nine months pregnant or three weeks old, where the time period is adverbial (modifying an adjective such as pregnant or old) – if in doubt, test with a singular such as one day’s time, one month pregnant.

Colons and semicolons

• Colons are used when introducing a list.

• Lower case first letter should always follow colons and semicolons.

Dashes

• Use sparingly – like this – to break up sentences, but don’t overdo it. Commas, or occasionally brackets, are often as good (or better).

• Use en-dashes (Alt+dash).

Hyphens

In general, use a hyphen when a compound adjective comes before a noun, but not when a phrase comes after a noun. e.g. long-term funding, funding in the long term; the 15-year-old boy, the boy was 15 years old. However, do not put a hyphen between an adverb ending in -ly and a linked adjective, even when they come before a noun: highly competitive market.

Square brackets

Use for interpolated words in quotations, eg Marvin Rees said: “George [Ferguson] is wrong”, but use your initiative here – mild tidying up of speech is OK for brevity and clarity. Check with writer if you are in doubt.

Quotes

• Avoid starting paragraphs with ‘he said’ followed by the quote, put ‘he said’ at the end, so “Tony Dyer is very outspoken,” he said.

• Don’t let quotes go on too long. Avoid one- word quotes such as “significant”, “excellent” or “difficulties”. Paraphrase if necessary.

• Reported speech is in the past tense for news, present tense for features, analysis and opinion pieces. Current reports/studies should also be in the past tense in news, eg the report, which was published on Wednesday, said…

• Use double quotes for speech. If quoting direct, position outside punctuation (“It was a great shock,” he said.). If indirect, position inside punctuation (He said it was “the most shocking thing ever”.)

• Use single quotes for quote within a quote.

• When quoting over more than one paragraph, don’t end the quote at the end of the first paragraph, but do start the next paragraph with an opening double quote mark.

• When introducing a concept, use single quotes on the first mention.

‘St’ endings

Avoid these: it’s while not whilst, among not amongst etc.

That/which

It’s ‘that’ if information is essential but ‘which’ if it’s extra; ‘which’ should always come after a comma.
 ‘This is the house that Jack built.’
 Or, ‘This house, which Jack built, is now falling down’.

Introduction

Why training is important to the Bristol Cable

The Bristol Cable is fully committed to the continuous development of our staff, in the same way as we continuously develop our organisation. As well as providing in-house training for all staff, continuous development will be achieved by helping all staff identify and meet their own work-related development needs.

To do this, through the peer-to-peer system, our Reviews and regular opportunities for self-reflection and feedback, we will:

• Ensure that staff have a level of knowledge and skill to fully perform their role(s)

• Encourage staff to develop within their current role(s) by setting goals, taking on new challenges and accessing training

• Recognise and celebrate staff development (utilising it wherever possible)

• Create a learning culture by providing opportunities for reflection and learning

Equal opportunities

All staff are entitled to, and can expect to receive, the training they need to carry out their current roles. The Bristol Cable’s main priority will be towards job-related and statutory training, but we will also encourage individuals to undertake personal & professional development training. This may entail taking professional qualifications; undertaking research into a particular field of interest or experiencing a particular aspect of another job in order to gain an insight into the role and fuller understanding of the work.

Training should not be viewed purely as “attending a training course”. There are a variety of different methods that can be used to help train and develop individuals. For example, using open learning materials; e-learning; and reading literature, to name but a few.

Decisions relating to training and development should be made fairly and consistently, and equality of opportunity should be provided for all staff in this area.

Shared responsibilities

The Bristol Cable recognises the need for everyone to learn and develop their skills on a continuous basis and will support individuals to help them achieve this. Equally, the Bristol Cable expects individuals to take on responsibility for their own self-development. For example, identifying suitable training activities (with the help of peers or the People Lead) and adopting a flexible and positive approach to any training and development that is identified with them.

Planning your training

In Reviews, coordinators will discuss and identify training needs. In quarterly goal setting peer-to-peer meetings, coordinators can further discuss their training needs with their peers and update any training plans.

Budget allowance:

There is a budget allocated to each employee (and in some cases for specific Circles) for training and development. The budget amounts are set each year as part of the annual budget, and each employee can expect to receive an equal portion of the training budget for individual training needs (budgets are determined pro-rata to an employee’s working hours).

Reasonable travel costs can be paid for out of the training budget (i.e UK based overland travel on public transport or private car).

Identifying and applying for training

Identifying training

You may be able to search and research training you want to attend, based on development goals you’ve identified in your Review or peer-to-peer meetings.

However, if you’d like support to identify trainings that could help your development, ask the People Lead.

Applying for training

1. If you’ve identified a training you want to attend, firstly consult with any coordinators who will be impacted by your time away from work. You can do this by:

• Sharing the dates you’ll be away from work in a team meeting so that other team members can raise any concerns

• Posting the dates on a relevant slack channel and asking other coordinators to acknowledge receipt and raise any concerns over dates/clashes.

• Email coordinators with the dates of the training.

1. If colleagues have approved your time away, contact the People Lead to get final approval for the training. It’s helpful if you can tell the People Lead (either in person or writing)

• How this training will support your development

• Why this training offers good value for money compared to other similar trainings

• Any other reasons you chose this training (e.g. recommendations, reviews)

The People Lead will consent to the training unless they have critical concerns, for example that the training is not in line with the development goals identified through your review; poor value for money; in conflict with Cable aims and values etc.

However, they will talk the decision through with you and see if you can find a way to address any critical concerns.

1. The People Lead will log trainings.

2. It’s staff members’ responsibility to make sure that colleagues are aware of the time and dates they’ll be away.

It’s also great if you want to share any learnings or reflections from your training. You can do this online or at the next team meeting. This can help encourage others to take time away from work to attend trainings as well as share learnings that you want to bring back to the Co-op or integrate into your ongoing practice.

Applying to spend more than your assigned budget

Any extension of the agreed allowance must be proposed and consented to by the Coordinator team. In your proposal, you may want to include:

• Brief description of the training

• Benefits to the Co-op of you attending the training

• Proposed budget

• Your previous training expenditure

• How much of the overall training budget for this financial year has already been spent or committed.

If writing and preparing a proposal is difficult, you can contact the People Lead to ask for support. The People Lead can make the proposal on your behalf.

A decision to award the extra funding will be made by consent by the staff team, including the proposer, if it’s ‘good enough for now, safe enough to try’. In some cases it may be appropriate for staff members to contribute to the cost of specific training events, equipment and/or courses. In these situations, we will work with the Coordinator to agree fair and reasonable arrangements.

Expenses

Authorisation and revisions

Created: June 2018

Revised by: Hannah Vickers and Julia Beasley

Revised by Cait Crosse November 2023

Revised by Maya Kaufman Jan 2024

Authorised by staff team: April 2024

Authorised by Directors: March 2024

Policies should be reviewed every 2 years, unless:

• We approve a proposal that changes the policy

• There’s a change to the organisation that will change the policy

• There’s a change in the law that affects the policy

Archived policies:

1. Purpose

   1. This document sets out the Bristol Cable’s Ethical Fundraising Policy. It is intended for our members, audience, current and prospective donors (both individual and organisational) and their advisers, to provide full transparency about the contributions we solicit, and those we accept (or decline), and our values and principles in our approach to fundraising.

   2. The Bristol Cable is an independent, community-owned local newspaper, and legally registered as a community benefit co-operative. It operates with the support of member contributions and contributions from private individuals and foundations in Bristol and internationally. The Cable actively encourages philanthropic support, and considers securing such support as a key element in being able to fulfil its mission.

2. Fundraising principles

   1. This policy was shaped from consultation with members, who voted in our 2022 AGM to create an ethical fundraising policy. The values and principles raised by members at that time are enshrined here.

   2. The policies outlined in this document apply to all solicited contributions and unsolicited contributions of £5,000 or more. It does not apply to contributions from individual members unless they exceed £5,000 in a 12 month period, in which case this policy applies to that member’s contribution as a High Contributing Member or large donor.

   3. Our fundraising protects our independence, reputation, and mission.

      1. The Bristol Cable is editorially independent, and independent of any government, political ideology, company or religious belief, and our fundraising activity respects and protects that.

      2. We will not solicit or accept contributions from individuals, governments or organisations that seek to influence the outcome of our investigations or other editorial, and compromise our independence.

      3. We will not accept contributions from sources who may adversely impact our reputation for impartiality and independence. If we turn down a contribution or offer of support, we will explain why.

      4. The Cable will decide on what funding it seeks or accepts on a case by case basis, recognising the complexities of considerations in where funding has come from, and the association and interests of the donor.

      5. The Cable reserves the right to refuse any contributions from individuals or institutions if the organisation determines that such funds might undermine the Cable’s credibility, independence, or reputation.

      6. The Cable will avoid seeking or taking funding from:

         1. any organisation that has a proven (or strongly suspected) record of mistreating, or discriminating against, people based on protected characteristics such as: workers, LGBTQ, people of colour, disabled people, gender, language, ethnicity, class, religion, political beliefs, union membership. This list is not exhaustive.

         2. any organisation who make their income from activity that abuses human rights, or causes environmental destruction or depend on the depletion of finite resources, or from any of these sources: gambling, defence, property speculation, tobacco, drugs, the sex industry, or any kind of criminal activity. This list is not exhaustive, but sets out the kinds of industries and practices the Cable does not want to be associated with, and sources of money we do not want to accept.

      7. The Cable will not seek or accept funding from any political party.

      8. The Fundraising team is responsible for decisions on accepting funding, and will consult with other members of the staff team, directors, and members where needed. The Fundraising team has a responsibility to conduct due diligence in understanding the suitability of potential donors, assessing the benefits and risks of accepting money on a case by case basis.

      9. We will ensure that projects for which we raise funds reflect our mission and priorities. Neither the funding opportunities we pursue, or the requirements of funders, will deflect us from our strategic objectives.

      10. We will not allow any funding relationship to constrain us from criticising that body or exposing any wrongdoing in which it may be involved.

      11. To insulate against the end of a funding relationship for any reason, we will make all possible attempts to diversify our funding streams.

   4. We are honest and transparent about our fundraising

      1. We are honest and behave with integrity in all our fundraising, ensuring we comply with our fundraising principles and that these comply with UK regulation and legislation.

      2. We are transparent about the funds we receive and will state all funding sources in our Annual Accounts in compliance with UK regulation and legislation.

      3. For every donor which has given £5,000 or more in a year, we will list their name and funding given on our website, and the name of the specific project where relevant. (This number is chosen to be in alignment with guidelines set out by Who Funds You?, a project that researches and promotes transparency of think tank funding sources.)

      4. We remain accountable to our members on major funding questions, whose contributions enable the Bristol Cable to inform and empower people in Bristol through our journalism, and community engagement. Our finances are discussed transparently each year at our AGMs.

      5. We use contributions in accordance with their intended causes and provide timely updates to our donors explaining how we have used their contributions.

      6. This policy will be prominently displayed on the Bristol Cable website and periodically alongside any funded content.

      7. Where funding has been accepted for a specific editorial project, the donor name will be listed alongside or in conjunction with funded content.

   5. We use our funds responsibly

      1. We put our donor’s contributions to work as quickly as we can and do this wisely and responsibly.

      2. We are modest and do not solicit more funds than we need to further our mission. We are grateful for all support, large and small.

      3. We keep our operating costs at a minimum, so your support goes directly to our work, not to exorbitant salaries or fundraising campaigns.

   6. Data protection

      1. While honouring article 2.4.3, we respect our donors’ privacy and right to decide how and if the Bristol Cable contacts them. We make it easy for donors to choose how they want to hear from us, and if they ask us not to contact them we won’t, unless it is a legal or administrative requirement.

      2. Our fundraising activity is carried out in accordance with our data protection policy and procedures. We will never sell our donor’s data, or share it outside of the Bristol Cable.

3. Agreement with donors

   1. Donors accept and agree they will not have editorial influence, and that they do not have special or privileged access to Cable reporters or editors.

   2. Funders are not aware of specific stories the newsroom is working on and do not review them before publication.

      1. All donors consent to honouring this policy when they make a donation to the Bristol Cable.

Document history:

Created by Eliz Mizon, 2023

Reviewed by team on Loomio on: July 2023

Uploaded to the handbook on 7th August 2023

Introduction

This policy governs how policies are created and updated in terms of the process and final decision making.

This policy and procedure is non-contractual and may be amended from time to time.

Process:

1. Policy Coordinator writes policy or goes through existing policy to do basic updates

These updates are to make sure it’s in-line with:

• Terms and personnel (e.g changing workplace coordinator to the appropriate circle, etc)

• Our statutory duties - to reflect any changes that have come into play in the past year

• Our values

• Any policy changes we’ve voted in since the policies were written

The Policy Coordinator makes edits to the policy which they highlight in yellow to show what has been changed. It can also be helpful if the Policy Coordinator highlights which changes in particular have any implications for day-to-day practice, entitlements or may be controversial for other reasons. They could do this by highlighting these changes in a different colour.

The Policy Coordinator then proceeds to either stage 3 or 2 first as preferred. The policy cannot be signed off until it has been approved by both the staff team and a representative from the Board of Directors but this can happen in either order.

1. Policy Coordinator seeks consent of staff

For new policies or updates to existing policies where there are significant changes proposed to the policy, the Policy Coordinator takes the proposed change(s) to the team meeting.

Significant changes are defined as any changes which will have significant implications for day-to-day practice or staff’s entitlements as employees and/or requires more in-depth discussion or explanation of context, implications or why they’ve been proposed (see Appendix). Otherwise, the Coordinator posts the policy on Loomio to gain the consent of all staff who are interested (2 week deadline). Any changes to the existing policy must be highlighted in yellow.

The sign off process on Loomio follows a Sociocratic process:

• The policy is shared

• Staff can ask clarifying questions or respond to the proposed policy and/or policy changes. They can do this in Loomio or in comments on the document.

• Staff give their consent to the policy or raise critical concerns in the Loomio forum.

Note: staff are not obliged to engage with the consent process on Loomio, but staff who do not wish to engage must let the Policy Coordinator know. If any staff are absent or on annual leave then sign off can proceed without them.

If the policy has not yet received approval from a representative from the Board, then the Policy Coordinator should continue to stage 3. Otherwise, proceed to stage 5.

1. Policy Coordinator sends policy to representative from the Board for review

The Board’s Policy Lead asks questions and responds in comments on the document where relevant.

1. Policy Coordinator incorporates comments and suggested edits by the Board representative.

If the Board representative suggests more significant changes, the Policy Coordinator can meet or talk with them if necessary to discuss these changes.

If there is a difference of perspective between the Policy Coordinator and Board member which the Coordinator does not feel they can resolve by themselves, then they can ask for additional support in the decision making process from another staff member or member of the Board.

If the Policy Lead’s feedback leads to any significant changes to the policy, then the process reverts to stage 2, with any proposed changes highlighted in the text of the policy document (if the policy is being updated). Otherwise, the process continues to stage 5.

1. Final check

Policy Coordinator gives policy final checks for formatting, grammar etc., then updates the policy in the handbook and emails the staff and P&G lead with the new or updated policy, for transparency.

1. Next date for review is added to the appropriate documents and calendars.

Appendix

Decisions on changes made during Policy reviews

Last updated: November 2023

Authorised by Coordinators:

Authorised by Directors: March 2024

1. Introduction

1.1: This policy sets out the parameters within which The Bristol Cable employees can consider working flexibly, and the process for making a flexible working request.

1.2: The Bristol Cable believes that flexible working arrangements can benefit both employees and the organisation. It can also support us in our important roles outside paid work such as carers and parents.

This policy has been written to explain the process which we will use to respond to requests by staff to vary their hours, pattern or place of work. The organisation is committed to agreeing any flexible working arrangements, provided that the law and the needs and objectives of both the organisation and the employee can be met.

1.3: It is The Bristol Cable’s policy to encourage open discussion with employees. Employees who think they may benefit from flexible working are encouraged to contact the People Circle to arrange an informal discussion about the options.

All staff have the right to request flexible working. These requests will be handled fairly, free from discrimination, and that employees will not be treated detrimentally because they have asked for flexible working arrangements.

1.5: Exceptional circumstances (e.g. a pandemic) may mean that The Bristol Cable staff are required, or requested, to change working arrangements temporarily. In such instances, changes will be ratified by the co-ordinators and where relevant by the Board of directors and outlined in additional policy documents and agreements. Any proposed changes that may impact on the agreed annual budget must be approved by the Resources Circle.

1.6: An informal arrangement may be preferable for minor or short-term changes to working patterns. To do this, employees should contact the People Circle to discuss. If such a change is agreed, it is the responsibility of employees to communicate their informal arrangements to colleagues where relevant.

1.7: The remainder of this policy is concerned with making a flexible working request for a permanent change to contractual hours of work. This policy does not cover requests to increase hours.

1.8: This policy is not contractually binding. The Bristol Cable reserves the right to change the policy whenever necessary.

2. What is flexible working?

2. 1: Flexible working is any type of working arrangement that gives some degree of flexibility on how long, where and when an employee works.

2. 2: The following flexible working options are considered to be the typical arrangements that employees will request but the organisation recognises that there may be alternatives or a combination of options which are suitable to both the organisation and the employee:

• Compressed hours: where an employee works their usual full-time hours in fewer days by working longer blocks meaning that there is no reduction in their pay. For example, a five-day week is compressed into four days, or a 10-day fortnight into nine days.

• Flexitime: allows an employee to choose, within The Bristol Cable’s core hours, which are 10am - 4pm, and must work an agreed number of hours during the accounting period of four weeks. It is the responsibility of the employee to record their own hours.

• Remote working is similar to home working in that it refers to when an employee regularly carries out all, or part, of their duties offsite rather than from the employer’s premises. This could include working from a co-working space, a cafe, or temporary accommodation. Like with home working, if an employee chooses to work remotely on an ad hoc or regular basis, it is their responsibility to ensure the remote working environment is adequate and conducive to productive working.

• Job-sharing: is an arrangement where a full-time post is divided into two part-time roles. The two job holders then share their posts’ overall duties and responsibilities. Their skills and the hours each employee wishes to work must be compatible, and meet the needs of the organisation. Pay and benefits are shared in proportion to the hours each works. Job sharing can be considered where the creation of a single part-time post is difficult, or where two individuals wish to work part-time.

• Part-time working covers any arrangement where an employee is contracted to work anything less than full-time hours, i.e. 37.5 hours per week at the Cable, for the type of work in question, for example an employee who works only Monday to Wednesday. The organisation believes that all full-time posts will be available on a part-time basis, except where a critical examination by the staff team proves this to be impracticable. The suitability of posts for part-time working will be stated in any internal or external advertisements.

• Annualised hours: Contractual working hours are calculated as the total number of hours to be worked over the year, allowing flexible working patterns to be worked throughout the year.

• Short term changes: You may request an informal change for a short period, for instance to pursue a short course of study, before reverting back to your previous conditions.

3. Entitlement

3.1 You have a statutory right to request a change to your working hours every 12 months. However you can still ask even without the statutory right. We’ll try to accommodate changes where possible.

4. The needs of the organisation

4. 1: The organisation is committed to providing a range of appropriate working patterns. However employees need to recognise that not all flexible working options will be appropriate for all roles.

4. 2: Where a flexible working arrangement is proposed, the organisation will need to take into account a number of criteria including (but not limited to) the following:

• Costs associated with the proposed arrangement

• Availability of staff resources

• Effect of the proposed arrangement on other staff

• Need for, and effect on, peer supervision

• Existing structure of the team or organisation

• Details of the tasks specific to the role

• Workload of the role

• Whether it is a request for a reasonable adjustment related to a disability

• Health and safety issues, such as lone working.

5. How to make a request

5. 1: If you’re thinking of making a request, you’re encouraged to chat to a member of the People Circle in order to anticipate any issues in terms of the needs of the organisation.

Formally making the request

5.2: You can then write to the People Circle Lead making your request. Please include:

1. The date of the request

2. The changes that you are seeking to your terms and conditions

3. The date you want the proposed change to come into effect

4. What effect the employee thinks the proposed change will have on The Bristol Cable

5. How in your view such effect could be dealt with

6. Whether this is a statutory request

7. Whether previous requests for flexible working have been made, and the dates.

5.3: If writing such a request is a barrier, you can discuss your request in a meeting with the People Circle Lead and they can write it up on your behalf. Just confirm with them that you are formally making a request.

6. Flexible working meeting

6.1: If the change can be agreed without a meeting, the decision can be made and an email will be sent to confirm.

6.2: Once they’ve got your request, the People Circle will arrange a meeting to discuss your request. This should be within 28 days unless agreed otherwise.

6.3: You have a right to be accompanied at the meeting by a colleague or trade union representative if you want.

7. Responding to a flexible working request

7.1: The People Circle will consider the proposed flexible working arrangements, looking at the potential benefits and adverse effects, both to the employee and to the Co-op.

7.2: Each request will be considered on a case-by-case basis. Agreeing to one request will not set a precedent for another employee to be granted a similar change to their working pattern.

7.3: There are some legally acceptable reasons that Cable can reject a request:

• the burden of additional costs to the organisation;

• an inability to reorganise work among existing staff;

• an inability to recruit additional staff;

• a detrimental impact on quality;

• a detrimental impact on performance;

• a detrimental effect on ability to meet customer demand;

• insufficient work for the periods the employee proposes to work; and

• a planned structural change to the business.

7.4: The request may be granted in full, in part or refused. The organisation may propose a modified version of the proposed arrangement, the request may be granted on a temporary basis, or the employee may be offered the flexible working arrangement for a trial period.

7.5: A member of the People Circle and/or your Circle Lead may contact you to discuss other options or compromises before coming to a decision.

7.6: If your request is turned down then we’ll explain why. The outcome of the meeting will also be sent to you in writing.

8. Trial period

8.1: If a flexible working arrangement is agreed in principle, it may be subject to a trial period, with a commitment to review at the end. The length of the trial may depend on the type of change and can be determined by mutual agreement.

8.2: This can also give the opportunity to try different solutions for managing any difficulties posed by the new arrangement.

8.3: Trial periods will normally last between two and six months, during which time

• we will monitor how the arrangement is working out and discuss this with you

• we will make a final decision towards the end of the trial period, unless the arrangement is clearly not working, in which case it may be necessary to end the trial period early.

• your terms and conditions of employment will change on a temporary basis.

9. Right to appeal decision

9.1 You have the right to appeal the decision on your flexible working request if their request is refused or is agreed only in part.

The appeal must be made within 14 days of receiving the decision and must clearly state the grounds of appeal. The appeal will be responded to by another member of the People Circle or the Board.

10. Varying an employee’s contract

10.1: Any change in your hours or pattern of work will normally be a permanent change to your contractual terms and conditions. This means that you will not automatically be able to revert back to the previous working pattern (unless otherwise agreed). So, for example, if your new flexible working pattern involves working reduced hours, you will not automatically be able to revert to working full time hours.

10.2: Changes to your working pattern may affect other terms and conditions of employment. For example, reducing your hours of work will mean that your pay and leave will be pro-rated accordingly. Your pension may also be affected.

10.3: Any formal changes to your terms and conditions as a result of a change to your working pattern will be confirmed in your decision letter and a new contract of employment will be sent to you within 28 days of the changes being confirmed.

10.4: However if you have further queries about how a proposed change to your pattern of work might affect your terms and conditions please speak to the People Circle Lead.

10.5: Where a trial period has been arranged the organisation will provide you with a document that details their new working pattern and makes clear that it is only a temporary variation to the terms of your contract. You will be informed in writing of the start and end dates of the trial period (although the organisation may reduce or lengthen the trial period where necessary with the agreement of the employee). The organisation reserves the right, at the end of the agreed trial period, to require the employee to revert to their previous working arrangement and contract.

11. Complaints and further information

11.1 The Cable is strongly opposed to any form of victimisation of individuals who work, or request to work, with flexible working arrangements.

11.2 If an employee thinks that they have been treated unfairly or are dissatisfied with any stage of the process, they should raise their concerns with the People Circle; or with a member of the Board of Directors if the concern relates to the actions of the People Circle.

11.3 If informal discussions do not resolve the matter to an employee's satisfaction, they should raise a grievance under the organisation's grievance procedure.

Authorisation and revisions

Created March 2018

Revised by: Hannah Vickers and Julia Beasley, May 2021

Authorised by Coordinators: August 2021

Authorised by Directors: September 2021

Draft updated by Cait Crosse: October 2023, Maya Kaufman: Jan 2024

Authorised by Directors: March 2024

Authorised by Coordinators: April 2024

Policies should be reviewed every 2 years, unless:

• We approve a proposal that changes the policy

• There’s a change to the organisation that will change the policy

• There’s a change in the law that affects the policy.

The Co-operative’s Principles

These principles set out the parameters within which all employees, volunteers and directors at the Cable are required to work and relate to each other and the Cable’s external stakeholders. These are the behaviours we encourage to create a positive and supportive working environment. Infringing these principles may result in disciplinary proceedings.

Creating a positive atmosphere:

1. Contribute to the working environment with a positive and productive atmosphere, both in person and online.

2. Use active listening, especially when a discussion gets heated.

3. Abide by a clear and inclusive decision-making process; to be decided within working groups based on an agreed co-operative-wide template.

4. Behave respectfully around others with different ideas and ways of working.

5. Every effort should be made to meet agreed team targets and objectives by the deadline.

6. Each working group has a responsibility to keep other groups up to date with the progress of its work.

7. Take every opportunity to acknowledge, appreciate and praise the work of colleagues.

8. Nurture constructive relationships between staff and with and between volunteers.

9. Actively take responsibility for the use and tidiness of the office space.

When an issue arises:

1. When an issue arises, it should be addressed specifically, frankly and openly, as well as respectfully, promptly and face to face. This should be arranged in a private space for a convenient time for all who are involved.

2. If you want to discuss your feelings, hold a face-to-face meeting. Expressing feelings in emails can make things worse. Use emails to record and share any agreements reached when you have met to discuss your feelings.

3. Keep assumptions in check and question where they are coming from and whether they are helpful in complying with the Cable’s principles.

4. Deal with internal and external criticism in the spirit of collective solidarity. Do not use personal blame, ask “how can WE resolve this?”

1. All should manage actual or perceived conflicts of interest.

Drafted but not signed off by the team September 2017

Definitions

• Freelancers are self-employed and contracted by the Cable for specific periods/pieces of work.

• Media coordinators are members of the Cable media team. They are responsible for commissioning, editing, strategy and the Cable’s journalistic production.

• Commissioning is when a media coordinator approaches a freelancer to produce a piece of content.

• Pitch is when a prospective contributor approaches the Cable with a story idea.

• Volunteers contribute to the Cable on an unpaid basis.

Current core media team budget:

• Print (including editorial contributions, production assistance, design, illustration and photography): £3,100 per quarter.

• Online (including editorial contributions, production assistance, multimedia, illustration and photography): £1,980 per month.

Commissioning

The Cable undertakes commissioning in a fair, transparent and systematic process as follows:

1. A media coordinator contacts a prospective contributor with an outline proposal OR a prospective contributor approaches the Cable with a story pitch.

2. Following initial agreement in principle, the media coordinator will develop a commission to be approved by the contributor, including an agreed deadline and fee with reference to the rates set out below.

3. Commissions will be approved by at least two media coordinators based on discussion at an editorial meeting or other forum.

Payment and allocation of rates

Freelancers undertaking staff cover shifts or other time-based work will be paid a day rate or portions thereof, at a rate agreed in writing by the media team and the freelancer, before the work commences.

Freelance contributors commissioned for discrete pieces of work will be paid at a rate agreed in writing by the media team and the freelancer, before the work commences.

Contributors, whether paid or unpaid, are able to access editorial support at co-ordinators’ discretion, in relation to capacity and other responsibilities.

Payment will be processed within 30 days of completion of the contribution to the agreed deadline.

Rates

Rates will be agreed at the discretion of the commissioning media coordinator based on the table below. These have been updated to reflect a number of factors including the day rate we pay for cover, the likely time freelancers will spend on their stories, and the rise in the cost of living.

Where payment is applicable, the rate will be agreed during the initial contact with a contributor.

In certain circumstances, for example video journalism, rates are not detailed in order to accommodate for the range of activities and work that may be undertaken to produce content (production, sound, filming, editing, direction). In this instance a media coordinator will propose a rate to the media team for agreement.

NOTE: The table acts as guidance for contributors and co-ordinators – it is not an exhaustive list but reflects a range of the types of content we are most interested in commissioning and publish regularly. Rates will be decided on a case-by-case basis taking into account factors such as the amount of work involved in reporting a given story. For any queries or to discuss rates please get in touch:

Written journalism – print and online

Video journalism

Photos and illustrations

Audio journalism

Expenses

Reasonable expenses agreed beforehand will be covered by the Cable. Receipts must be provided.

‘Spike fees’

Where a fee was agreed, we shall pay this in full for a commissioned contribution that is not used, except where it fails substantially to meet the requirements agreed at the time it was commissioned. The spike fee for a commissioned contribution we reject usually will be no less than 50% of the agreed commission fee.

Late submissions

If a piece is going to be late, the contributor should notify a media coordinator as soon as possible. Media coordinators have discretion to decide whether the delay is reasonable and notified, and award the full agreed payment, or whether the delay renders a piece unpublishable, in which case the contributor will not receive payment. We cannot guarantee payment for pieces that are not submitted according to the agreed terms.

General terms

Freelancers guarantee that:

• the work is original

• it has not been published before (unless otherwise agreed with the commissioning editor)

• it does not infringe any third-party intellectual property or other rights, and that freelancers have the necessary authority to grant the Cable the rights it needs. The Cable operates a collaborative editing process. Freelancers will have final approval over any item that proceeds to publishing. However, the media coordinator(s) reserve all rights not to approve an item for publication if they are not satisfied. Media coordinators may offer feedback but they are not required to provide freelancers with reasons for not approving publication.

Invoicing

Invoices must include:

Full name

UTR

Total amount

Bank details

Address

Email address

Date of Invoice

Final title/description of item

Responsible Bristol Cable media coordinator

Freelancers will be responsible for all necessary declarations to relevant authorities of any payment received.

Staff, freelancers and conflicts of interest

• Core staff should declare any possible conflict of interest at the earliest possible point, e.g the contributor/freelancer is a friend or family member.

• When pitching ideas or taking on commissions, freelancers should declare any connections they may have to the story, sources or organisations involved. For example, individuals should not pitch to write news or feature ideas that relate to relatives, or to organisations they work for or have recently worked for. If in doubt, please ask a member of the Cable team when you first get in touch.

Ownership and use of content

1. The Cable will be guaranteed first UK publishing rights.

2. Following initial publication, the Cable or contributor is able to permit the reproduction of the content with explicit, prominent and linked reference to original publication.

3. Third parties may request the Cable for permission to reproduce content.

[updated May 2023 by the media team]

Principles and Purpose

The Bristol Cable (in the following: Cable) aims to ensure legal compliance, financial solvency, and operational reliability by maintaining transparent, accountable and sustainable finance procedures. This policy aims to set out these procedures and the responsibilities of those involved in financial management.

Responsibilities

It is the responsibility of all co-ordinators to:

• Participate in decision making regarding budget and spend;

• Utilise the budget allocated to the circle they are leading in a responsible manner over the course of the financial year; including:

• • doing reasonable research to find the best value for money

  • spending ethically if possible

• To liaise with the Workplace Co-ordinator about spending in a proactive manner;

• Submit all expenses in line with the procedure outlined below;

• Follow all financial procedures.

• Ensure all aspects of our financial administration (including banking administration and managing the finance inbox of the Cable) are well managed.

• Monitor spending and budget variance, support other co-ordinators with budget management and finances and liaise with Circle leads about over/underspending in their budget areas.

• Work closely with the Cable’s accountant and bookkeeper to ensure invoices and expenses are processed, queries answered, and payroll is up-to-date.

• With the Cable’s accountant and bookkeeper ensure the timely production of the annual accounts.

• Submit the signed annual accounts to the FCA.

• Prepare finance reports for every second team meeting.

• Prepare quarterly accounts reports for the Directors’ meeting.

• Liaise with the co-ordinator team to organise budgeting and strategise medium/long term financial planning.

• Develop and manage organisational and grant budgets, support funding and grant finance reports.

It is the responsibility of the Cable’s accountant to:

• Check for incoming invoices on a regular basis; process all purchase invoices using Xero (accounting system) and keep orderly and accurate records of all financial transactions.

• Ensure outgoing payments are scheduled and paid in good time, and that Accounts Payable are in good order.

• Import and reconcile bank account transactions using Xero, and ensure all payments are documented and accounted for.

• Maintain credit control: keep track of incoming payments and follow up overdue Accounts Receivable.

• Ensure the Chart of Accounts is fit for purpose and in good order.

• Coordinate with the Workplace Co-ordinator and bookkeeper for the production of annual accounts.

• Process and file payroll, pay salaries and HMRC on time, and process pension information.

It is the responsibility of the Cable’s bookkeeper to:

• Prepare and finalise the annual accounts with the support of the Workplace Co-ordinator and the accountant.

It is the responsibility of the Board of Directors to:

• To agree and sign off the annual accounts

• Oversee, scrutinise and sign off the budget

• Appoint a Treasurer and assume responsibility for sign off and signature of accounts.

It is the responsibility of the Treasurer to:

• Make sure that it operates within the legal and financial guidelines set out in current legislation and its own financial procedures.

• Monitor the finances and make sure the co-op keeps proper financial records.

• Make sure the board have all the information they need to make decisions on financial matters.

• Review the co-op’s bookkeeping and financial controls and procedures with the Workplace Co-cordinator.

• Ensure that investments, grants and other funds received for specific purposes are appropriately spent.

• Ensure that the organisation's reserves policy is maintained.

• Work with and support the Workplace Co-ordinator to create annual budgets & financial forecasts.

• Ensure that sound financial advice is provided to the Board of Trustees particularly in relation to long term planning and the production of business plans.

• Ensure preparation and disclosure of accounts as required by statutory bodies and by funders.

Procedures

1. Budgeting:

Budgets will be discussed and approved by co-ordinators and directors, and be revised as necessary.

The budget is a general cash flow projection for the organisation for a specific period, based on past expenditure, grant applications, and planned activity for the next year. It compares expected income from different sources (grants, membership, advertising, etc) to allocated maximum expenditure in different budget categories (project spending, e.g. media costs, staffing costs, freelance expenditure, other running costs ,etc). Expenditure may well be less - it is setting a maximum limit to each category, and income may also be less which may mean expenditure will need adjusting accordingly. It is not set in stone and may be updated as necessary, but is intended as a rough guide for activity and spending.

Regular finance reporting should include the Budget Variance report (‘budget vs actual’) which is a comparison of spending to date vs budget, e.g. £100 is allocated for the year, and £50 has been spent within 6 months - £50 can be spent before the end of year. Changes to budget: The budget is maintained by the Workplace Co-ordinator and kept up to date with team spending decisions, changes to projected income, or project development. Significant changes (see spending and expenses below) will be proposed and discussed with coordinators and directors.

2. Spending and expenses within the budget:

Co-ordinators may spend Bristol Cable money within budget projections and in keeping with their work remit. Wherever possible all payments will be made through the Cable’s bank accounts (on receipt of invoices or reimbursement for cash payments and expenses, or via bank cards). Significant individual spends (over £150) should be discussed and agreed by the relevant Circle or the Workplace circle, as appropriate. This includes cases where the spending is distributed over a year (e.g. a subscription where the monthly fee is only £12.5 but it’d mean £150 per year). The Workplace circle might suggest involving the team in certain decisions as it sees appropriate. 2a) Coordinator expenses: Reasonable co-ordinator expenses may be reimbursed and include:

• a drink for a work meeting;

• reasonable travel expenses to interviews, meetings outside the office, training and conferences;

• coffee, milk and snacks for the office;

• planned work socials agreed by the team.

If a colleague is in doubt about whether an expense would be considered ‘reasonable’, they should ask the Workplace Circle.

• Invoice number and date,

• Company’s / sole trader’s name and address, contact details,

• The Bristol Cable and its current address,

• Work done,

• Total amount in £,

• VAT registration where applicable,

• UTR for freelance work,

• Bank details for payment (bank, sort code, account number).

Payments are made by bank transfer within 2 weeks, 30 days latest.

3. Spending over or without allocated budget:

Any spend over the projected budget must be proposed to and agreed in advance by the Workplace Circle,

• for values over £500, it must be consented to by the coordinator team, and

• for values over £5000, including assets or new employee recruitment, it must be consented to by the board.

Banking

The Bristol Cable aspires to bank in an ethical way.

Cash reserves

The Bristol Cable aims to keep an amount equivalent to at least 3 and up to 6 months of operational costs in reserve in the bank (on a different bank account to the main one).

Reporting

Financial information - income and expenditure, state of our assets, and budget spending - should be available to all coordinators, directors and members.

This is primarily the responsibility of the Workplace Circle and should be in the form of: monthly spending and budget variance reports for team meetings, quarterly finance reports to the director meetings (no later than three working days before the Board meeting), and a finance report at the yearly AGM. All reports should be made available online.

It is the responsibility of the Workplace Circle to ensure end of year accounts are developed and filed with the help of the Treasurer in time. The financial year is 1 April - 31 March.

Authorisation and revisions

Created by The Bristol Cable

Revised by: Sara Szakadat

Authorised by staff team: 10 January 2023.

Authorised by Directors:

Policies should be reviewed every 2 years, unless:

• We approve a proposal that changes the policy

• There’s a change to the organisation that will change the policy

• There’s a change in the law that affects the policy

Background

The Bristol Cable is committed to creating a progressive, supportive workplace and we want our policies to reflect that. We’d like the way we work to actively challenge the power structures that reproduce inequality and injustice, and consciously choose to work in ways that are liberatory, or anti-oppressive.

Our policies have been written with these principles in mind and signed off by the entire staff team, who collectively run our Co-op.

1. Principle

Time away from work can be really important for health, wellbeing and motivation. It’s important for all of us that we take adequate time off work.

The provisions regarding time off regular working patterns should be approached flexibly and in a comradely fashion, to accommodate people's needs and The Bristol Cable’s general interests.

Cable Staff are trusted to keep an accurate log of leave taken and to communicate with the People Circle accordingly.

1. Remit and scope of policy

This policy applies to all Bristol Cable employees, including full-time, part-time, fixed-term, and temporary workers.The People Circle is responsible for implementing this policy.

1. Annual leave entitlement

2. 1. The Bristol Cable’s holiday year runs from 1 April to 31 March.

   2. At the beginning of the holiday year, the annual leave entitlements resets. Unless the law provides otherwise, a maximum of five days may be carried over from one holiday year to the next and must be used within the first three months of that annual leave year.

   3. Holiday that isn’t used because of sickness can be carried over into the next leave year.

   4. Full-time employees (5 days a week) are entitled to take 28 days paid annual leave in the financial year, with part-time employees taking the pro-rata equivalent.

   5. Bank holidays can be taken in addition to paid annual leave entitlements on a pro rata basis. If a bank holiday falls on your day off (e.g. because you’re taking annual leave on a Monday) you can move the bank holiday to the next working day.

   6. All staff will be granted additional leave over Christmas week, on a pro rata basis. Exact dates will be decided in a coordinator meeting beforehand. staff who need to work over this period are entitled to the time back as time off in lieu (TOIL). A request must be made in advance of the Christmas period, where possible, and approved via the coordinator team.
3. Additional unpaid leave

4. 1. Employees are also entitled to request 15 days additional unpaid leave, on a pro rata basis. Additional unpaid annual leave will need to be approved by the People Lead, with consultation for those other staff who will be most directly affected.

   2. When reviewing requests for additional unpaid leave, The People Lead will evaluate the impact on the organisation and the team and whether arrangements can be made to ensure organisational duties are fulfilled. It is the employee’s responsibility to make sure that leave is communicated to others in the organistaion as soon as possible. The People Lead will assist where possible.

   3. Amount of pay equivalent to leave taken will be deducted from the employee's monthly payment on a pro rata basis.

1. Procedure for requesting and taking Annual Leave

5.1: Make requests for Annual Leave as early as you can and at least a month in advance, where possible. Requests should go to your home circle in the first instance.

5.2: The relevant Circle lead (or People lead) will grant leave if there are no substantial clashes of requests. Priority will be given to the first requester.

5.3: Any requests for over 10 working days, on a pro rata basis should be reviewed in advance by the Coordinator Circle.

5.4: It is the responsibility of the requesting employee to inform all relevant parties (internal and external) of planned annual leave and absences. Additionally, it is your responsibility to make sure your responsibilities are covered while you’re on annual or unpaid leave.

1. Effects of specific circumstances on Annual Leave entitlement

2. 1. Parental and Adoption Leave - Employees build up (‘accrue’) holiday entitlement during parental and adoption leave

   2. Sick leave

   3. 1. Employees build up (‘accrue’) holiday entitlement while off on sick leave.

      3. If an employee is sick during a holiday, they can request to take that time as sick leave instead, as long as they are in line with the Sickness Policy. However, if they don’t qualify for sick pay, they can request to take their annual paid holiday entitlement instead of sick leave, if they prefer.

   4. Working on behalf of the Cable

   5. 1. Time taken away from normal Cable responsibilities to work on behalf of the Cable, out of office - eg. workshop facilitation, giving a talk or festival work - will not be considered as annual leave.
3. Employees leaving the company

4. 1. If an employee leaving the organisation has taken more of their entitlement of leave than they have accrued, the excess holiday will be treated as unpaid leave, and their final pay package will be adjusted accordingly. Such a deduction will be a ‘contractually authorised deduction’.

   2. Employees leaving the organisation are required to use up their remaining annual leave, unless otherwise agreed

   3. If you are on a fixed term contract that is due to end at a pre-arranged date, you must use your leave before your contract ends. Outstanding leave will not be converted into a payment in lieu.

Authorisation and revisions

Authorised by Directors: March 2024

Authorised by staff: April 2024

Revised by: Cait Crosse, October 2023, Maya Kaufman, Jan 2024

Revised by: Hannah Vickers, Julia Beasley and Lucas Batt, May 2021

Authorised by Coordinator team: May 2021

Authorised by Directors: June 2021

Policies should be reviewed every 2 years, unless:

• We approve a proposal that changes the policy

• There’s a change to the organisation that will change the policy

• There’s a change in the law that affects the policy

Further resources

1. Introduction

1.1 We are committed to building a workplace where anyone who wants to build a new approach to journalism that amplifies voices and challenges power can come to work and thrive. We know that in the media, as in wider society, individuals and groups are discriminated against, for example due to their race, sex, class, gender identity or ability. This discrimination is not always immediately obvious or visible. It is always unacceptable.

1.2 As an organisation we aim to create awareness of these issues, including our own role within them, and to address them. This is central to our values and crucial to our success as an organisation.

1.3 As an organisation, we seek to:

1. Understand our own shortcomings and limitations as an organisation and develop our understanding of experiences other than our own;

2. Challenge and develop the structures, policies and culture of the Bristol Cable, as well as our own behaviours, to enable all those who work at the Cable to thrive and support the aims of the organisation;

3. Ensure all aspects of our work will be welcoming to all who share our core aims.

1.4 We are still learning (as an organisation and as individuals) what it means to have an equal, diverse and inclusive workplace. We are always open for feedback and opportunities for learning wherever we may need to improve. If you have any concerns/recommendations please get in touch with the People Circle.

1.5 Our aim is that our workforce is representative of a diversity of sections of society and that each employee feels respected and able to give of their best.

1.6 The Bristol Cable recognises that discrimination and victimisation is unacceptable and that it is in the interests of the cooperative and its members to utilise the skills of the total workforce. It is the aim of the organisation to ensure that no coordinator or job applicant receives less favourable facilities or treatment (either directly or indirectly) in recruitment or employment on grounds of race, colour, ethnicity, nationality or national origins, age, disability, gender reassignment, marriage / civil partnership, pregnancy, maternity, religion or belief, sex, or sexual orientation (the protected characteristics in the Equality Act 2010).

1.7 If you feel you’ve been unfairly discriminated against, even if it’s not for something that is mentioned in the above paragraph, please get in touch with the People Circle.

1.8 We oppose all forms of unlawful and unfair discrimination or victimisation. To that end, the purpose of this policy is to provide equality and fairness for all within the organisation.

1.9 All employees and members will be treated fairly and with respect. Selection for role allocation, training or any other benefit will be on the basis of aptitude and ability. All members of the team will be helped and encouraged to develop their full potential and the talents and resources of the team will be fully utilised to maximise the efficiency of the organisation.

1.10 Our team will not unlawfully discriminate directly or indirectly, or harass members and the public because of any of the protected characteristics in the provision of the organisation’s activities.

1.11 This policy and the associated arrangements shall operate in accordance with statutory requirements. In addition, full account will be taken of any guidance or Codes of Practice issued by the Equality and Human Rights Commission, any government departments, and any other statutory bodies.

1.12 This policy does not form part of any employee’s contract of employment. It may be amended at any time by the organisation.

2. Our commitment

2.1 An equal opportunities, diverse and inclusive workplace is a collective task shared by employees and the Board.

1. We will create an environment in which individual differences and the contributions of all our staff are recognised and valued;

2. Every employee is entitled to a working environment that promotes dignity and respect for all. No form of intimidation, bullying or harassment will be tolerated;

3. Training, development and progression opportunities are available to all members of the team;

4. We will promote equality in the workplace which we believe is good management practice and makes sense for organisational development;

5. We will ensure that equal opportunities apply to all aspects of the working relationship including work-related social events, termination of employment and matters after termination including references;

6. We will review all our employment practices and procedures to ensure fairness;

7. Breaches of our anti-discrimination policy will be regarded as misconduct and could lead to disciplinary proceedings;

8. The policy will be monitored and reviewed periodically.

3. Responsibilities of the employees

3.1 Responsibility for ensuring the effective implementation and operation of the arrangements will rest with the People Circle. Directors and employees will ensure that they and the team operate within this policy and arrangements, and that all reasonable and practical steps are taken to avoid discrimination.

3.2 The People Circle will ensure:

1. Grievances concerning allegations of unlawful discrimination are dealt with properly, fairly and as quickly as possible;

2. Proper records are maintained.

3.3 The People Circle and Directors will be responsible for monitoring the operation of the policy in respect of employees and job applicants.

3.4 Responsibility for ensuring that there is no unlawful discrimination rests with all employees and the attitudes of the team are crucial to the successful operation of fair working practices. In particular, all members of the coordinator team should:

1. Comply with the policy and arrangements;

2. Not discriminate unlawfully in their day-to-day activities or induce others to do so;

3. Not victimise, harass or intimidate other staff or groups who have, or are perceived to have one of the protected characteristics;

4. Ensure no individual is unlawfully discriminated against or harassed because of their association with another individual who has a protected characteristic;

5. Inform the People Circle (who will then inform the People and Governance subgroup) if they become aware of any unlawful discriminatory practice.

4. Third parties

4.1 Third-party harassment occurs where a coordinator is harassed, and the harassment is related to a protected characteristic, by third parties, including members of the Bristol Cable.

4.2 The Bristol Cable will not tolerate such actions against its team, and the person concerned should inform the Lead of the People Circle (who will then inform the People and Governance subgroup). The Bristol Cable will fully investigate and take all reasonable steps to ensure such harassment does not happen again.

5. Related policies and arrangements

5.1 All employment policies and arrangements have a bearing on equality of opportunity. The organisation’s policies will be reviewed regularly and any discriminatory elements removed.

6. Rights of Disabled people

6.1 The Bristol Cable attaches great importance to the needs of Disabled people.

6.2 Under the terms of this policy, coordinators are required to:

1. Make reasonable adjustments to maintain the services of an employee who is or becomes disabled, for example, training, provision of special equipment, reduced working hours. (NB: the People Circle is expected to seek advice on the availability of advice and guidance from external agencies to maintain Disabled people in employment);

2. Include Disabled people in training/development programmes;

3. Give full and proper consideration to Disabled people who apply for jobs, having regard to making reasonable adjustments for their particular aptitudes and abilities to allow them to be able to do the job.

7. Equality training

7.1 The People Circle will make sure the Anti-discrimination Policy is implemented and will assist with delivering training on equality issues. Equality information will be included in induction programme.

7.2 Training will be provided for employees on this policy and the associated arrangements. All coordinators and directors who have an involvement in the recruitment and selection process will receive training on the matter.

8. Grievance/Disciplinary

8.1 Employees have a right to pursue a complaint concerning unlawful discrimination or victimisation via the organisation’s grievance procedure. Staff who raise a grievance in good faith will be afforded confidentiality and also protected from victimisation.

8.2 Discrimination and victimisation will be treated as potential disciplinary offences and they will be dealt with under the organisation’s disciplinary procedure. Making a deliberately false allegation is also potentially a disciplinary offence.

8.3 In some cases staff can be personally liable for acts of discrimination, for example for an incident taking place outside of the workplace. Harassment can also amount to a criminal offence.

Authorisation and revisions

Created 1 June 2018

Revised by: Hannah Vickers, Julia Beasley and Mat Alborough, September 2021

Authorised by Coordinators: November 2021

Authorised by Directors: December 2021

Policies should be reviewed every 2 years, unless:

• We approve a proposal that changes the policy

• There’s a change to the organisation that will change the policy

• There’s a change in the law that affects the policy.

Background

The Bristol Cable is committed to creating a progressive, supportive workplace and we want our policies to reflect that. We’d like the way we work to actively challenge the power structures that reproduce inequality and injustice, and consciously choose to work in ways that are liberatory, or anti-oppressive.

Our policies have been written with these principles in mind and signed off by the entire staff team, who collectively run our Co-op.

1. Introduction

1.1 This policy covers leave relating to unexpected circumstances regarding dependants, domestic emergencies, bereavements and other compassionate needs. The aim of this policy is to inform employees and members of employment rights relating to such leave and to provide a framework for the decision making process.

1.2 The Bristol Cable is committed to equality of opportunity in employment for all its employees and to developing work practices and workplace policies that support work-life priorities.

1.3 This policy covers a range of exceptional circumstances which may affect employees and extend in the appropriate circumstances the statutory right of employees, as set out inGovernment legislation, to take reasonable unpaid time off work to deal with an emergency involving a dependant and to make any necessary longer term care arrangements.

1.4 The Bristol Cable recognises it will need to balance the requirements of the Bristol Cable with the needs of an employee at a time of personal stress or a serious family emergency and understands that a prompt and thoughtful response to requests from employees is important in maintaining good working relationships.

2. Dependants Leave

2.1 Dependants’ leave is designed to support employees where the emergencies are related to children or dependants.

2.2 Employees have the statutory right, no matter what their length of service, to take reasonable unpaid time off work to deal with an emergency involving a dependant. This leave is intended to cover genuine emergencies and there is no set limit as to the number of times an employee can be absent from work under this right.

2.3 A dependant is defined in law as the partner, child, or parent of the employee, or someone who lives with the employee as part of their family. It does not include tenants, boarders or employees living in the home.

2.4 In cases of illness, injury or where care arrangements break down, a dependent may also be someone who can reasonably be said to rely on the employee for assistance. For instance a parent or grandparent who lives elsewhere, or an elderly neighbour living alone where the employee is closest on hand at the time of the emergency.

2.5 Statutory dependants’ leave may be granted to an employee for the purpose of dealing with a situation involving a dependant, such as, for example:

• A child or partner who is sick or injured or assaulted

• An adult for whom an employee cares where no other arrangements can reasonably be made for someone else to look after the person

• A serious incident involving a child at school

• A child or family member whose usual care arrangements are unexpectedly disrupted

2.6 Dependants’ leave is not intended to and will not be granted to deal with predictable domestic arrangements that could be accommodated using annual or extra leave (for example regular childcare and childcare during the school holidays).

2.7 The purpose of dependants’ leave is to afford the employee the time and space to resolve an ongoing care emergency. It is expected this time will be used to find alternative care arrangements where possible to enable the employee to return to regular work times and duties. If such arrangements cannot be found, the employee should update the Cable as soon as is practical with estimated timescales for return to work and/or other proposals for meeting Cable responsibilities in the interim period.

3. Compassionate Leave

3.1 In addition to the above statutory rights to unpaid leave, the People Circle has discretionary authority to grant additional days paid compassionate leave per year. This would normally be for up to five days but can be extended in exceptional circumstances. Each case will be considered on its merits, using the principles outlined below. Any further leave may be granted as annual or extra leave.

3.2 The Bristol Cable recognises that circumstances and the nature of relationships vary. Compassionate leave may apply to close friends as well as relatives or partners. Rather than being prescriptive on the situations under which compassionate leave is available, each case should be assessed individually and should take into consideration the following factors to determine whether a request is granted:

• The seriousness of the situation

• The age of the person

• The extent to which the person can cope on their own

• The nature and extent of any illness

• The availability of others to look after the person

• The relationship between the person and the employee