Team Member Handbook
Revision Date: August 01, 2016
Dear Team Member:
I would like to take this opportunity to welcome you to the YWCA of Annapolis and Anne Arundel County. We are proud to be the leading provider of social service programs to women and girls in the county. We are also highly respected for having the highest caliber staff to ensure we offer fantastic programming. I would like to congratulate you on being selected as a member of the team and look forward to a long relationship with you. The YWCA has a long and meaningful history within the community. We started as a women’s movement focusing on women’s rights, health, and the provision of services to meet the basic needs of women and girls. Today, we continue to incorporate this foundation into a wider base of services still aimed at promoting the empowerment of women and girls. You are encouraged to review the very comprehensive history of the organization by visiting the history section of our website at www.annapolisywca.org. You will also find a comprehensive overview of the programs offered by the YWCA on the website. In providing quality services, we must also ensure consistent policies and procedures behind the scenes. This handbook is intended to provide clear direction on the functioning and expectations of the organization as they pertain to your position. This handbook is a companion piece to the formal orientation program offered to all new team members. The written policies in this handbook supersede anything that is verbally communicated. You will be provided with many opportunities to guide the culture of the organization through committees, events, planning processes and program administration. We look forward to your input and the contributions you will make to the organization. We also take pride in ensuring that you find your professional experience with the YWCA to be pleasant and professionally rewarding. Again, welcome to the YWCA and I wish you all the best.
Kind Regards,
Molly Knipe, MSS, MLSP Chief Executive Officer
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ABOUT THIS HANDBOOK
In order to help you understand how we work together, the YWCA of Annapolis and Anne Arundel County (YWCA) has prepared this Team Member Handbook. It will help answer questions you may have about the YWCA’s operations, benefits, workplace practices, and communications. This Handbook supersedes any prior handbook, policy handbook, benefits or practices of the YWCA. Only the Chief Executive Officer has the authority to enter into agreements with team members. Only the Chief Executive Officer can bind the YWCA to agreements that are inconsistent with the policies, procedures, and benefits stated in this Handbook. Only the Chief Executive Officer may enter into any contracts with outside vendors and purchasers.
PURPOSE OF THE TEAM MEMBER HANDBOOK This Team Member Handbook (“Handbook”) is intended as a general guide to the YWCA’s policies, procedures, and team member benefits. The topics described in this Handbook are subject to change, without notice, at the sole discretion of the organization. This Handbook does not express or imply conditions of employment nor does it create a contract between team members and the YWCA. The Handbook is not a guarantee of any benefits described in this Handbook. As the organization may intend to update this Handbook periodically, it is the responsibility of the team member to ensure their understanding of a policy is current. Any changes in YWCA policy that differ from this Handbook will supersede the summaries outlined in this Handbook. The YWCA or you can terminate employment at any time, for any reason, or for no reason. Employment at this organization is a voluntary, at-will relationship for no specified period of time.
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Table of Contents I.
II.
III.
IV.
Introduction Mission, Vision and Values Statement Maryland Non-Profits Standards for Excellence
7 8
Public Policy Positions Organizational and Executive Team Structure
17 19
Workplace Practices Equal Employment Opportunity Drug-Free, Smoke-Free, and Alcohol-Free Workplace Weapons and Firearms Weather and Emergency Closures Confidentiality Harassment and Discrimination Conflict of Interest Personal Beliefs and Partisan Political Activity Reasonable Accommodations Whistleblowing Consulting and Honoraria Ownership of Materials
21 23 25 27 28 30 32 35 36 37 38 39
Outside Business Interests Contracts and Consultants Allegations
40 41 42
Employment Procedures Employment Categories Hours of Work Criminal Background Checks Hiring Exit Interviews Position Descriptions Personnel Records Team Member References and Requests for Information Employment of Relatives Performance Review Process Team Member Grievance Separation of Employment
44 45 46 47 49 50 51 52 53 54 55 58
Rules and Regulations Attendance and Punctuality Personal Appearance and Dress Code Electronic Communication Fundraising Practices In-Kind Donation Use of YWCA Goods Contact by Media Visitors in the Workplace Parking Smoking Candles, Heaters, and Open Flames Code of Conduct Discipline
60 62 65 66 67 68 69 70 71 72 73 74 75
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V.
VI.
VII.
Benefits & Insurance Coverage Benefits and Insurance Coverage Combined Leave Benefits Holidays Family and Medical Leave Act (FMLA) Excused Absences
79 81 84 85 87
Compensation and Accounting Procedures Payroll Advance on Pay Timesheets Overtime for Nonexempt Team Members Expense Reports Check Requests Confidential Reporting of Financial Improprieties
90 91 92 93 94 96 97
Building Procedures Building Etiquette
99
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Team Member Handbook Section I Introduction
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Mission and Vision Statements: The Mission of the YWCA USA: YWCA is dedicated to eliminating racism, empowering women and promoting peace, justice, freedom and dignity for all. Mission of the YWCA Annapolis and Anne Arundel County: The mission of the YWCA Annapolis and Anne Arundel County is to build an environment in which women and girls thrive. Vision of the YWCA Annapolis and Anne Arundel County: The YWCA Annapolis and Anne Arundel County envisions a community where every woman and girl is respected as an individual and celebrated for her unique contributions to family and society. We see a time where every woman and girl is secure, fully independent and healthy in body, mind and spirit.
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Maryland Nonprofits Standards for Excellence: We are committed to following the guiding principles of the Standards for Excellence promulgated by the Maryland Nonprofits organization. The Standards for Excellence are a set of established benchmarks and procedures used to measure managerial, fiscal, programmatic and ethical accountability in nonprofit organizations. These benchmarks can be found under the section entitled Code of Ethics in this Handbook. The YWCA has maintained certification under the Standards for Excellence from 2001 through present. STANDARDS FOR EXCELLENCE: An Ethics and Accountability Code for the Nonprofit Sector ©1998-2014 Maryland Association of Nonprofit Organizations PREAMBLE America’s nonprofit sector serves the public interest and plays an essential role in our society and economy. Hard at work strengthening communities across the nation, nonprofits enrich our lives in a variety of ways by creating a broad array of benefits to society in fields such as charitable, religious, scientific, economic, health, cultural, civil rights, environment, and education. Public investment and confidence drive the success of nonprofit organizations. Individuals, corporations, foundations, and federal, state, and local governments add value to the services that nonprofits provide by investing time, resources, and funds. The Standards for Excellence Institute aims to raise the level of accountability, transparency, and effectiveness of all nonprofit organizations to foster excellence and inspire trust. The Standards for Excellence code (Standards, or code) provides a framework and step-by-step guidelines to achieve a well-managed and responsibly governed organization. The code builds upon the legal foundations of nonprofit management, governance, and operations to embrace fundamental values such as honesty, integrity, fairness, respect, trust, compassion, responsibility, and transparency. The code consists of six Guiding Principles in 27 topic areas with specific performance benchmarks that characterize effective, ethical, and accountable organizations. The Institute helps the nonprofit sector operate in accordance with the Standards for Excellence code by providing educational resources, assistance, and a voluntary accreditation process. The Standards for Excellence Institute encourages all nonprofit organizations to adopt the Guiding Principles of the Standards for Excellence code. By implementing the performance benchmarks in the code, nonprofit organizations will meet the highest ethical standards for effective service in the public interest.
Mission, Strategy and Evaluation
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Guiding Principle: Nonprofits are founded for the public good and operate to accomplish a stated purpose through specific program activities. A nonprofit should have a welldefined mission, and its programs should effectively and efficiently work toward achieving that mission. Nonprofits have an obligation to ensure program effectiveness and to devote the resources of the organization to achieving its stated purpose. A. MISSION AND IMPACT (1) A nonprofit should have a mission statement that is a clear and formal statement of the organization’s purpose as defined and approved by the board of directors. The organization’s activities should be consistent with its stated purpose. (2) A nonprofit should be able to articulate how its mission is supported by a statement of the organization’s vision and strategic goals. B. PLANNING STRATEGICALLY (1) Nonprofits should engage in ongoing long and short-term strategic planning activities as necessary to determine the mission of the organization, to define specific goals and objectives related to the mission, and to evaluate the success of the organization’s programs toward achieving the mission. (2) A nonprofit should periodically revisit its mission (i.e., at a minimum every 5 years) to determine whether the need for its programs or services continues to exist. In light of societal changes and critical strategic issues, the organization should evaluate whether its programs should be modified, expanded, or discontinued to meet the mission. C. ORGANIZATIONAL EVALUATION (1) A nonprofit should engage in organizational evaluation to ensure that all financial resources and human capital are being used toward fulfilling its mission. D. PROGRAM EVALUATION (1) A nonprofit should have defined, cost-effective procedures for evaluating, both qualitatively and quantitatively, its programs and projects in relation to its mission. These procedures should address programmatic efficiency and effectiveness, outcomes for program participants, and the relationship of these outcomes to the cost of achieving them. Evaluations should include input from program participants, and should monitor the satisfaction of participants. (2) Evaluations should be candid, and should be used by leadership to strengthen the organization’s effectiveness, and, when necessary, be used to make programmatic changes. E. STRATEGIC PARTNERSHIPS (1) Nonprofits engaging in strategic partnerships and formal alliances with other organizations should do so within the context of a board-approved policy outlining the goals and parameters of such partnerships. Depending on the type of strategic partnership, nonprofits should ensure that proper due diligence has been followed and that agreements, memoranda of understanding, or similar documentation have been thoughtfully reviewed and considered.
Leadership: Board, Staff, and Volunteers Guiding Principle: Nonprofits depend upon effective leadership to successfully enact their missions and programs. Effective leadership consists of a partnership between the board and management, each of which plays an essential role. Understanding and 9
negotiating these shared and complex elements of leadership is essential to the organization’s success. A nonprofit’s team members and volunteers are fundamental to its ability to achieve its mission. Board members are in a position of trust to ensure that resources are used to carry out the mission of the organization. An organization’s board leadership should consist of volunteers who are committed to the mission and who demonstrate an understanding of the community served. An effective nonprofit board should determine the mission of the organization, establish management policies and procedures, assure that adequate human and financial resources are available, and actively monitor the organization’s allocation of resources to effectively and efficiently fulfill its mission. Nonprofits should also have executive leadership which carries out the day-to-day operations of the organization, ensures financial and organizational sustainability, and provides adequate information to the board of directors. An organization’s human resource policies should address both paid team members and volunteers and should be fair, establish clear expectations, and provide meaningful and effective performance evaluation. A. LEADERSHIP AND GOVERNANCE (1) Governance and Fiduciary Responsibility
The board should be composed of individuals who are personally committed to the mission of the organization and understand their roles as fiduciaries in performing the legal duties of a governing body. The board should establish and periodically review the bylaws and policies to ensure the effective governance and management of the organization.
(2) Executive Supervision, Performance, and Compensation
The board should appoint the chief executive, set the executive’s compensation, and annually evaluate the executive’s performance. In cases where a designated committee performs one of these responsibilities, the decision should be ratified by the full board. The board is responsible for supporting the functions of the executive, granting sufficient authority, and helping to ensure his or her success in managing the organization.
(3) Board Effectiveness
The board is responsible for its own operations, including periodic (i.e., at least once every two years) evaluation of its own performance. The board should have stated performance expectations and hold board members accountable for attendance at meetings, participation in fundraising activities, committee service, and involvement in program activities. The board should establish a rigorous board development strategy for recruiting and selecting new members and ensuring that the board has an appropriate mix of talent, connections to the community, and diversity. Board policies should include limits on the number of consecutive terms a board member may serve. The board is responsible for the orientation, education, and (where appropriate) the removal of board members. New board members should receive an introduction to the Standards for Excellence code. 10
(4) Succession Planning and Leadership Development
The board, in partnership with the executive, should engage in coordinated succession planning and leadership development to ensure a thorough process for recruiting and developing new board, executive, staff, and volunteer leaders.
(5) Board Member Independence
Board members of public charities should serve without compensation for their service as board members. They may be provided reasonable reimbursement for expenses directly related to performing their board service. The board should have no fewer than five (5) independent and unrelated directors. Seven (7) or more directors are preferable. When a team member of the organization is a voting member of the board, the board is responsible for ensuring that the team member will not be in a position to exercise undue influence.
(6) Board Meetings
The board should meet as frequently as needed to fully and adequately conduct the business of the organization. At a minimum, the board should meet four (4) times a year. Board agendas should be strategically structured around decision-making in a way that facilitates efficient, effective, and engaging meetings. Accurate minutes reflecting board and committee actions should be kept and distributed to all board and committee members. Committees with decision-making authority should report any committee actions or decisions to the full board. Those decisions must be reflected in the board minutes.
B. LEADERSHIP AND OPERATIONAL MANAGEMENT (1) Executive Functions
The executive is responsible for the day-to-day management and operations of the organization. The executive should be committed to the mission of the organization and have the skills necessary to manage the paid and volunteer talent, and financial resources of the organization.
(2) Supporting the Board
The executive should support the board’s policy and oversight function by providing accurate and timely information and resources to the board. The executive should periodically prepare for the board an overview of the compensation structure of the organization and the value of volunteer investments in the organization.
(3) Organizational and Financial Sustainability
The executive should consider what human (staff) and financial resources are necessary for organizational sustainability and mission fulfillment. The executive should also assist the board in planning for the organization’s future. 11
(4) Managing Team members and Volunteers
Staff and volunteers should be recruited, screened (including required background checks), selected, trained, supervised, evaluated, and recognized appropriately. Staff and volunteers should be oriented to their positions, the organization, and the Standards for Excellence code, and should be provided with appropriate professional development opportunities.
C. CULTURAL COMPETENCY (1) A nonprofit’s leadership should ensure that the organization has a policy, plan, or strategies in place that enables the organization to effectively serve and interact with people equitably across different cultures and backgrounds.
Legal Compliance and Ethics Guiding Principle: Nonprofits enjoy the public’s trust, and therefore must comply with a diverse array of legal and regulatory requirements. Organizations should conduct periodic reviews to address regulatory and fiduciary concerns. One of leadership’s fundamental responsibilities is to ensure that the organization governs and operates in an ethical and legal manner. Fostering exemplary conduct is one of the most effective means of developing internal and external trust as well as preventing misconduct. Moreover, to honor the trust that the public has given them, nonprofits have an obligation to go beyond legal requirements and embrace the highest ethical practices. Nonprofit board, staff, and volunteers must act in the best interest of the organization, rather than in furtherance of personal interests or the interests of third parties. A nonprofit should have policies in place, and should routinely and systematically implement those policies, to prevent actual, potential, or perceived conflicts of interest. In this way, ethics and compliance reinforce each other. A. MAINTAINING LEGAL COMPLIANCE (1) Nonprofits must be aware of and comply with all applicable federal, state, and local laws. This may include, but is not limited to complying with laws and regulations related to IRS filing requirements, governance, human resources, licensing, financial accountability, taxation, valuation of in-kind gifts, unrelated business income, document retention and destruction, related entities, data security, accessibility, fundraising, lobbying, and advocacy. (2) Nonprofits should periodically conduct an internal review of the organization’s compliance with known existing legal, regulatory, and financial reporting requirements, and should provide a summary of the results to the board of directors. B. REQUIRED PUBLIC DISCLOSURES (1) Nonprofits should have at least one designated representative who is responsible for ensuring that the organization is complying with both the letter and the spirit of federal and state laws that require disclosure of information to the public. C. REPORTING MISCONDUCT AND WHISTLEBLOWER PROTECTION (1) Organizations must provide team members, board members, and volunteers a confidential means to report suspected impropriety or misuse of organizational resources. Organizations should have in place a policy prohibiting retaliation against persons reporting improprieties. 12
D. CONFLICTS OF INTEREST (1) Nonprofits should have a written conflict of interest policy and statement. These should be applicable to board members and staff, as well as volunteers who have significant, independent decision-making authority regarding the resources of the organization. The policy and statement should be executed by covered individuals, both at the time of the individual’s initial affiliation with the organization and at least annually thereafter.
The conflict of interest policy should identify the types of conduct or transactions that raise conflict of interest concerns, should set forth procedures for disclosure of actual or potential conflicts, and should provide for review of individual transactions by the uninvolved members of the board of directors. The conflict of interest statement should provide space for the board member, team member or volunteer to disclose any known interests that the individual, or a member of the individual’s immediate family, has in any business entity which transacts business with the organization.
E. ETHICS (1) Nonprofits should ensure that they have an explicit and clear set of ethical principles and, as appropriate, operational or program standards that have been discussed by their board and staff and that are transparently clear to all stakeholders. (2) In rendering its programs or services, a nonprofit should act with the utmost professionalism and treat persons served with respect. (3) Nonprofits should provide an effective procedure for problem solving or reporting grievances, including but not limited to, legal or ethical misconduct by the organization’s team members and volunteers. The procedure should include actions for addressing and resolving complaints effectively. (4) Nonprofits should have policies in place that protect the confidentiality and privacy of personal information.
Finance and Operations Guiding principle: Nonprofits should have sound financial and operational systems in place and should ensure that accurate records are kept. The organization’s financial and non-financial resources must be used in furtherance of tax-exempt purposes. Organizations should conduct periodic reviews to address accuracy and transparency of financial and operational reporting, and safeguards to protect the integrity of the reporting systems. A. FINANCIAL BUDGETING, REPORTING, AND MONITORING (1) The board should annually approve the organization’s budget and the organization should be operated in accordance with this budget. (2) The organization should periodically assess the organization’s financial performance in relation to the budget. A nonprofit should create and maintain reports on a timely basis that accurately reflect the financial activity of the organization. Internal financial statements should be prepared at least quarterly, should be provided to the board of directors, and should identify and explain any material variation between actual and budgeted revenues and expenses. (3) The board should annually review the percentages of the organization’s resources spent on program, administration, and fundraising. (4) For nonprofits with annual revenue in excess of $500,000, the annual financial statements should be subject to audit by a Certified Public Accountant. The board should 13
hire the auditor. The full board should approve the audited financial statements and receive a copy of the management letter (if any). The board should monitor the implementation of the recommendations of the management letter, if applicable. B. INTERNAL CONTROLS AND FINANCIAL POLICIES (1) Nonprofits should have written financial policies that are adequate for the size and complexity of the organization. These policies should address investment of the assets of the organization, internal controls, purchasing, and unrestricted current net assets. C. PERSONNEL POLICIES (1) A nonprofit should have written, board-approved personnel policies and procedures that govern the work, actions, and safety of all team members and volunteers of the organization. The policies should cover the basic elements of the relationship (e.g., working conditions, telecommuting (if applicable), team member benefits, vacation, and sick leave). The policies should address orientation to the organization, team member evaluation, supervision, hiring and firing, grievance procedures, team member growth and development, and confidentiality of team member, client, and organization records and information. D. ADMINISTRATIVE POLICIES (1) A nonprofit should have written, board-approved administrative policies that are periodically reviewed by the board. At a minimum, these policies should address issues such as crisis and disaster planning, information technology, communications, and social media. E. RISK MANAGEMENT AND INSURANCE (1) Organizations should make every effort to manage risk and periodically assess the need for insurance coverage in light of the organization’s activities and its financial capacity. A decision to forego general liability insurance coverage or Directors and Officers liability insurance coverage should be made only by the board of directors. The decision should be reflected in the minutes for the meeting at which the decision was made.
Resource Development Guiding Principle: The responsibility for resource development is shared by the board and staff. Nonprofit organizations depend on an array of sources of financial support. An organization’s resource development program should be maintained on a foundation of truthfulness and responsible stewardship. Its resource development policies should be consistent with its mission, compatible with its organizational capacity, and respectful of the interests of donors, prospective donors, and others providing resources to the organization. A. RESOURCE PLAN (1) Nonprofits should have a resource development plan in place. This plan should outline a framework for ensuring appropriate financial resources for the organization, and a reasonable process to evaluate cost effectiveness of all resource development activities. Ideally, the resource plan should include diversified income sources to avoid dependence on a single source. The resource development plan should be Board-approved, regularly reviewed, and in accordance with the organization’s budget. (2) A nonprofit’s fundraising costs should be reasonable over time. On average, over a five-year period, a nonprofit should realize revenues from fundraising that are at least 14
three times the amount spent on conducting them. Organizations whose fundraising ratio is less than 3:1 should demonstrate that they are making steady progress toward achieving this goal, or should be able to justify why a 3:1 ratio is not appropriate for their organization. B. SOURCES OF INCOME (1) When determining what types of income sources are pursued by a nonprofit to meet its mission, the organization should carefully consider the income source’s impact on the population served, its demographics, and overall mission alignment. The organization should also assess these sources of income for feasibility and any associated risk. C. FUNDRAISING ACTIVITIES (1) Solicitation and promotional materials should be accurate and truthful and should correctly identify the organization, its mission, and the intended use of the solicited funds. (2) All statements made by the nonprofit in its fundraising appeals about the use of a contribution should be honored. (3) Solicitations should be free from undue influence or excessive pressure, and should be respectful of the needs and interests of the donor or potential donor. D. DONOR RELATIONSHIPS AND PRIVACY (1) Nonprofits should respect the donor’s right to determine how their name and contact information is used, including providing opportunities to remain anonymous, request that the organization curtail repeated mailings or telephone solicitations from in-house lists, and have their names removed from any mailing lists which are sold, rented, or exchanged. (2) Nonprofits must honor the known intentions of a donor regarding the use of donated funds. E. ACCEPTANCE OF GIFTS (1) An organization should have policies in place to govern the acceptance and disposition of charitable or in-kind gifts that are received in the course of its regular fundraising activities. These policies should include procedures to determine any limits on individuals or entities from which the organization will accept a gift, the purposes for which donations will be accepted, the type of property which will be accepted, and whether to accept an unusual or unanticipated gift in light of the organization’s mission and organizational capacity. F. FUNDRAISING ON BEHALF OF THE ORGANIZATION (1) Resource development personnel, including both team members and independent consultants, should not be compensated based on a percentage of the amount raised or other commission formula. (2) When using the services of a paid professional fundraising consultant, organizations should only use the services of professional solicitors and fundraising consultants who are properly registered with the appropriate state authorities. (3) Organizations should exercise control over any staff, volunteers, consultants, contractors, other organizations, or businesses that are known to be soliciting contributions on behalf of the organization.
Public Awareness, Engagement, and Advocacy
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Guiding Principle: Nonprofits should represent the interests of the people they serve through public education and public policy advocacy, as well as by encouraging board members, staff, volunteers, and stakeholders to participate in the public affairs of the community. When appropriate to advance the organization’s mission, nonprofits should engage in promoting public participation in community affairs and elections. As such, they should communicate in an effective manner to educate, inform, and engage the public. A. EDUCATING AND ENGAGING THE PUBLIC (1) Information about the organization’s mission, program activities, finances, board members, and staff should be easily accessible, accurate, and timely (i.e., updated at least annually). (2) Nonprofits should provide a meaningful opportunity for the public to communicate with a representative of the organization. (3) Nonprofits should assure that any educational or advocacy information provided to the media and policy-makers, or distributed broadly, is factually accurate and provides sufficient contextual information to be understood. B. ADVANCING THE MISSION THROUGH PUBLIC POLICY AND ADVOCACY (1) Nonprofits should have a written, board-approved policy on advocacy defining the process by which the organization determines positions on specific issues. (2) Working independently and in partnership, nonprofits should strive to influence public policies that affect the organization’s ability to achieve its mission. C. ENGAGING IN LOBBYING AND POLITICAL ACTIVITY (1) In promoting public participation in community affairs, charitable nonprofits must be diligent in assuring they do not participate or intervene in any political campaign on behalf of or in opposition to any candidate for public office.
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Public Policy Positions:
1. Reproductive Choice The YWCA Annapolis and Anne Arundel County affirms that a woman has the right to make an individual decision based on her own religious and ethical beliefs and her physician's advice. Adopted by the Board: December 12, 1991 2. Domestic Violence The YWCA Annapolis and Anne Arundel County affirms that all women and their families have the right to life free of harassment, battering, emotional abuse, violence, and other forms of victimization. Adopted by the Board: December 12, 1991 3. Budget Cuts The YWCA Annapolis and Anne Arundel County is concerned about proposed funding cuts. The YWCA is committed to the continuation of funding for the programs that support women and their families and opposes any funding cuts. We therefore support a careful review of current expenditures, reductions in waste where necessary, and thoughtful revenue enhancement that will be fair and equitable to the citizens of the state of Maryland. Adopted by the Board: February 12, 1992 4. Health Care Reform The YWCA Annapolis and Anne Arundel County supports health care that meets the following criteria: provides all citizens with health care coverage without regard to pre-existing conditions; is portable; includes preventive care, doctors, tests, drugs, hospital stays, operations, and long-term care. The health care reform should control medical costs as well as reducing them fairly and reduce administrative costs and paperwork. The YWCA promotes the inclusion of women in medical research, as it pertains to the prevention, diagnosis, treatment and post-treatment of all diseases, and as it pertains to general health issues. Adopted by the Board: July 8, 1993 5. Gun Control The YWCA Annapolis and Anne Arundel County supports basic individual rights and liberties and affirms the belief that the abridgement of the rights of any portion threatens the rights of all. The YWCA has always supported the preservation and full realization of our traditional civil liberties, equal justice for all individuals and the protection of all citizens in the exercise of their civil rights, protesting vigorously wherever fundamental freedoms are abridged or denied.
For this reason, we support measures providing for the licensing of all gun purchases, users and owners and the registration of all firearms, including ammunition and all other of their component parts, and for the banning of the production, assembly, sale and possession of all handguns not used for such purposes as law enforcement, military and licensed guard use, sport shooting and hunting. Adopted by the Board: December 9, 1993
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6. Affordable Housing The YWCA Annapolis and Anne Arundel County supports the development and maintenance of affordable housing in Anne Arundel County for low and moderate income people. Affordable housing should encompass housing for adults, families, and seniors and include both rental and owned housing, mixed use, economic, racial and age diversity and protection of the environment. Adopted by the Board: September 8, 1994 7. Welfare Reform The YWCA Annapolis and Anne Arundel County supports positive welfare reform which empowers people by providing education and skills training which lead to paid employment that provides an adequate standard of living for a family, promotes economic self-sufficiency, and offers opportunities for job advancement.
We support a definition of economic independence which includes the cost of health care, child care, transportation, affordable housing, clothing and other necessities. We support services which assist in the transition to economic independence, including access to health care, child care, transportation resources, affordable housing, food stamps and counseling. We support welfare reform which rewards work, considers and responds to barriers and problems which hinder welfare families, encourages two-parent families, promotes fathers' responsibilities to children and improves child support collection for all children. We support welfare reform which includes adequate financial support and services for poor and disabled adults without children. Adopted by the Board: September 8, 1994
8. Tax Cuts The YWCA Annapolis and Anne Arundel County reaffirms its support of continued state funding for human services programs which serve women and families (e.g., domestic violence, rape and sexual assault, and displaced homemaker programs, shelters and transitional housing programs for homeless women, and teen/child care programs) and opposed tax cuts which jeopardize funding for these programs. Tax cuts must be offset by equal and viable revenue increases which ensure continued funding for programs serving women and families. Adopted by the Board: January 9, 1997
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ORGANIZATIONAL AND EXECUTIVE TEAM STRUCTURE THE EXECUTIVE TEAM: The Executive Team consists of the Chief Executive Officer, Chief Financial Officer, Director of Legal Services and Clinical Director. This staff management group is responsible for administering all the programs, policies, and budget for the YWCA. Most of the budgeted work of the YWCA is carried out within the program/budget center under traditional line supervision from the Chief Executive Officer through the program/budget center supervisors. THE BOARD OF DIRECTORS: The Board of Directors plays an integral role in the governance of the organization. Our elected, volunteer Board consists of individuals who are committed to the mission of the organization. Our Board members determine the mission of our organization, establish management policies, assure that adequate human and financial resources are available, and actively monitor the organization’s management, fiscal, and programmatic performance (see organizational chart). CHIEF EXECUTIVE OFFICER: The Chief Executive Officer (CEO) is the organization’s chief spokesperson. The CEO is responsible for the overall management and oversight of the YWCA, including: strategic planning, fiscal planning, programmatic development, organizational growth, external relations and day to day operations. The CEO is the only person that may enter into contracts or approve expenditures on behalf of the organization.
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Team Member Handbook Section II Workplace Practices
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SUBJECT:
EQUAL EMPLOYMENT OPPORTUNITY
POLICY: The YWCA, an Equal Opportunity Employer, is committed to providing equal employment opportunities to all team members and applicants for employment. Accordingly, the YWCA will not tolerate acts deemed to constitute discrimination or harassment based on any characteristic protected by the law. The YWCA provides equal employment opportunities to all team members and applicants for employment without regard to race, creed, ethnicity, religion, gender, sex, sexual orientation, national origin, marital status, age, disability or status as a covered veteran in accordance with applicable federal, state and local laws. The YWCA complies with applicable state and local laws governing non-discrimination in employment in every location in which the YWCA has programs. This policy applies to all terms and conditions of employment, including, but not limited to the following:
hiring and termination; compensation, assignment or classification of team members; transfer, promotion, layoff, or recall; job advertisements; recruitment; testing; use of company facilities; training and apprenticeship programs; fringe benefits; pay, retirement plans, and disability leave or other terms and conditions of employment.
Discriminatory practices under these laws also include:
harassment on the basis of race, creed, ethnicity, religion, gender, sex, sexual orientation, national origin, marital status, age, disability, or status as a covered veteran; retaliation against an individual for filing a charge of discrimination, participating in an investigation, or opposing discriminatory practices; employment decisions based on stereotypes or assumptions about the abilities, traits, or performance of individuals of a certain sex, race, age, religion or ethnic group, or individuals with disabilities; and denying employment opportunities to a person because of marriage to, or association with, an individual of a particular gender, race, religion, national origin, or an individual with a disability. Title VII also prohibits discrimination because of participation in schools or places of worship associated with a particular racial, ethnic, or religious group.
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PURPOSE: The YWCA continues to support and be committed to the principle of equal employment opportunity. PROCEDURES: 1. Contact the Chief Executive Officer or designee for assistance with any questions about Equal Employment Opportunity. 2. Any team member or applicant for employment who believes that unlawful discrimination has occurred must consult with the Chief Executive Officer or designee within 7 working days following the alleged discriminatory action. RESPONSIBILITY: It is the responsibility of all team members to report any violations of this policy to the Chief Executive Officer or designee.
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SUBJECT:
DRUG-FREE, SMOKE-FREE, and ALCOHOL-FREE WORKPLACE
POLICY: The YWCA prohibits the unlawful manufacture, distribution, dispensing, possession, use or abuse of illicit drugs, alcohol, or prescription drugs if used in a way that is illegal or counter to this Policy concerning controlled substance in the workplace. Use or possession of illegal drugs, drug paraphernalia, controlled substances, alcohol or abusively used legal substances is prohibited in the workplace. The workplace includes the YWCA’s offices and all premises used to further our programmatic objectives including YWCA owned, leased or operated facilities, desks, storage areas, private vehicles or other personal property while working. Team members will not work or report to work having alcohol or illegal substances in their systems. The CEO will make any exceptions for dispensing or consuming alcohol. The organization also does not allow smoking on the property and/or at any time when the team member is representing the organization, paid or unpaid. PURPOSE: To promote a healthy work environment and comply with the requirements of the DrugFree Workplace Act of 1988, the YWCA instituted this Drug-Free, Smoke-Free, and Alcohol-Free Policy. PROCEDURES: A. Definitions 1. “Drugs” means any substance taken into the body which may impair one’s mental faculties and/or physical performance. 2. “Abuses” means any use of illegal drug, or use of any drug, including alcohol, over the counter, or prescription drugs, when use is not in conformance with prescription requirements or circumstance where use is not permitted. 3. “Discipline” includes all disciplinary actions up to and including termination of employment. B. Requirements and Prohibited Activities 1. As a condition of continued employment, team members must sign a statement agreeing to abide by this Policy. 2. Team members must report to work in a fit condition to perform their duties. Being under the influence of drugs or alcohol is not acceptable. 3. Team members, volunteers and contractors will not use alcohol, tobacco products and/or drugs on the premises and/or while representing the organization, either paid or unpaid. Team members may not report to work under the influence of drugs or alcohol. 4. Team members who are on-call to report to work are expected to not use drugs or alcohol if there is a reasonable possibility of being asked to report to work. 5. Use or possession of illegal drugs, controlled substances, alcohol or abusively used legal substances is prohibited. 6. Team members must not transport clients if under the influence of drugs, alcohol or prescription medication. 23
7. A conviction for drug or alcohol abuse crimes while employed will be considered a violation of our Drug-Free and Alcohol-Free Policy. A team member so convicted may be subject to termination. 8. The YWCA will inform appropriate law enforcement authorities of any drug related or alcohol related crime that occurs in the workplace. 9. Team members who are arrested or convicted for a drug or alcohol violation outside of the workplace will likely be subject to termination. 10. Team members must notify the YWCA within three days if arrested or convicted of any crime. 11. A team member will not be terminated for voluntarily seeking assistance for a substance abuse problem. As a condition of continued employment, team members must sign a statement agreeing to abide by this Policy. 12. Team members are to contact the Chief Executive Officer or designee if there is a concern about the misuse of drugs or alcohol. 13. Contractors and Volunteers are subject to the applicable requirements regarding the YWCA Drug-free and Alcohol-free Workplace Policy.
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SUBJECT:
WEAPONS AND FIREARMS
POLICY: In order to ensure a safe environment for team members, clients, volunteers and contractors, the YWCA prohibits the wearing, transporting, storage, or presence of firearms or other dangerous weapons in our facilities or premises. For the purposes of this Policy, premises means: YWCA owned, leased or operated facilities, desks, storage areas, private vehicles or other personal property on YWCA premises. PURPOSE: Violence in the workplace is a serious safety and health issue. The YWCA is committed to preventing workplace violence and to maintaining a safe work environment. Therefore, the YWCA has established rules and regulations that promote a safe and positive work environment. PROCEDURES: A. Definition Firearms or other dangerous weapons include, but are not limited to: 1. Any device from which a projectile may be fired by an explosive 2. Any simulated firearm operated by gas or compressed air 3. Sling shot 4. Metal knuckles 5. Any spring blade knife 6. Any knife which opens or is ejected open by an outward, downward thrust or movement 7. Any instrument that can be used as a club and poses a reasonable risk or injury 8. Any chemical substance that poses a reasonable risk or injury. B. Requirements and Prohibited Activities 1. As a condition of continued employment, team members must sign a statement agreeing to abide by this Policy and Procedure. 2. All threats (or action) of violence, both direct and indirect, should be reported as soon as possible to your immediate supervisor or any other member of management. This includes threats by team members, as well as threats by clients, vendors, solicitors, volunteer, or other members of the public. 3. Team members, volunteers, contractors will not wear, transport, store, carry or use weapons or firearms in the workplace. 4. A conviction for weapons crimes while employed will be considered a violation of our Weapons and Firearms Policy. A team member so convicted will be subject to termination. 5. The YWCA will inform appropriate law enforcement authorities of any crime that occurs in the workplace. 6. Team members who are arrested or convicted for a violation outside of the workplace will be disciplined, up to and including termination. 7. Team members must notify the YWCA within three days if arrested or convicted of any crime. 8. Volunteers are subject to the applicable requirements regarding the YWCA Weapons and Firearms Policy. 25
C. Exemptions This Policy does not apply to: 1. Any law enforcement personnel engaged in official duties 2. Any person engaged in military activities sponsored by the federal or state government, while engaged in official duties D. Responsibilities 1. The Chief Executive Officer and/or designee are responsible for administration and interpretation of this Policy. See section on Discipline for other related information. 2. Supervisors are to contact the CEO or designee promptly if someone is in violation of this Policy. 3. All team members are to contact the Police immediately, and any member of the Executive Team if someone violates this Policy.
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SUBJECT:
WEATHER AND EMERGENCY CLOSURES
POLICY: The CEO or designee may close the facilities due to inclement weather or emergency on days other than regularly scheduled holidays. The declaration may also indicate late arrival hours or early closures. All training programs will be canceled if the YWCA is closed. The YWCA follows Anne Arundel County Government (not Anne Arundel County Public Schools) regarding closures, delays, and liberal leave. PURPOSE: To establish policies and procedures for inclement weather and emergency closures applicable to YWCA staff and volunteers. The YWCA will make every effort to remain open for business; however, there may be instances where conditions make it impossible to do so. In all cases, team member safety will be the primary consideration. Conditions that may prompt the CEO or designee to close the facilities include, but are not limited to the following: severe weather, declared state of emergency, utility issues, natural disasters, acts of terrorism, health related issues and other situations as warranted. PROCEDURES: The following procedures will set forth employer and team member obligations regarding reporting to work, use of leave and pay issues when circumstances impact the organization’s ability to be open for business. 1. YWCA supervisors must ensure adequate staffing of essential services during inclement weather or other emergencies. 2. Instructions will be available on the headquarters (Arnold) YWCA voice mail after 7:00 a.m. only if different than Anne Arundel County Government. 3. The office may be scheduled to open or close at times other than normal business hours. If the YWCA is open, scheduled team members are expected to report to work. If the YWCA is closed, the absence is considered an excused absence for all scheduled staff, and will not be charged to earned leave time. 4. Team members may use Combined Leave if they do not report to work, leave earlier than the scheduled closing time or arrive later than the scheduled opening. Administrative Leave will be granted to those team members previously scheduled to work if the YWCA is closed for the entire day. Team members who report to work will be paid for time worked. Team members scheduled to use combined leave will utilize the leave as approved. 5. If the team member has exhausted their allotted Combined Leave, then the team member can take leave without pay for up to three business days. 6. In case of other emergency closings, such as electrical outages or flooding, the YWCA will use telephone trees and voice mail to announce a YWCA closure. 7. Essential personnel are required to follow the directive(s) of the program supervisor re schedule. 8. Full time personnel, not able to fulfill a 40hour work week, will be required to use Combined Leave. RESPONSIBILITY: The office of the CEO administers this policy. 27
SUBJECT: CONFIDENTIALITY POLICY POLICY: The YWCA respects the confidentiality of all team members, clients and stakeholders. As such, specific precautions are taken to safeguard confidential and proprietary information. PURPOSE: This policy is intended to alert team members to the need for discretion at all times and is not intended to inhibit normal business communications. PROCEDURE: Confidential information can include: financial and marketing data, budget information, bid proposals, contract negotiations, research and development ideas; personnel actions, such as promotions, demotions, terminations, personnel controversies, compensation, payroll data, performance appraisals, personal information of an embarrassing nature or that an team member specifically requested be kept confidential; personal or clinical information about program recipients; certain legal advice, opinions, and documents. If there is any doubt if the information being handled is confidential, consult your supervisor or Chief Executive Officer or designee. THERAPISTS, COUNSELORS AND TEAM MEMBERS OF THE COUNSELING SERVICE AND THE DOMESTIC VIOLENCE PROGRAM ARE BOUND BY THE CONFIDENTIALITY GUIDELINES SET OUT BY THE MARYLAND STATE BOARD OF SOCIAL WORK EXAMINERS AND/OR THEIR LICENSING BOARD. ATTORNEYS AND TEAM MEMBERS OF THE LEGAL SERVICE ARE BOUND BY THE CONFIDENTIALITY RULE 1.6 OF THE MARYLAND RULES OF PROFESSIONAL CONDUCT. When discussing or transmitting confidential information, please follow these guidelines:
Do not reveal any confidential information except under the direction and with the approval of your supervisor; Make sure that confidential information is properly marked and secured before transmittal; Ensure that the recipient of the confidential information has a legitimate need to know the information; Avoid displaying confidential data where it can be easily observed including computer screens; Immediately inform your supervisor of the loss of any confidential data; Limit reproduction and distribution of such information; Secure confidential documents in locked cabinets or containers when not in use; All confidential information should be properly disposed. Team member and/or client records may only be shared with the express written consent of the Chief Executive Officer. No team member and/or client record or information may leave the YWCA offices unless specified by specific job duties, subpoena or court order.
Return all confidential and sensitive information directly to your supervisor when leaving 28
employment with the YWCA. RESPONSIBILTY: All team members are to ensure confidentiality and privacy in regard to history, records and discussions about the people we serve. The very fact that an individual is served by the YWCA must be kept private or confidential.
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SUBJECT:
HARASSMENT POLICY
POLICY: The YWCA does not condone or excuse harassment of any kind. The YWCA prohibits team members from discriminating against or harassing their colleagues based on gender, sexual preference, religion, mental or physical impairment, age, race, marital status, creed, color or national origin. The YWCA will take immediate steps to address complaints. PURPOSE: The YWCA is committed to a work environment in which each individual is treated with dignity, respect and fairness. Verbal or physical conduct by any team member that harasses, disrupts or interferes with another team members’ work performance, or creates an intimidating, offensive or hostile environment will not be tolerated. PROCEDURES: 1. Unlawful harassment or discrimination may include but is not limited to: Verbal conduct such as epithets, derogatory comments, slurs, or unwanted sexual advances, invitations or comments; Visual conduct such as derogatory posters, photography, cartoons, email, drawings or gestures; Physical conduct such as assault, unwanted touching, blocking normal movement, or interfering with work directed at you because of your sex or race or any other protected basis; Threats and demands to submit to sexual request in order to keep your job or avoid some other loss, and offers of job benefits in return for sexual favors; Employment decisions concerning hiring, promotion, compensation or firing, which are made based solely upon race, gender, national origin, or any other protected class; and/or Retaliation for having reported or threatened to report discrimination or harassment. 2. Many of the above examples of unacceptable conduct can occur involving use of the internet or e-mail. Extra care should be taken when sending or forwarding messages to consider the impact of the message. 3. In order to take appropriate corrective action, the YWCA must be aware of harassment or related retaliation. Therefore, anyone who believes she or he has experienced or witnessed harassment or related retaliation should promptly report such behavior immediately to their supervisor, Human Resources or the Chief Executive Officer. The Chief Executive Officer or designee will investigate all such complaints.
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4. Any individual complaining of harassment, accused of harassment, or who is a witness in the investigation of any harassment complaint, shall maintain confidentiality of information shared in the course of investigation. Any team member who is found, after appropriate investigation, to have engaged in harassment of another team member will be subject to disciplinary action up to and including termination. 5. In the event an individual is dissatisfied with the results of the investig ation, an appeal may be made to the CEO whose decision will be final. 6. Reports or complaints under this Policy shall be addressed and resolved as promptly as practical after the complaint or report is made. 7. At the conclusion of the investigation, the investigator shall prepare a written report which shall include a statement of factual findings and a determination of whether this Policy has been violated. The report shall be presented for review to the CEO. 8. If management determines that unlawful harassment or discrimination has occurred, the YWCA will take effective remedial action commensurate with the severity of the offense. Appropriate action will also be taken to deter any future harassment or discrimination. The YWCA will not retaliate for filing a complaint, and will not knowingly permit retaliation by management team members or co-workers. 9. The YWCA encourages its team members to report work-related instances of discrimination or harassment by non-team members in the same manner as if the person was a team member. While the YWCA cannot control the actions of nonteam members, management should be aware of all instances of discrimination and harassment in the workplace. In situations of third-party harassment or discrimination, the YWCA will endeavor to take action deemed reasonable under the circumstances. 10. All records of harassment reports and investigations shall be considered confidential and shall not be disclosed publicly except to the extent as required by law. RESPONSIBILITY: It is the responsibility of all team members, contractors, and volunteers to uphold this Policy in both letter and spirit.
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SUBJECT:
CONFLICT OF INTEREST
POLICY: The YWCA expects team members and volunteers to avoid any conflict, direct or indirect, between any respective individual, professional or business interests and the interests of the YWCA or its clients. Therefore, the YWCA asks each staff member, Board Member and volunteer to agree to: Enter into no business action or relationship that compromises, or appears to compromise, the best interests of the YWCA and its standing in the community Accept no gift, entertainment, service, or special favor, or promise of future benefit from any person or firm doing business with the YWCA of more than nominal value. Not use or make available for benefit or advantage, the property, records, services, name, emblem, or endorsement of the YWCA affiliation of the team member or volunteer. Safeguard the privacy of the YWCA volunteers and donors. PURPOSE: To define guidelines to avoid conflict of interest. PROCEDURES: Volunteers A volunteer is covered under this policy if that person has been granted significant independent decision-making authority with respect to financial or other resources of the organization. Determining a Conflict of Interest Staff and volunteers covered under this policy are hereinafter referred to as “interested parties”. A conflict of interest may exist when the interests or concerns of an interested party may be seen as competing with the interests or concerns of the organization. There are varieties of situations, which raise conflict of interest concerns including, but not limited to, the following: Financial Interests - A conflict may exist where an interested party or a relative or business associate of an interested party directly or indirectly benefits or profits as a result of a decision or transaction entered into by the organization. Examples include situations where:
the organization contracts to purchase or lease goods, services, or property from an interested party or a relative or business associate of an interested party;
the organization purchases an ownership interest in or invests in a business entity owned by an interested party or by a relative or business associate of an interested party;
the organization offers employment to an interested party or a relative or business associate of an interested party, other than a person who is already employed by the organization; 32
an interested party or a relative or business associate of an interested party is provided with a gift, gratuity, or favor of a substantial nature from a person or entity which does business or seeks to do business with the organization;
an interested party or a relative or business associate of an interested party is gratuitously provided use of the facilities, property, or services of the organization.
Other Interests - A conflict may also exist where an interested party or a relative or business associate of an interested party obtains a non-financial benefit or advantage that he/she would not have obtained absent his/her relationship with the organization, or where his/her duty or responsibility owed to the organization conflicts with a duty or responsibility owed to another organization. Examples include:
an interested party seeks to obtain preferential treatment by the organization for her/himself, a relative, or business associate;
an interested party seeks to make use of confidential information obtained from the organization for her/his own benefit or for the benefit of a relative, business associate, or other organization; or
an interested party seeks to take advantage of an opportunity or enables a relative, business associate or other organization to take advantage of an opportunity which s/he has reason to believe would be of interest to the organization.
Disclosure of Actual or Potential Conflicts of Interest An interested party is under a continuing obligation to disclose any actual or potential conflict of interest as soon as it is known or reasonably should be known. An interested party shall complete a questionnaire (attached) to fully and completely disclose the material facts about any actual or potential conflicts of interest. The disclosure statement shall be completed upon his/her association with the organization, and shall be updated annually thereafter. An additional disclosure statement shall be filed at such time as an actual or potential conflict arises. For Board members, the disclosure statements shall be provided to the President of the Board. The President’s disclosure statement shall be provided to the Secretary of the Board. Copies shall also be provided to the CEO of the organization. In the case of staff or volunteers with significant decision making authority, the disclosure statements shall be provided to the CEO of the organization. The CEO’s disclosure statement shall be provided to the President of the Board. The Secretary of the Board shall file copies of all disclosure statements with the official corporate records of the organization. Whenever there is reason to believe that an actual or potential conflict of interest exists between the YWCA and an interested party, the Board of Directors shall determine the appropriate organizational response. This shall include, but not necessarily be limited 33
to, invoking the procedures described below, with respect to a specific proposed action or transaction. Procedures for Addressing Conflicts of Interest - Specific Transactions Where an actual or potential conflict exists between the interests of the YWCA and an interested party with respect to a specific proposed action or transaction, the YWCA shall refrain from the proposed action or transaction until such time as the proposed action or transaction has been approved by the disinterested members of the Board of Directors of the organization. The following procedures shall apply: An interested party who has an actual or potential conflict of interest with respect to a proposed action or transaction of the corporation shall not participate in any way in, or be present during, the deliberations and decision making of the organization with respect to such action or transaction. The interested party may, upon request, be available to answer questions or provide material factual information about the proposed action or transaction. The disinterested members of the Board of Directors may approve the proposed action or transaction upon finding that it is in the best interests of the corporation. The Board shall consider whether the terms of the proposed transaction are fair and reasonable to the organization and whether it would be possible, with reasonable effort, to find a more advantageous arrangement with an entity that is not an interested party. Approval by the disinterested members of the Board of Directors shall be by vote of a majority of Directors in attendance at a meeting at which a quorum is present. An interested party shall not be counted for purposes of determining whether a quorum is present, or for purposes of determining what constitutes a majority vote of Directors in attendance. The minutes of the meeting shall reflect that the conflict disclosure was made, the vote taken and, where applicable, the abstention from voting and participation by the interested party. Violations of Conflict of Interest Policy If the Chief Executive Officer or designee, or Board of Directors has reason to believe that an interested party has failed to disclose an actual or potential conflict of interest, it shall inform the person of the basis for such belief and allow the person an opportunity to explain the alleged failure to disclose. If, after hearing the response of the interested party and making further investigation as may be warranted in the circumstances, the Board determines that the interested party has, in fact, failed to disclose an actual or possible conflict of interest, it shall take appropriate disciplinary and corrective action up to and including termination.
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SUBJECT:
PERSONAL BELIEFS AND PARTISAN POLITICAL ACTIVITY
POLICY: The YWCA recognizes that a team member may hold a wide range of personal beliefs, values and commitments. These beliefs, values and commitments are a conflict of interest only when: they prevent the team member from fulfilling job responsibilities, the team members implies or states that their support is representative of the agency’s support of a candidate and/or policy position, the team member attempts to use the YWCA’s time and facilities for furthering them, the team member attempts to convince others of his/her personal beliefs after being asked to stop, as a team member of a 501c(3) tax-exempt organization, you may not use your organizational authority to coerce or attempt to command or advise another team member to pay or contribute anything of value for political purposes. PURPOSE: To establish guidelines for determining conflict of interest.
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SUBJECT: REASONABLE ACCOMMODATIONS POLICY POLICY: The YWCA is committed to providing individuals with disabilities, including those caused or contributed to by pregnancy, with reasonable accommodations that will permit them to perform the essential functions of a position, to the extent that the accommodations do not pose an undue hardship to the organization and the individual is able to perform the essential functions of the job safely. Individuals who need accommodation, which may include leave, to perform the essential functions of a job should submit a written request to Human Resources and, if able, propose accommodations that they believe will be effective. The organization will explore whether the proposed or other reasonable accommodations can be made without undue hardship. The availability of these or any other accommodation will depend on the circumstances. Medical documentation may be required as part of this interactive process. The organization will also endeavor to accommodate the sincere religious beliefs of its team members to the extent such accommodation does not pose an undue hardship for the organization. If you wish to request such an accommodation, please submit a written request to Human Resources. Requests for accommodation will be evaluated and an effort will be made to provide reasonable accommodations. The organization may, in some cases, agree to an accommodation on a trial basis and, in all cases, reserves the right to reevaluate accommodations if, in practice, they result in undue hardship on the organization or, in the case of accommodations for a disability, give rise to demonstrated safety risks.
PURPOSE: To establish guidelines for determining reasonable accommodations.
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SUBJECT: WHISTLEBLOWING POLICY: The YWCA will not discharge, threaten, or otherwise discriminate against team members because:
They, or someone acting on their behalf, report or are about to report to the employer or a public body a violation or a suspected violation of a law, rule, ordinance, or regulation or a contract unless they know the report is false; or
A team member is requested by a public body to participate in an investigation, hearing, or inquiry held by a public body or a court action.
PURPOSE: To establish guidelines for whistleblowing
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SUBJECT: CONSULTING AND HONORIA POLICY: If team members are asked to consult with others or to speak at a conference as a representative of the YWCA, prior approval must be obtained from the Chief Executive Officer. All monetary compensation earned as a representative of the YWCA shall be paid to the YWCA. This includes, but is not limited to, compensation paid for speaking engagements, written work, and attendance at events. PROCEDURES: Obtain prior approval to accept invitations to consult with others or to speak at conferences from the Chief Executive Officer. Submit all monetary compensation earned from activities outlined in the Policy to the Chief Financial Officer. RESPONSIBILITY: It is the responsibility of all team members to adhere to this Policy.
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SUBJECT: OWNERSHIP OF MATERIALS POLICY: All information that team members write, develop, receive or compile, including but not limited to email, grants, publications, articles, speeches, reports, manuals, curriculum, prospect lists, templates, samples, and other resources, during the performance of duties at the YWCA automatically becomes property of the YWCA, whether or not written, developed, or compiled in the team member’s home or in our office, and whether done during business hours or during other time. Items may not be copied and/or removed from the agency. A team member is not to depart the organization with any agency information as it is considered proprietary. In the event of a termination or immediate acceptance of resignation, the YWCA will make arrangements to return all personal items to the team member and the team member will not have access to the office and/or print/electronic resources. RESPONSIBILITY: It is the responsibility of all team members to adhere to this Policy.
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SUBJECT: OUTSIDE BUSINESS INTERESTS POLICY: Team members may have outside business interests or outside employment so long as it does not interfere with job performance or otherwise create a conflict of interest or an appearance of a conflict of interest. Improper outside activities include, but are not limited to:
working for a competing organization or business, using the YWCA’s time, facilities or equipment to engage in another business or occupation, search, education, or research thereof; engaging in an outside activity (including outside employment, education and training) which results an inability to maintain the assigned job schedule, presents the appearance of a conflict, or distracts from performing job tasks satisfactorily.
The YWCA is to be considered the team member’s primary employer and outside employment and/or education schedules and/or function(s) may not conflict with the schedule and/or responsibilities pertaining to the YWCA of Annapolis and Anne Arundel County. Team members must notify their supervisor prior to accepting an additional position, and /or enrolling in coursework. PURPOSE: To establish guidelines for outside business interests. RESPONSIBILITY: The CEO or designee must approve outside business and employment commitments.
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SUBJECT:
CONTRACTS AND CONSULTANTS
POLICY: Team members, volunteers or contractors may not negotiate a contract on behalf of the YWCA. All contracts must be approved in advance of any commitments, and signed by the Chief Executive Officer (CEO) or designee.
Do not participate in the selection, award, or administration of a contract if you or a member of your immediate family has a financial or other interest in the firm selected for the award; Ensure that all procurement transactions are conducted in an open and free competition; Conduct a financial analysis of all YWCA purchases which includes an analysis of a purchase versus a lease, quality of the goods, maintenance cost, cost of repairs of old equipment versus the cost of new equipment, need for the product, and reasonableness of cost; Consider the contractor’s integrity, past performance, financial and technical resources; and make sure that the type of contract is appropriate. All contractors/vendors, working unsupervised, must conform to the same background checks and standards as a team member.
PURPOSE: To establish guidelines for contracts generated by the YWCA. RESPONSIBILITY: The CEO or designee must approve and sign all contracts in advance of any commitments.
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SUBJECT:
ALLEGATIONS
POLICY: The YWCA requires that team members report any pending charges immediately. If arrested or convicted of any crime, team members must notify the YWCA immediately. Team members involved in criminal allegations, arrests or convictions may be subject to termination. If a team member is currently under investigation for criminal actions, report that information to the Chief Executive Officer or designee. You may be placed on unpaid administrative leave during the investigative process. The Chief Executive Officer or designee will determine placement on unpaid administrative leave. Failure to report involvement in a criminal investigation and/or charges will result in immediate termination. Note: Team members are not required to report criminal charges that have been expunged. PURPOSE: To provide a safe, healthy, and productive work environment for all team members, and to prevent the reputation and image of the YWCA from being compromised in any way. PROCEDURES: A. Requirements 1. As a condition of continued employment, team members must sign a statement agreeing to abide by this Policy. 2. Team members must notify the YWCA immediately if under investigation of any alleged crime. 3. Team members must notify the YWCA immediately if arrested or convicted of any crime. 4. A conviction for drug or alcohol abuse crimes while employed will be considered a violation of our Drug-Free and Alcohol-Free Policy. A team member so convicted may be subject to termination. 5. A conviction for possession or use of weapons while employed will be considered a violation of our Weapons and Firearms Policy. A team member so convicted may be subject to termination. 6. The YWCA will inform appropriate law enforcement authorities of any crimes that occur in the workplace. 7. Team members who are arrested or convicted for a violation outside of the workplace will be disciplined, up to and including termination. 8. Team members are to contact the Chief Executive Officer or designee for additional information concerning this policy. 9. Contractors and Volunteers are subject to the applicable requirements regarding all YWCA policies. B. Responsibility 1. The Chief Executive Officer or designee is responsible for administration and interpretation of this Policy. 2. All team members are to take the responsibility to contact the CEO if a team member does not adhere to this policy.
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Team Member Handbook Section III Employment Procedures
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SUBJECT:
EMPLOYMENT CATEGORIES
POLICY: Each team member’s job position is designated as either NON-EXEMPT or EXEMPT from federal and state wage and hour laws. NON-EXEMPT team members are entitled to overtime pay under the specific provisions of federal and state laws. All overtime work must be pre-authorized by your supervisor. EXEMPT team members are excluded from specific provisions of federal and state wage and hour laws. A team member’s EXEMPT or NON-EXEMPT classification may be changed only upon written notification by the CEO. PURPOSE: It is the intent of the YWCA to clarify the definitions of employment classifications so that team members understand their employment status and benefit eligibility. These categories do not guarantee employment for any specified period of time. Accordingly, the right to terminate the employment relationship at-will at any time is retained by both the team member and the YWCA. DEFINITIONS: In addition to the NON-EXEMPT and EXEMPT categories, each team member will belong to one other employment category: 4. Regular, Full-time/full-year –Team member who is regularly scheduled to work 40 hours per week. Regular, full-time team members are eligible to receive benefits as further outlined in this handbook. 5. Regular, Part-time/full-year – Team member who is not assigned to a temporary status, and scheduled to work less than 40 hours per week. Regular part-time team members who work 20 hours per week or more are eligible to receive benefits as outlined in this handbook on a pro-rated basis. 6. Temporary – an individual employed for a specific project, assignment or limited duration not to exceed six months, on a full-time or part-time basis. While temporary workers receive all legally mandated benefits (such as workers’ compensation insurance and Social Security), she or he is ineligible for the YWCA’s other benefit programs. 7. Contract – an individual working on a fee-for-service basis according to the provision of the IRS and Fair Labor Standards Act regulations. All contractors must perform the tasks, and work the hours as defined in the contract. All contracts must be approved in advance of any commitments, and signed by the Chief Executive Officer (CEO) or designee. Contractors are not eligible for benefits.
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SUBJECT:
HOURS OF WORK
POLICY: The YWCA of Annapolis and Anne Arundel County establishes the time and duration of working hours as required by client needs, community needs and daily workload. Normally, the standard workday is eight hours, Monday through Friday, with the exception of those days observed as holidays. Team Members are scheduled to work 8.5hrs shifts with an unpaid 30-minute break. The Arden House Shelter operates 24 hours, seven days a week. PURPOSE:
To define the standard operating procedures for hours of work.
PROCEDURES: 1. To accommodate departmental needs a modified work schedule may be implemented subject to the approval of the Chief Executive Officer. 2. The standard workweek, Monday through Friday, consists of 40 hours. 3. Team members with certain assignments may work different hours, as designated by their supervisor, and the total hours per week may differ accordingly. Specific schedules will be provided at the time of the offer of employment and may be changed based on the needs of the organization. 4. The supervisor in collaboration with the Chief Executive Officer will authorize exceptions to the standard workday schedule. RESPONSIBILITY: It is the responsibility of team members to report to work and to report to work on time and prepared to be productive
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SUBJECT:
CRIMINAL HISTORY BACKGROUND CHECKS
POLICY: The YWCA conducts a Criminal History Record Search (criminal background check) for applicants, current team members, volunteers who work with clients, and contractors who work with clients. The YWCA may also conduct searches on contractors and/or vendors not working directly with clients. Candidates under consideration for employment are also subject to a Criminal History Record Search. The YWCA will consider the time and nature of the conviction, and number of convictions when deciding whether to hire an applicant or place a volunteer who has been convicted of a crime. Team members may be subject to additional criminal background checks during employment. The YWCA may conduct Department of Motor Vehicle Checks for current team members, and for candidates under consideration for employment whose positions require driving a vehicle. PURPOSE: To provide a safe, secure environment for YWCA team members, clients, volunteers who work with clients, and contractors who work with clients. In addition, to comply with contracts and state law, as required. PROCEDURES: 1. Human Resources will provide the applicant a Release and Authorization Form that must be completed and signed. 2. A copy of the Release and Authorization Form will be secured in the office of Human Resources. 3. Results will be communicated to the appropriate staff person and secured in the office of Human Resources. 4. Negative results for a current team member, volunteer who works with clients, contractor who works with clients, or candidate under consideration for employment will be immediately reviewed by Human Resources. The CEO will make decisions concerning employment. 5. For candidates selected for hire, a start-date for employment is predicated upon acceptable results of the criminal history background check. The applicant may receive an offer of employment, contingent on background check results. 6. If the applicant disputes the results of the criminal history background check, she or he must resolve the conflict with the appropriate jurisdiction. Current team members will be suspended up to 5 business days until the conflict is resolved. 7. A team member must immediately notify Human Resources of any criminal or motor vehicle infraction; failure to do so may result in disciplinary action up to and including termination.
RESPONSIBILITY: 1. It is the responsibility of team members to report any convictions to the Human Resources Coordinator. 2. The Human Resources Coordinator is responsible for submitting the Release and Authorization Form for processing. The Human Resources Coordinator or designee is also responsible for securing all forms. 46
SUBJECT:
HIRING
POLICY: The YWCA hires qualified individuals to support its overall strategic success and advancement of the organization’s mission. The YWCA is an Equal Opportunity Employer. PURPOSE: To ensure the organization identifies and maintains the human resources needed to accomplish its mission and goals. The YWCA encourages both internal advancement and external competitiveness in recruiting and placing the most qualified applicant in an open position. PROCEDURES: 1. Job Posting To encourage team member applications and referrals, job postings are provided electronically and open for five (5) business days. The Chief Executive Officer or Human Resources and the Hiring Supervisor may agree that a job position would not be posted externally, or may be posted for fewer than five days. 2. Advertising Positions may be advertised externally. Human Resources is responsible for placing all recruitment advertising. 3. Applications and Interview Process All internal applicants meeting the minimum qualifications will be provided with an interview. External applicants must submit a completed application and resume to Human Resources. Internal applicants must follow the application instructions included in the internal postings. New team members are not eligible to transfer to a new position within the first three months of hire. Supervisors must be notified of intent to transfer by the team member. Human Resources will screen applications and resumes before scheduling interviews. The Human Resources Coordinator and/or Hiring Supervisor will conduct initial structured interviews. The Chief Executive Officer has the ultimate responsibility for making a hiring decision. 4. Reference Checks and Criminal Background Checks Once a hiring recommendation has been made, the Human Resources Coordinator will check references. All offers of employment are contingent upon satisfactory completion of references and criminal background checks. 5. Job Offers All job offers are made by the Chief Executive Officer. Team members of the organization may not allude nor imply an offer of employment will be made nor discuss salary. The Human Resources Coordinator will notify the applicant once satisfactory results of reference checks and criminal background checks are complete. The Chief Executive Officer or Human Resources Coordinator will also notify applicants of rejections via letter. 6. Appointments Under special circumstances, the Chief Executive Officer can appoint a team member to a position for an interim period. 7. Initial Start Date and Orientation On the initial start date, team members will complete required paperwork. The 47
Human Resources Coordinator will also schedule the new hire orientation and complete the New Hire Checklist form. The Human Resources Coordinator in collaboration with the Hiring Supervisor will complete the new hire orientation. RESPONSIBILITY: It is the responsibility of the Human Resources Coordinator to coordinate interviews in accordance with the Hiring Policy.
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SUBJECT:
EXIT INTERVIEWS
POLICY: The YWCA values the experience and perspective of each team member and conducts an official interview with all team members leaving the YWCA to identify strengths and areas where policies and practices can be strengthened. PURPOSE: To provide the team member an opportunity to provide comments to the YWCA. PROCEDURES: 1. Exiting team members will be advised on any conversion or continuation of benefits under the YWCA group insurance plans and other vested benefits available to the team member under the YWCA’s benefits plans. 2. The Human Resources Coordinator conducts the exit interview on the last day of employment. In the case of the Chief Executive Officer, the President of the Board of Directors will conduct the exit interview. 3. Team member’s permissions to email, severs, and other company resources will be disconnected following notification of resignation and prior to completion of the exit interview. 4. By signing this team member handbook, the team member provides expressed written consent to have a payroll deduction taken from their final paycheck for any property not returned to the organization within 72 hours of their last day of employment. RESPONSIBILITY: It is the responsibility of the Human Resources Coordinator to schedule an exit interview with the team member.
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SUBJECT: POSITION DESCRIPTIONS POLICY: Position Descriptions are fundamental to sound management and salary administration. Each position description includes the position title, the classification, a statement of the basic purpose of the position, a list of specific responsibilities and essential functions of the position, a statement of minimum and desired qualifications, the physical requirements, and the position supervisor’s title. A job description is available for each team member. Job responsibilities change from time to time, thus a position description may be reviewed and updated as needed. Position descriptions are signed and agreed upon on the date of hire. PURPOSE: To establish guidelines for identifying position descriptions. RESPONSIBILITY: The Chief Executive Officer or designee will: Define, review and update position descriptions Establish the essential position requirements Define the level of position responsibilities Define the position qualifications Coordinate a new or revised position description
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SUBJECT:
PERSONNEL RECORDS
POLICY: Federal and state law require the YWCA to keep certain team member records on file for specific lengths of time. These records are the property of the YWCA, and confidentially maintained in personnel files by the Human Resources Coordinator. Team members will not alter, remove, add or replace documents in personnel records. Any documents pertaining to current or past team member medical records are kept in a separate confidential file and secured. Information from the personnel records of current or past team members will not be released unless the YWCA is court ordered to release information or team members give authorization. PURPOSE: To meet legal requirements, and establish safeguards to ensure security and confidentiality of the staff members’ personnel records. PROCEDURES: 1. Staff members should contact the Human Resources Coordinator to set up an appointment to review their personnel records. 2. Supervisory staff may review personnel records of those under their direct supervision. Hiring supervisors may have access to prior performance reviews of internal candidates. Supervisors should contact the Chief Executive Officer or Human Resources Coordinator to set up an appointment to review personnel records. 3. Staff members should inform the Human Resources Coordinator or designee, in writing, of any changes in your marital status, address, number of dependents, insurance beneficiary, telephone number, and who to notify in case of an emergency. 4. Appropriate charges may be incurred to obtain physical copies of file documents by an outside party. 5. Employees may review but not make copies of their file. RESPONSIBILITY: It is the responsibility of the Human Resources Coordinator to maintain the personnel records of the team members of the YWCA.
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SUBJECT:
TEAM MEMBER REFERENCES AND REQUESTS FOR INFORMATION
POLICY:
The YWCA will only provide the following information: 1) dates of employment, 2) position(s) held and 3) eligibility of rehire. PURPOSE: To establish guidelines in providing team member references and release of information. PROCEDURES: 1. Team members should inform anyone requesting a reference that they must do so in writing. Only the Chief Executive Officer or Human Resources Coordinator can respond to a reference request; any other reference will be considered as personal, not a YWCA, reference. 2. Only the Chief Executive Officer or Human Resources Coordinator may respond to inquiries for certain personnel information for a bank loan, to a medical professional, or for other personal business. In such instances, the Chief Executive Officer or Human Resources Coordinator, upon the team member’s written request, will confirm wage or salary information that the team member has already provided. If the request is from a governmental agency, the team member must inform the Chief Executive Officer or Human Resources Coordinator, who will decide how to respond to the request. If the team member is under criminal investigation, the team member will not be contacted regarding the request. RESPONSIBILITY: Chief Executive Officer or Human Resources Coordinator and team member.
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SUBJECT:
EMPLOYMENT of RELATIVES
POLICY: The YWCA permits members of the same family to work at the organization. The YWCA will not, however, consider or accept employment applications from individuals whose employment would result in a supervisor/subordinate relationship, employment within the same program and/or a potential conflict of interest. PURPOSE: To establish guidelines for employment of relatives. ADDITIONAL INFORMATION: Relatives are defined as: parent, spouse, child, sibling, grandparent, grandchild, aunt, uncle, cousin, in-law or step relative, or any person with whom the team member has a close personal relationship such as a domestic partner, romantic partner or co-habitant.
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SUBJECT: PURPOSE:
PERFORMANCE REVIEW PROCESS
To establish a system for providing team members feedback on demonstrated performance. POLICY: Performance management is critical to the success of the YWCA. Team members should have a performance review annually based on a set of job responsibilities as outlined in the job description and the achievement of goals and objectives as mutually agreed upon by the team member and supervisor. The outcome of the performance review is to provide comments, identify areas for development and evaluate job performance. All team members participate in a performance review at 30 days of employment, with a follow up as needed at 60 and 90 days, April and annually in September of each year. PROCEDURES: 1. The review of the team member performance is conducted and documented by the supervisor; 2. Team members participate in the review process by completing a self- assessment. 3. Supervisors facilitate discussions regarding job responsibilities, goals and objectives. 4. The supervisor has the final authority for establishing a Performance Improvement Plan, if required. 5. New or revised reviews are required if duties or responsibilities change significantly. 6. A copy of the Performance Review is to be provided to the team member for their records and a copy is to be maintained in their team member file.
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SUBJECT: TEAM MEMBER GRIEVANCE POLICY: Team members are encouraged to follow the chain of command and attempt to resolve concerns directly with the colleagues and/or supervisor. In some instances, that is not possible and a formal grievance may be filed. A team member, without fear of retribution, may submit grievances, in writing, within five business days of the incident to the supervisor and Chief Executive Officer or Human Resources Coordinator. Information will include:
Date, time and location of the incident Statement of facts Team member(s) involved Signature of the team member filing the grievance and date
PURPOSE: To provide a formal process for the resolution of conflicts and/or concerns. PROCEDURES: Level I. A team member with a grievance shall inform their supervisor using the Team Member Grievance Form. The supervisor and staff member shall meet to discuss the grievance. The supervisor shall communicate a decision to the staff member in writing within five business days of the meeting. A copy of the correspondence will be forwarded to Human Resources prior to review with team member. If the staff member is not satisfied with the disposition of the disagreement, or if no decision has been rendered within five business days, the staff member will contact the Human Resources Coordinator or Chief Executive Officer. Level II. The Chief Executive Officer or Human Resources Coordinator will investigate the grievance. Findings from Level I will be included in this process. The Chief Executive Officer or Human Resources Coordinator will meet with the staff member to review the facts and resolve the complaint. A written decision will be provided to the staff member within five business days of that meeting. If the staff member is not satisfied with the decision of the CEO or no decision has been made in a timely manner, the staff member may request a meeting with the President of the Board of Directors and the CEO. This meeting can be requested through the Human Resources Coordinator of the organization. Level III. The President of the Board of Directors, CEO and one other Board member (optional) will review the complaint and render a decision within 5 business days. This decision will be final. 55
The committee to hear appeals of the CEO is composed of the Board President, two Board members (one from the Executive Committee, and one who is not a member of the Executive Committee), plus a non-voting moderator (also a Board member) appointed by the Board president. No member of this committee may be a part of the special committee for the appraisal of the CEO, except the Board president. Since the Board appoints the CEO, Chief Financial Officer or designee will notify the Board President of formal complaints against the CEO. The Board President, Maura Callanan., can be contacted via email at
[email protected]. All grievances will be kept on file with the Chief Executive Officer or designee as documentation of the grievance, its investigation, and the subsequent outcome. All parties will agree to keep information confidential.
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Team member Grievance Form (Statement of Disagreement) To: Submitted By: Date: State briefly the nature of the disagreement, and the specific event(s) related to the disagreement. Include names, dates, times, location etc.
What is your desired outcome?
I agree to maintain strict confidentiality: Name:
Date:
The recipient of the Team Member Grievance Form should sign below: Name:
Date:
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SUBJECT:
SEPARATION of EMPLOYMENT
POLICY: Separation of employment is the termination of a team member initiated by either the YWCA of Annapolis & Anne Arundel County or by the team member at any time. Separations may occur for any of the following reasons: resignation, discharge, retirement, the permanent reduction of staff, or the elimination of a position due to reorganization. Separations initiated by the YWCA are classified as involuntary terminations and separations initiated by the staff member are classified as voluntary. PURPOSE: To provide guidelines for separation of employment and benefit options at termination. PROCEDURES: 1. A team member terminating employment with the YWCA, voluntarily or not, is entitled to the following benefits: Conversion of medical and/or dental insurance to individual or family coverage through COBRA, if the team member qualifies for COBRA benefits; and Vested funds in the YWCA’s Retirement Plan 2. All terminated team members are provided with prompt and accurate information concerning benefit plan rights and options. 3. Team members who intend to resign notification to their supervisor, in person, at least three weeks in advance. Department supervisors are to provide at least 30 days’ notice. 4. Vacation may not be taken in lieu of working notice. 5. The YWCA retains the right to make a separation of employment effective upon notice or any time during the notification period. 6. The major reasons for termination initiated by the YWCA include but are not limited to: unsatisfactory work performance, conduct inconsistent with the principles of the YWCA and/or misconduct, reorganization and reduction in workforce. 7. Team members must return all property belonging to the YWCA prior to their last day of employment. The value of items not returned to the YWCA within 72 hours of termination and any expenses incurred without proper documentation and authorization will be deducted from the team member’s final paycheck. RESPONSIBILITY: The Department Supervisors and the Chief Executive Officer and Human Resources Coordinator monitor this policy.
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Team Member Handbook Section IV Rules and Regulations
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SUBJECT: ATTENDANCE AND PUNCTUALITY POLICY: Team member work schedules are established and maintained to ensure optimal client care and the safe, efficient operations of the YWCA Services. Towards those goals, the YWCA has a no fault time and attendance policy. With the exception of Family Medical Leave (FMLA), approved medical leave and approved reasonable accommodations under the Americans with Disabilities Act as amended (“ADA”), all unscheduled absences and lateness are treated the same. This policy is designed to optimize team member attendance and establish uniform, standard procedures. Supervisors should use good judgment and common sense to administer this policy. PURPOSE: To establish the policy and procedures concerning team member absences and lateness. PROCEDURES: A.
Definitions 1.
Absence – (a) Not in attendance at work when scheduled. (b) Missing two or more hours of a scheduled shift.
2.
Occurrence – An absence of one or more consecutively scheduled workday(s), for any reason, including a medically verified illness not covered by FMLA or ADA.
3.
Rolling 12 Month Period – An occurrence of absence or lateness will be calculated on a rolling 12-month period beginning with the most recent absence and/or lateness and counting 12 months backwards. This calculation will follow FMLA guidelines for tracking absences from work.
4.
Late or Tardy (Lateness/Tardiness) – Missing less than two hours of a shift from the beginning of the team member’s scheduled start time. There is no grace period for lateness (tardiness).
5.
Exclusions – These events will not be considered as an occurrence of absence. a.
Scheduled and approved leave
b.
Approved leaves of absence covered by the Family and Medical Leave Act or the YWCA’s Combined Leave Policy.
c.
Authorized bereavement leaves for death in the immediate family (see Bereavement Leave Policy).
d.
Military Leave
e.
Jury Duty 60
B.
f.
The initial period of absence from work that is the direct result of a verified/reported job-related injury or illness.
g.
Time off approved by the team member’s supervisor for attendance at seminars, workshops, etc.
h.
Time off or leaves of absence, whether paid or unpaid, designated as a reasonable accommodation under the Americans with Disabilities Act (“ADA”) by management. Supervisor’s Responsibilities 1. All supervisors are responsible for maintaining optimal attendance and resolving absence and lateness problems. 2. Communicate to team members the YWCA rules and standards concerning time and attendance. 3. Counsel and/or discipline team members for time and attendance infractions as appropriate. (See the discipline section of this policy).
C.
Team member Responsibilities 1.
Team members are expected to be on the job, on time, appropriately dressed, and ready to work at the assigned location, as scheduled.
2.
Team members must notify the appropriate supervisor according to established department procedures when he/she will be absent or late. This allows the department to make suitable scheduling arrangements.
3.
Team members who have been absent from work because of a personal illness for three days or more must submit a physician’s release to Human Resources in order to return to work.
4.
Team members requesting FMLA leave, medical leave or leave under the ADA must complete leave request forms, and/or electronic submissions, for scheduled leaves per department policy.
5.
If a team member fails to report to work as scheduled the day before or the day after a holiday, the supervisor will review the circumstances regarding the absence, and the team member may be subject to disciplinary action.
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SUBJECT:
PERSONAL APPEARANCE AND DRESS CODE
POLICY: It is the YWCA’s intent that work attire should complement an environment that reflects an efficient, orderly, and professionally operated organization. This policy is intended to define appropriate “casual business attire” during normal business operations. The YWCA recognizes the growing popularity of casual business dress and the positive effects of this shift to boost team member morale, improve quality, encourage more open communication and increased productivity, therefore, creating a more comfortable work environment. Therefore, casual business attire will be permitted every day. The Company reserves the right to continue, extend, revise or revoke this policy at its discretion. Enforcement of this guideline is the responsibility of YWCA’s management and supervisory personnel. The key point to sustaining an appropriate causal business attire program is the use of common sense and good judgment, and applying a dress practice that the YWCA deems conducive to our environment. If you question the appropriateness of the attire, it probably isn’t appropriate. Requests for advice and assistance in administrating or interpreting this guideline should be directed to the team member’s immediate supervisor. Appropriate Casual Business Attire Appropriate casual business attire for team members is the following: Men:
Blazers, suits, or sport coats Dress slacks Neat and unaltered Jeans with a formal top Ties Dress shirts with buttons and collars Dress shoes Sport coats or blazers Slacks, Chinos or Dockers Polo shirts with collars Oxford button-down shirts Sweaters and cardigans Loafers Sweaters
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Women: Slacks Polo shirts Loafers Neat and unaltered Jeans with a formal top Sweaters Dresses Skirts Dress slacks Blouses Dress shoes Sweaters Nylons or stocking Unacceptable Attire Cutoffs Walking shorts T-shirts with logos Athletic wear Spandex or Lycra pants or shorts Leggings Stirrup pants Running Shoes Tank tops with spaghetti straps, tube tops, halter tops Deck shoes Underwear as outerwear Beach wear Skorts Midriff length tops Provocative attire Off-the-shoulder tops Workout clothes or shoes Flip flops Thong style sandals without a heel strap
* Skorts are defined as non-tailored split skirts. They do not include walking shorts or Bermuda shorts.
PURPOSE: To ensure team members dress in a manner that reflects well on the organization. Responsibility: Department managers and supervisors are responsible for monitoring and enforcing this policy. The policy will be administered according to the following action steps:
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1. If questionable attire is worn in the office, the respective department supervisor/manager will hold a personal, private discussion with the team member to advise and counsel the team member regarding the inappropriateness of the attire. 2. If an obvious policy violation occurs, the department supervisor/manager will hold a private discussion with the team member and ask the team member to go home and change his/her attire immediately. 3. Repeated policy violations will result in disciplinary action, up to and including termination. The YWCA reserves the right to rescind and/or amend this, and all YWCA policies, at any time.
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SUBJECT:
ELECTRONIC COMMUNICATIONS
POLICY: The use of any and all automation systems including but not limited to computers, laptops, fax machines, business/cell phones, and all forms of inter/intranet access is for company business and authorized purposed only. PURPOSE: To provide guidelines for appropriate use of electronic communications for team members, volunteers, and contractors. PROCEDURES: The use of company computers, networks, and internet access is a privilege granted by management and may be revoked at any time for inappropriate conduct carried out on such systems including but not limited to:
Violating the laws and regulations of the United States or any other nation, state, city, province or other local jurisdiction in any way; Engaging in unlawful or malicious activities; Using abusive, profane, threatening, racist, sexist, or other objectionable language in either public or private messages; Sending, receiving, or accessing pornographic materials or opening emails from unknown sources; Failing to adhere to HIPAA standards; Using social networking sites for purposes not relating to the business; Transmitting messages that are personal and/or emotionally charged; Communicating resignation or ongoing schedule constraints via email.
Electronic mail and internet usage may be monitored and audited at any time. By using these medias provided, the team member waives his/her privacy in all communications. In general, all items of consequence are to be communicated verbally. RESPONSIBILITY: It is the responsibility of the team member, volunteer or contractor to report the misuse of electronic communications to their supervisor or designee. Anyone who violates this policy or uses of the Systems for improper purposes shall be subject to discipline, up to and including termination.
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SUBJECT: POLICY:
FUNDRAISING PRACTICES
The YWCA Chief Executive Officer (CEO) must approve all fundraising activities of the YWCA inclusive of the development plan and all grants and/or contracts. All requests for support of any kind must be approved in advance by the CEO. PURPOSE: To ensure the high standards necessary to conduct the YWCA’s business, all fundraising efforts must be approved by the CEO. PROCEDURES: 1. If staff members are invited to speak to a community group, the request should be reported to the team member’s supervisor for authorization. 2. Staff members should not go into the community seeking monetary or in-kind support for programs only with the prior authorization of CEO. 3. All requests for grants and contracts come under the signature of the Chief Executive Officer. Any team member who submits a request for funds, grants, contracts or approves any other service without the expressed written consent of the Chief Executive Officer will receive disciplinary action up to and including termination. All potential grants and contracts will be tracked on the Asset Development Tracking Form. 4. Once approved to apply for a grant/contract, it is the responsibility of the author (team member) to submit the document to the Chief Executive Officer for review no less than 5 days in advance of when it is to be submitted. It is equally important that when a grant or contract is awarded, the notification is immediately provided to the Chief Executive Officer. 5. All further communication with funders or potential funders regarding grant terms may only be conducted by the Chief Executive Officer, 6. The receipt and copy of a thank you letter is sent immediately.
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SUBJECT:
IN-KIND DONATIONS
POLICY: The YWCA accepts donations that directly support its programs. PURPOSE: To provide procedures for accepting and distributing in-kind donations. PROCEDURES: 1. In-Kind donation needs are very specific to the current programs of the YWCA. Prospective donors are encouraged to visit the YWCA website for ideas on donations. 2. The YWCA will acknowledge in writing all donations that are delivered to the receptionist area as long as the appropriate paperwork is completed. It is the policy of the YWCA to acknowledge the items, but not the value of the donated materials. The donors will determine on their own the value of donated items for tax purposes. RESPONSIBILITY: It is the responsibility of the Development Associate to monitor this policy.
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SUBJECT:
USE OF YWCA GOODS AND RESOURCES
POLICY: All YWCA goods are purchased, donated, or rendered for YWCA clients. Team members and volunteers are prohibited from consuming, using, or removing goods. PURPOSE: To ensure those YWCA goods directly serve and benefit YWCA clients and mission, and are not misappropriated, and to provide guidelines to staff and volunteers on the use of goods. PROCEDURES: 1. The public may donate goods, or monies to purchase goods to the YWCA. The receptionist processes the donation when it is made directly at the front desk of the YWCA. YWCA goods include donations, purchased supplies, equipment, and all other agency property. 2. On occasion, the YWCA may have a surplus of equipment, property, or other goods. The distribution of such goods is at the discretion of the Chief Executive Officer or designee. 3. Any use of YWCA goods, inclusive of food, besides as described in this policy shall constitute theft, and is grounds for discipline, most typically termination. 4. All gift cards are to be forwarded and registered by the Accounting Clerk. RESPONSIBILITY: It is the responsibility of the team member to report the misuse of YWCA goods to the Chief Executive Officer.
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SUBJECT:
CONTACT BY MEDIA
POLICY: Team members must refer the media to the CEO or designee. The staff member is prohibited from responding to questions, or providing information, unless given explicit authorization by the CEO or designee. PURPOSE: To ensure that the YWCA provides a consistent and accurate message to the public. RESPONSIBILITY: It is the responsibility of the team member to contact the CEO.
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SUBJECT: VISITORS IN THE WORKPLACE POLICY: The YWCA allows visitors for short periods of time in the workplace. Team members must accompany visitors at all times. Visitors cannot unduly disrupt the working routine of any team members. Children and other minor visitors must not be left alone. PURPOSE: To provide guidelines for visitors in the workplace. PROCEDURES: 1. For the purpose of the policy, visitors are defined as relatives and friends of the team member. 2. Under no circumstance should a visitor be allowed to remain in an area where team member or client records are accessible or visible. 3. Visitors should not unduly disrupt the normal working routine of the team members in the department they are visiting. The immediate supervisor will have the discretion to determine if the presence of a visitor is disruptive. 4. Although relatives and friends may find it necessary to visit during working hours, their presence should be limited to 15 minutes. 5. Visitors who are minors are to be approved in advance by the team member’s supervisor. 6. Violations of this Policy will result in disciplinary action up to and including termination. RESPONSIBILITY: It is the responsibility of the supervisors to administer this Policy.
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SUBJECT: PARKING POLICY: Team members, contractors, volunteers and YWCA Board Members should refrain from parking in the spaces immediately adjacent to the building as to ensure easy access for clients. PURPOSE: To provide adequate parking for tenants and clients. PROCEDURES: 1. Team members and company vehicles must be parked in clearly marked parking spaces. 2. Vehicles violating this policy may be towed at the owner’s expense. RESPONSIBILITY: It is the responsibility of the Human Resources Coordinator to administer this Policy.
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SUBJECT:
SMOKING
POLICY: To protect the health and safety of all team members, clients, volunteers and contractors, smoking is prohibited on YWCA grounds including the building(s), parking areas, company vehicles and at any time while working or representing the organization. PURPOSE: To provide a safe, healthy environment for clients, team members and visitors. RESPONSIBILITY: It is the responsibility of all team members to adhere to this Policy.
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SUBJECT:
CANDLES, SPACE HEATERS AND OPEN FLAMES
POLICY: Candles, space heaters and any other type of open flame are prohibited within office spaces and company facilities, except as specifically placed by the CEO. PURPOSE: To provide a safe environment for clients, team members and visitors. RESPONSIBILITY: It is the responsibility of all team members to adhere to this Policy.
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SUBJECT:
CODE OF CONDUCT
POLICY: The YWCA expects the highest standards of ethical behavior and professionalism from its team members. Team members should comply with all the Policies defined by the YWCA. Failure to comply with the Polices will result in disciplinary action up to and including termination. Team members shall not engage in any conduct that is unbecoming or will bring discredit to the mission, objectives or reputation of the YWCA or result in an environment that is not positive including but not limited to:
Insubordination; Theft; Display of unacceptable emotional behavior that includes verbal or physical abuse and/or outbursts of anger; Use of email/text as a forum for discussing items that can be construed as being personal, emotional, or of personal significance; Breach of trust/dishonesty; Falsification of company records and/or documents; Gross negligence; Unsatisfactory job performance; Failure to follow procedural protections for confidential information; Failure to follow those policies as outlined in this Handbook; Sleeping during working period; Negative communication with supervisor and /or colleagues; Repeated absenteeism and/or tardiness. Personal use of electronic devices; Misuse of work time for personal activities.
PURPOSE: To establish a basic standard for team member conduct. PROCEDURES: 1. Failure to comply with the Code of Conduct will lead to disciplinary action up to and including termination. RESPONSIBILITY: It is the responsibility of all team members to report violations of this policy to their supervisor, the Chief Executive Officer or Human Resources Coordinator.
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SUBJECT:
DISCIPLINE
POLICY: The YWCA will utilize a formal progressive disciplinary process to address concerns of team member conduct. The steps of the progressive discipline may be altered based on the severity of the infraction including immediate termination. PURPOSE: To outline policies and procedures for disciplinary measures. PROCEDURES: 1. Performance concerns and/or policy infractions will be clearly documented and reviewed by the supervisor with the team member. The team member is to work with their supervisor to outline the appropriate corrective action. The team member is to sign the warning form to indicate their receipt of the document. A copy of the documentation will be provided to the team member for their records and a copy will remain in the team member’s file.
2. Disciplinary action is exercised at the discretion of management, based on the specific situation and its severity. 3. The CEO has the right to send a team member home with pay during the investigative process. 4. Any team member of the YWCA, who is suspended, reduced in position for disciplinary reasons or terminated, shall be entitled to notice in writing of the grounds of the action, if any. TYPE OF DISCIPLINE The YWCA will provide progressive discipline (verbal warning, written warning, suspension, termination), except in those cases where the severity of the infraction warrants more severe discipline. I. Warnings Verbal: A verbal warning is given in an interview with the team member. Problem behavior or activity is clearly identified, and a corrective action plan is formulated for improvement Written: A written statement is provided clearly describing the problem behavior or activity and stating expectations for improvement, as well as the action that will be taken if improvement is not made. II. Probation Probation is used to clarify work performance standards, and to determine whether team members meet the standards required for continued employment. 75
III. Suspension If satisfactory improvement is not observed, if the incident is repeated or if there is an additional violation before this action, or if the offense warrants more severe disciplinary action, the team member may be suspended from work without pay. Team members may not use Combined Leave during a suspension. IV. Demotion Demotion may be used as a form of discipline when discharge is not warranted, and the CEO agrees that the team member has the potential for corrective conduct. V. Termination The most serious disciplinary action that is imposed for continuous or extreme violations and major offenses is the discharge or termination of the team member. RESPONSIBILITY: The CEO and all levels of supervisors are responsible for administration and interpretation of this Policy.
* Nothing in this Policy obligates the YWCA to follow a pattern of progressive discipline, nor is it intended in any way to limit the YWCA’s right to terminate a team member at any time, with or without cause, and with or without advance notice when warranted in the YWCA’s sole discretion.
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Disciplinary Action Form Team member Name: Incident or Activity: Verbal Warning: Written Warning: Probation: Suspension: Demotion: Termination: Date: Description of conduct and reference to specific policy as applicable:
Plan of Action:
Date(s) to be Reviewed:
Team member Comments:
Team member Signature:
Date:
Supervisor Signature:
Date:
A copy of this form is to be provided to the team member and a copy is to be maintained in the team member file. Signature of the team member acknowledges receipt of this document, it does not reflect that the team member agrees/disagrees. 77
Team Member Handbook Section V Benefits and Insurance Coverage
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SUBJECT:
BENEFITS AND INSURANCE COVERAGE
POLICY: The YWCA provides its team members with certain benefits, as required by law, and other benefits, voluntarily. Eligibility for insurance coverage is based on a team member’s classification and hours worked. PURPOSE: To provide guidelines for the benefits program offered by the YWCA. PROCEDURES: 1. The following are mandated insurance benefits:
WORKERS COMPENSATION INSURANCE: All team members are covered by workers' compensation insurance. The team member must report any accident or injury immediately to the appropriate supervisor.
UNEMPLOYMENT COMPENSATION: The YWCA participates in Maryland’s Unemployment Insurance program. Qualification is determined by federal and state laws and guidelines.
2. The following are elective insurance benefits:
MEDICAL INSURANCE COVERAGE: The YWCA offers its team members the opportunity to participate in a group health insurance plan. The YWCA contributes a percentage of the Single HMO rate and the team member is responsible for the remainder of the premium through payroll deduction. Open enrollment is offered annually. New team members are eligible for health and dental insurance on the 1st day of the month following thirty (30) days of employment. Current team members who experience a qualifying event as outlined by the carrier may join the plan midyear.
DENTAL INSURANCE COVERAGE: The YWCA offers eligible team members and their dependents dental insurance. The team member is responsible for paying the premium through payroll deduction.
VISION INSURANCE COVERAGE: The YWCA offers eligible team members and their dependents vision insurance. The team member is responsible for paying the premium through payroll deduction.
3. COBRA: The YWCA offers COBRA coverage for terminated team members. This coverage is administered through a third party administrator. Notification of eligibility and election procedures will be mailed to the ex-team members address on file. It is the responsibility of the team member to ensure that there is a current address on file. 79
4. RETIREMENT FUND: The YWCA participates in the YWCA Retirement Fund, Inc. The YWCA Retirement Fund is a non-contributory 401(a) pension plan. This means that the YWCA contributes the full amount which is required to be credited to participants’ accounts. The team member, through payroll deduction, may add additional amounts. Participation is mandatory for all eligible YWCA team members. Immediately, after fulfillment of eligibility requirements, enrollment in the Fund is a condition of employment with the YWCA. Eligibility is defined by the YWCA as completion of at least 1,000 hours of service each year in two 12-month periods commencing on date of employment or any anniversary thereafter. The two 12-month periods need not be consecutive. Participation begins on the first day of the month after completion of these requirements, and will begin on the first day of the month following an employment anniversary date. If a team member leaves YWCA employment before satisfying this participation requirement and is re-employed by a YWCA within a 24-month period, prior service will be counted toward eligibility. If a team member leaves YWCA employment after satisfying the participation requirement and is re-employed by a YWCA at any time, participation resumes immediately; it is not necessary to fulfill another eligibility period. The YWCA Retirement Fund, Inc. provides all retirement benefits. Currently, the YWCA of Annapolis and Anne Arundel County annually contributes 7.5% of eligible salaries and the National YWCA annually contributes 3% of eligible salaries for a total of 10.5%. This percentage amount can change annually. The first day of employment is considered the first day worked within a program or department and the last day of employment is considered the last day worked within a program or department. 5. OTHER BENEFITS:
The YWCA offers direct deposit of paychecks. All team members are required to utilize direct deposit within 30 days of the start of employment. Enrollment forms are provided as part of orientation and can be obtained from an administrator thereafter.
The insurance policies will govern when in conflict with the descriptions contained in this handbook.
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SUBJECT:
COMBINED LEAVE BENEFIT (CLB)
POLICY: The YWCA administers the Combined Leave Benefit (CLB) in which time off, pro-rated according to length of service and team member status, is accrued monthly as a benefit to eligible team members. PURPOSE: The YWCA recognizes the importance personal time off and provides team members the opportunity for eligibility and use of CLB. PROCEDURES: Accrual of CLB: 1 to 4 years CLB Earnings hrs/wk clb/pay 40 6.15 35 5.38 34 5.23 32 4.92 31 4.77 30 4.62 29 4.46 28 4.31 26 4.00 25 3.85 24 3.69 22 3.38 21 3.23 20 3.08 0-19 0.00
5 to 9 years Hrs/yr 160 140 136 128 124 120 116 112 104 100 96 88 84 80 0
CLB Earnings hrs/wk clb/pay 40 7.38 35 6.46 34 6.28 32 5.91 31 5.72 30 5.54 29 5.35 28 5.17 26 4.80 25 4.62 24 4.43 22 4.08 21 3.88 20 3.69 0-19 0.00
10 or more years Hrs/yr 192 168 163 154 149 144 139 134 125 120 115 106 101 96 0
CLB Earnings hrs/wk clb/pay 40 8.62 35 7.54 34 7.32 32 6.89 31 6.68 30 6.46 29 6.25 28 6.03 26 5.60 25 5.38 24 5.17 22 4.73 21 4.52 20 4.31 0-19 0.00
Hrs/yr 224 196 190 179 174 168 162 157 146 140 134 123 118 112 0
1. The calendar year, January 1 through December 31, is used to determine yearly leave benefits. 2. Accrual of CLB begins the first date the team member is eligible for benefits. 3. All regular team members hired to work 20 hours per week or more accrue CLB. No temporary, contract, or team members working less than 20 hours per week, shall be entitled to leave with pay. 4. CLB “years” are calculated based on the date the team member becomes eligible to receive benefits.
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Scheduling and Use of CLB: 1. CLB may be used after a team member has earned CLB. The CEO must approve exceptions. 2. Supervisors MUST APPROVE all use of CLB, with the exception of illness and weather emergencies, prior to use. 3. When approving CLB requests, supervisors will consider staffing requirements, respective lengths of service and team member preferences. 4. CLB will be scheduled in advance using the leave request in BambooHR. 5.
The supervisor or CEO may deny approval for unscheduled time off when a team member has been counseled regarding use of leave.
6. The maximum amount of CLB that may be used in a pay period cannot exceed the team member’s regularly scheduled hours. 7. CLB is not accrued while team members are on leave without pay. 8. Absences for religious holidays or other personal reasons may be charged to your CLB with approval of your supervisor, unless the day is taken as a floating holiday. 9. Team members will not be paid in lieu of combined leave, and may not “work your leave” for double pay. Eligible team members may carry forward up to 5 days of accrued CLB into the new calendar year. Combined Leave carried over at 12/31 must be used by March 31 of the new calendar year. Any unused combined leave not used will convert to your catastrophic illness bank. Catastrophic illness bank hours do not get paid out at the time of termination of employment. The catastrophic illness leave bank is a reserve of leave available (not to exceed 120 days) to team members for instances of personal illness, injury, or incapacitating illness, as documented by a physician. This leave (not to exceed 120 days) may also be used when a team member must care for a member of the immediate family who is suffering from a severe incapacitating illness, as documented by a physician. After using five consecutive CLB days pertaining to the illness, the team member can then access catastrophic illness leave benefits. 10. Team members are required to use accrued CLB during family and medical leaves according to the requirements of the FMLA and leave of absence policies. 11. When a YWCA holiday falls during the team members scheduled leave, it is counted as a holiday and not CLB. 12. If a team member has an illness lasting longer than three workdays that qualifies for Family and Medical Leave Act (FMLA) absences leave, you must submit a Request of FMLA Absence form. Certain absences qualify as FMLA absences, as described in the FMLA policy. 13. A team member filling an essential role is responsible for identifying their coverage. 82
14. Team members should not make/confirm plans prior to receiving approval. Payment of CLB upon Termination: After 180 days of continuous service, a team member who retires or terminates with proper notification will receive payment for accrued combined leave not to exceed 160 hours. There will be no payment for balances in the catastrophic leave bank at time of termination or retirement. Payment of accrued CLB will be made to the estate of a deceased team member. Abuse of CLB: If a team member is absent two or more days, and has not requested CLB, the supervisor must notify the Chief Executive Officer or designee. RESPONSIBILITY: It is the responsibility of the supervisor to report misuse of CLB to the Chief Executive Officer or designee.
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SUBJECT:
HOLIDAYS
POLICY:
The YWCA observes nine holidays each year as follows: New Year’s Day Dr. Martin Luther King, Jr’s Birthday Memorial Day Independence Day Labor Day Thanksgiving Day Friday following Thanksgiving Christmas Eve Christmas Day The YWCA also provides 2 Floating Holidays per year for full time (32-40 hours per week) team members. Floating Holidays are earned separately. One on January 1st and one on July 1st. These days are to be scheduled in the same manner as CLB.
PURPOSE: To identify the holidays observed by the YWCA and provide guidelines for identifying eligibility for staff to receive the benefit. PROCEDURES:
Holidays are observed on the date of the actual holiday. For team members employed outside of 24-hour crisis programs, Holidays occurring on a Saturday will be observed on the Friday preceding. Holidays occurring on a Sunday will be observed on the Monday following. Benefit eligible team members will receive the prorated amount of holiday pay based on their regularly scheduled hours. Team members must be in active pay status both the day before and the day following the YWCA holiday to be paid for the holiday. Personnel scheduled and working a holiday will be paid double time for the hours worked on the holiday; no additional time off will be provided.
RESPONSIBILITY: It is the responsibility of the supervisor to report misuse of holiday leave to the Chief Executive Officer or designee.
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SUBJECT:
FAMILY MEDICAL LEAVE ACT (FMLA)
POLICY: Under the FMLA of 1993, eligible team members are entitled to up to 12 weeks of unpaid leave in a 12-month period. FMLA leave may be taken consecutively or intermittently (where medically necessary) by agreement with the YWCA. To be eligible for FMLA leave, a team member must have worked for the YWCA for 12 months and have worked at least 1,250 hours during the preceding 12-month period. FMLA leave can be taken for any of the following:
The birth of a team member’s child or to care for the team member’s child The placement of a child with the team member for adoption or foster care When the team member is needed to care for a spouse, child, or parent who has a serious health condition When the team member is unable to perform the functions of his/her position because of a serious health condition
PURPOSE: To provide the team member guidelines pertaining to the FMLA of 1993. PROCEDURES: 1. A YWCA “FMLA year” is defined as the 12-month period measured backward from the initial date of FMLA leave. All FMLA absences during the previous 12 months will be counted toward the team member’s 12-workweek FMLA entitlement. 2. Team members must provide notice in advance regarding the need for such leave. Notice should be given to the team member’s supervisor. The supervisor must give notice to the Chief Executive Officer or Human Resources Coordinator. 3. Where the need for leave is not known in advance, the team member shall provide notice as promptly as possible as but not later than three days after the leave commences. 4. FMLA leave is unpaid, however, any paid leave which has been earned or accrued will be substituted in place of the FMLA leave until that has been fully used. Accordingly, the paid and FMLA leave run concurrently. Any remaining FMLA leave will be unpaid. 5. Leave taken for birth, adoption, or foster care must conclude within 12 months. 6. To use this leave, team members will be required to provide: Thirty days’ advance notice of the need to take FMLA leave when the need is foreseeable; or as soon as possible when the need for leave is not foreseeable. A completed Request for FMLA Absence form; and Upon request, medical certification supporting the need for leave if the reason for the leave request is due to a "serious health condition” (as defined by the FMLA) affecting the team member or an immediate family member, to be provided within 15 days of the start of the FMLA absence. 7. Team members may also be asked to provide: Second or third medical opinions (at the employer's expense), as well as periodic re-certifications; and periodic reports during FMLA leave regarding your status and intent to return to work. 85
8. For absences involving your own serious health condition that lasts four workweeks or longer, you will be required to provide a fitness for duty certificate from a health care provider before returning to work. The YWCA may delay restoration to employment until a fitness for duty certificate is provided. 9. If leave is granted under this policy, group medical insurance coverage is retained at the same cost as what was paid for such coverage prior to taking leave. Arrange for payment through the Chief Executive Officer or designee. If you fail to return to work at the completion of the 12-workweek FMLA entitlement period, the YWCA may terminate employment and recover the cost of any insurance coverage or health premiums it paid during your FMLA leave from the team member. Team members may be entitled to continue insurance coverage under COBRA if the team member terminates employment. 10. On or before the expiration of your 12-workweek leave entitlement, team members are guaranteed reemployment with equal pay to the same or a comparable job. 11. During periods of unpaid leave, combined leave is not earned, and team members will not be paid for holidays. No payments will be made to the team members YWCA Retirement Fund, Inc. account when on unpaid leave. If taking paid leave, the YWCA will continue payments to the YWCA Retirement Fund, Inc. account, and the team member will be able to continue optional, after-tax contributions to the team members account. 12. For more detailed information on Family and Medical Leave, contact the Human Resources Coordinator.
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SUBJECT:
EXCUSED ABSENCES
POLICY: The YWCA allows for the following excused absences, in addition to Combined Leave, and leave associated with the Federal Medical Leave Act: a) b) c) d) e) f)
Jury Duty Military Leave Training Bereavement Voting Leave of Absence Weather or Emergency Closures
PURPOSE: To provide guidelines for excused absences. PROCEDURES: 1. Jury Duty The YWCA cooperates with local, state, and federal courts by allowing team members to serve on juries without loss of pay or charges against leave credits. A copy of the juror summons must be provided to your supervisor in order to have your absence counted as an excused absence. If a team member is excused or released for any day or substantial portion of a day by the court, the team member is expected to return to duty. Team members on jury duty will receive full salary for each day of required jury service on which they were scheduled to work. 2. Military Training Leave Full-time, full year team members are granted up to ten days leave for annual military training programs for the National Guard, the regular armed forces, or reserves. The YWCA will pay such a team member the difference between the compensation for military duty and his or her regular rate of pay, if military compensation is less than the team member's regular rate of pay. If you are conscripted or enlist for an extended military obligation, you will not continue to receive compensation from the YWCA. In compliance with the Veteran’s Reemployment Act, you will be returned to your former job or a similar position at the completion of your military service if: 1) you reapply for your job within 90 days of separating from service; and 2) you are qualified to perform the job. You will receive any other benefits to which you are entitled to by law. 3. Bereavement Leave Full-time, and benefited part-time team members may request up to three days of paid leave at full salary for a death in their immediate family, which includes the team member’s spouse, life partner, children, parents, siblings, and grandparents, and a spouse’s parents and siblings unless otherwise granted by the CEO. Please notify your supervisor when you will be absent. The number of days approved of paid leave is determined at the sole discretion of the Chief Executive Officer. 87
4. Voting The YWCA encourages all team members to exercise their right to vote. With approval of your supervisor, up to two hours of paid leave will be granted if voting conflicts with your work schedule. 5. Leave of Absence Upon written request, the YWCA may grant team members a leave of absence without pay for a specified period of time. For items not related to FMLA, the organization may allow up to 4 weeks of leave without pay at the sole discretion of the Chief Executive Officer in consultation with the supervising program/budget center director. For leave that exceeds 4 weeks, team members are asked to resign from their position and reapply at such time as they are able to return to work. If your leave request is for your own serious health condition, or that of a family member, medical certification will be required within 15 days from the start of the absence. Periodic re-certifications may also be required. A leave of absence for certain health conditions may qualify as a Family Medical Leave Act (FMLA) absence. (Check with an administrator to determine if the leave qualifies as an FMLA absence.) If you are on an approved leave of absence, you can continue health insurance coverage by arranging to pay an amount equal to the administrative cost of insurance to the YWCA. You do not earn annual leave during an unpaid leave. 6. Weather-Related Closures See Weather and Emergency Closures policy.
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Team Member Handbook Section VI Compensation and Accounting Procedures
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SUBJECT:
PAYROLL
POLICY: The YWCA pays team members on a bi-weekly basis, subject to certain withholding taxes and other required deductions. PURPOSE: To identify guidelines for payroll procedures. PROCEDURES:
1. If the regular payday falls on a weekend or holiday, team members will receive his/her paycheck on the last workday preceding the weekend or holiday. 2. Team members must complete a direct deposit enrollment form and submit it to the Human Resources Coordinator. 3. The YWCA is required to make deductions from your paycheck for federal and state withholdings and Social Security taxes (FICA). Team members may voluntarily authorize additional deductions for benefits plans or other items permitted by the YWCA. It is the team member’s responsibility to be sure all such deductions are correct. The YWCA’s pay practices, procedures and records govern all questions pertaining to hours worked and all other pay issues. 4. Team members are urged to review paychecks carefully for errors. If you think there is a mistake, report it to the Office of Finance promptly. 5. Failure to submit timesheets to supervisors and/or the Office of Finance by deadline may result in delayed payment and/or disciplinary action. 6. Terminated team members will receive their final paycheck at their home address on file. The final paycheck may be a live check as opposed to direct deposit.
RESPONSIBILITY: It is the responsibility of the team member to submit timesheets to supervisors by deadline. It is the responsibility of supervisors to submit timesheets to the Finance Office by deadline.
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SUBJECT:
ADVANCE ON PAY
POLICY: The YWCA will provide an advance on a team member’s pay when there is a valid reason and the Chief Executive Officer approves the request. PURPOSE: To provide guidelines for advances on pay. PROCEDURES: 1. Team members must submit the request for advance on pay in writing to the Chief Executive Officer. 2. State the amount of the advance needed and date needed. 3. If approval is given, the check will be drawn. The amount of the advance will be withheld from the team member’s next paycheck. 4. Team members making the request must be in good standing and employed for a minimum of two years. 5. Team members can only request an advance on pay once within a six-month period. 6. The amount of the advance cannot exceed the amount of available CLB to the team member. 7. Team members may not utilize CLB until advance has been repaid.
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SUBJECT:
TIMESHEETS
POLICY: The YWCA of Annapolis and Anne Arundel County requires that all team member’s complete timesheets. Timesheets serve as the official source document for the entry of all compensable hours into the payroll system. PURPOSE: To provide team members guidelines for completing and submitting electronic timesheets. PROCEDURES: 1. Timesheets must be submitted through the timesheet HRIS. 2. Team members will receive a t request to complete their time sheets via the HRIS at least two business days before the they are due to the Finance Department. 3. Team members who have worked on a program or grant during the week must indicate the number of hours for each grant or program. Record the appropriate program name and financial code on the timesheet. 4. Once the team member has submitted their timesheet into the HRIS, it will then go on to the supervisor for approval and then onto the finance department for payroll submission. 5. If a team member is going to be on scheduled leave during the time that time sheets are due to the finance department, it is the responsibility of the team member to ensure that they request to submit their time sheet early by contacting the HR Coordinator or the Finance Department. 6. The team member and supervisor shall sign and date the timesheet to verify the correctness of the information. 7. Falsification of the team member’s timesheet may result in disciplinary action, up to and including termination. RESPONSIBILITY: It is the responsibility of the team member to submit timesheets to supervisors by deadline. It is the responsibility of supervisors to submit timesheets to the Finance by deadline.
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SUBJECT: OVERTIME FOR NONEXEMPT TEAM MEMBERS POLICY: In accordance with the provisions of the Fair Labor Standards Act, nonexempt team members will be paid at one-and-one-half times their normal hourly rate for hours worked in excess of 40 hours in any week (Sunday through Saturday). Program/Budget supervisors must approve all overtime prior to working overtime. Nonexempt team members may not work more than 40 hours per week without prior approval from supervisor. Exempt team members are not entitled to overtime wages. PROCEDURES: Refer to the Fair Labor Standards Act for updates to this Policy. RESPONSIBILITIES: Supervisors must approve all overtime prior to working overtime.
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SUBJECT:
EXPENSE REPORTS
POLICY: The YWCA requires that all team members submit expense reports by the 5th day of the month following the date expenses were incurred, using the appropriate type of expense report form. Sufficient documentation is required for all expenses. PURPOSE: To provide guidelines for completing and submitting expense reports. PROCEDURES: 1. 2. 3. 4. 5.
6.
Department supervisors must approve all expenses. Use ink on all forms submitted to the Finance Office. Allow 12 working days for processing expense reports. Falsification of a team member’s expense report may result in disciplinary action, up to and including termination. In-Town Expenses:
Team members must date and list all expenses in chronological order. Team members should provide as much detail as possible when describing expenses, indicating who (names and titles), what, where, and why. Include the appropriate accounting code for all program-related expenses.
Each expense must be documented; receipts must be attached to the expense form and numbered in the order of occurrence. If a tear-off check stub is used as a receipt, the stub must reflect the date, name of the restaurant, and the amount.
All expenses should be charged to appropriate account numbers, which can be obtained from the program/budget center supervisor.
Out-of-town Expenses:
If expenses are charged to accounts other than Travel Expenses (example, to Conference Fees and Expenses), indicate it clearly in the box labeled "business purpose."
If expenses are allocated to more than one entity or cost center, indicate the method for splitting the costs. Provide as much detail as possible on all miscellaneous expenses.
Receipts should be numbered in the order of occurrence and affixed to 8 1/2 x 11" sheets of paper attached to the report. Indicate on the expense report if you paid for airline tickets and car rental charges or whether the expense was charged to corporate cards. A paid, itemized hotel receipt must be submitted to support hotel expenses. Only the room charges and any taxes paid should be indicated under the "hotel" expense heading. All other expenses listed on the hotel bill must be allocated to the appropriate expense heading. 94
Mileage to include distance in excess of your regular commute to/from your place of employment. Attach meal receipts to the expense report, in the order of occurrence, and total meal charges for each day. If the receipt is a tear-off check stub, the stub must reflect the name of the restaurant, amount paid, and date.
Explain all business meeting expenses in detail on the back of the report.
The mileage reimbursement rate is $0.485 per mile and will be reviewed annually.
The per diem rate is $10.00 breakfast, $15.00 lunch, dinner $22.50. These amounts are only available when the conference, hotel, or venue does not include meals.
*** Tax will not be reimbursed in the event that the tax exempt card could have been used for the purchase. RESPONSIBILITY: It is the responsibility of team members to submit expense reports to Supervisors and the Finance Office by deadline.
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SUBJECT:
CHECK REQUESTS
POLICY: The YWCA requires that all team members use Check Request Forms to request payment for vendors, and for team member reimbursements. PURPOSE: To provide team members guidelines for submitting Check Request Forms. PROCEDURES: 1. The Finance Office prints non-payroll checks once a week. 2. Submit requests as soon as possible to avoid requests for last minute checks. Attach an original invoice as documentation of the amount payable. 3. Be as detailed as possible when explaining the purpose of the check. 4. Use ink on all forms submitted to the Finance Office. 5. Team members must sign the Check Request form and have it approved by the appropriate program/budget center supervisor. To charge an expense to more than one entity, the program/budget center supervisor of each entity must authorize the amount of their respective expenses. Similarly, to allocate an expense to more than one account, specify the amount to be charged to each account. 6. The Chief Executive Officer must approve all “rush” check requests. RESPONSIBILITY: It is the responsibility of team members to submit Check Request Forms to department supervisors in a timely manner.
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SUBJECT:
CONFIDENTIAL REPORTING OF ALL FINANCIAL IMPROPRIETY OR MISUSE OF YWCA RESOURCES
POLICY: The YWCA requires that all team members, members of the Board of Directors, or volunteers affiliated with the YWCA with information about known or suspected financial improprieties or misuse of YWCA resources, or other ethical problems report their concerns to the Chief Executive Officer (CEO). In the event that the allegations involve the C E O , the President of the Board of Directors shall be contacted. PURPOSE: To provide guidelines for reporting information concerning this Policy. PROCEDURES: 1. Contact the CEO and/or the President of the Board of Directors to discuss information concerning this Policy. 2. The sources of reports about financial improprieties and misuse of YWCA resources will be held in confidence unless the individual who reports the situation agrees to reveal his/her identity or the report leads to legal actions and a court order is issued for information regarding the case. RESPONSIBILITY: It is the responsibility of anyone affiliated with the YWCA with information concerning financial impropriety or misuse of YWCA resources to contact the CEO and/or President of the Board of Directors.
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Team member Handbook Section VII Building Etiquette
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SUBJECT:
BUILDING PROCEDURES AND ETIQUETTE (ON and OFF-SITE)
POLICY: Team members, clients, contractors, volunteers, and members of the Board of Directors must adhere to all emergency procedures and building etiquette procedures.
PURPOSE: To provide guidelines for emergency procedures and building etiquette for the Arnold facility.
EMERGENCY PROCEDURES: 1. The building is equipped with manual pull stations to activate a fire alarm. The building fire alarm system is linked to the fire department.
2. In a fire emergency, go to the nearest exit stairwell, not the elevator, and walk down (or up) to street level. Find a safe place to stand; fire engines will pull up in front of the building shortly after the alarm sounds.
BUILDING ETIQUETTE PROCEDURES: (Arnold location) 1. Facility and Equipment Problems To report a building or equipment problem, contact the Human Resources Coordinator. 2. Computer/IT To report a computer, printer or network issue contact Alpha Engineering (410) 295-9500.
3. Parking The parking spaces along the front of the Arnold Building are for tenants and clients/members of the YWCA only. Staff is to park opposite the building, along the retaining wall or on the side of the building closest to Ritchie Highway.
4. Personal Possessions Personal possessions are allowed in the office, but you do so at your own risk. Do not leave purses, keys, etc., on the desktop or anywhere that they will be visible. The YWCA assumes no responsibility for replacing personal possessions.
5. Conference Rooms and Kitchens The kitchens and conference rooms on each floor are to be kept clean at all times.
6. All meeting rooms must be reserved in advance, by contacting the receptionist. 7. Radios at Work the YWCA hopes to provide pleasant working conditions for all team members. Use of radios is at the discretion of the supervisor. The operation of such devices must not disrupt the work of any team member. Team members may not wear earphones, earpieces or earplugs for phones or music while indoors or on duty.
8. Office Décor Team members may hang one personal piece of art and any degrees’/awards Personal décor should be kept to a reasonable amount for an office environment. No personal furniture should be added to the workplace.
RESPONSIBILITY: It is the responsibility of all team members, clients, contractors, volunteers and YWCA Board members to report concerns to the immediate Supervisor or the Chief Executive Officer or designee. 99
Team Member Handbook Appendix
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Conflict of Interest Policy Disclosure Statement Please complete the questionnaire below indicating any actual or potential conflicts of interest. In answering these questions, please refer to any current relationship or transaction, or any which have taken place in the last twelve months. If you answer “yes” to any of the questions, please provide a written description of the details of the specific action or transaction in the space allowed. Attach additional sheets as needed. Financial Interests - A conflict may exist where an interested party, or a relative or business associate of an interested party, directly or indirectly benefits or profits as a result of a decision made or transaction entered into by the YWCA. Has the YWCA contracted to purchase or lease goods, services, or property from you or from any of your relatives or business associates? If yes, please describe:
Has the YWCA purchased an ownership interest in or invested in a business entity owned by you or owned by any of your relatives or business associates? If yes, please describe:
Has the YWCA offered employment to you or to any of your relatives or business associates other than a person who was already employed by the YWCA? If yes, please describe:
Have you or have any of your relatives or business associates been provided with a gift, gratuity, or favor of a substantial nature from a person or entity which does business or seeks to do business, with the YWCA? If yes, please describe:
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Have you or any of your relatives or business associates been gratuitously provided use of the facilities, property, or services of the YWCA? If yes, please describe:
Did you obtain preferential treatment by the YWCA for yourself or for any of your relatives or business associates? If yes, please describe:
Did you make use of confidential information obtained from the YWCA for your own benefit or for the benefit of a relative, business associate, or other the YWCA? If yes, please describe:
Did you take advantage of an opportunity, or enable a relative, business associate or other organization to take advantage of an opportunity, which you had reason to believe would be of interest to the YWCA? If yes, please describe: I understand that the YWCA is to be considered my primary employer and outside employment schedules and/or function(s) may not conflict with my schedule and/or responsibilities with the YWCA of Annapolis and Anne Arundel County. I will notify my supervisor prior to accepting an additional position. I further certify that the information set forth in the Disclosure Statement and any attachments is true and correct to the best of my knowledge. For team members and contractors, failure to follow this Policy may result in disciplinary action including termination.
Name: (Please Print) Signature: Date:
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YWCA Annapolis and Anne Arundel County Receipt of Team Member Handbook I have received a copy and/or access to an electronic version of the YWCA of Annapolis and Anne Arundel County Team Member Handbook. I understand that the most recent version of the Team member Handbook can be accessed on the YWCA website at www.annapolisywca.org. I understand that it is my responsibility to read, be familiar and adhere to the policies and procedures in the Team Member Handbook. I agree without reservation to follow the policies and procedures contained in the Team Member Handbook as a condition of employment. Failure to follow YWCA policies and procedures will result in termination.
Team member Name: (Please Print)
Team member Signature:
Date
Witness Name: (Please Print)
Witness Signature: Date
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Human Resources New Hire Checklist Name: ___________________________ Position: _________________________ Date of Hire: ______________________
Application and Resumes References (attached) References and Previous Employment Verified Offer Letter Signed Payroll Status Change Form New Hire Orientation Scheduled Tax Forms (W-4 and MD 507) I-9 and copies of ID Background Check Release Background Check Results Received Team member Handbook Receipt Signed Disclosure Statement Signed Health Insurance Application or Waiver Signed Professional License (copied) Certifications (copied) Review of Position Description Review of Maintenance, Grievance, and other forms
Human Resources Coordinator
Team Member Signature
Date
Date
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Orientation Checklist
All points of orientation must be completed and initialed by the Human Resources Coordinator or designee and/or the Hiring Supervisor within the first 30 days of the first day of work. The completed form must be submitted to Human Resources. Team Member Information Name: ___________________________________________ Start Date: ________________________________________ Position: __________________________________________ Manager: _________________________________________
Policies: (HR Coordinator) Review Key Policies ____ Combined Leave Balances (CLB) ____ Holidays ____ Dress Code Policy ____ Emergency procedures ____ E-mail and Internet usage ____ Time and leave reporting ____ Visitors Administrative Procedures (HR Coordinator & Supervisor) ____ Office/desk/work station ____ Key(s) ____ E-mail ____ Mail (Incoming & Outgoing) ____ Business Cards (if applicable) ____ Purchase Requests ____ HID Access Key ____ Office Supplies ____ Telephones
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Introductions & Tours: (HR Coordinator) Give introductions to the staff and the management team during the tour. Tour the facility, including: ____ Restrooms ____ Mailroom & Copy Center ____ Fax Machine ____ Parking ____ Kitchen ____ Printers ____ Office Supplies ____ Emergency Exits
Position Information: (Supervisor) ____ Introductions to team and department staff ____ Review initial position assignments and training plans ____ Review position descriptions and performance expectations and standards ____ Review position schedule and hours ____ Review payroll timing (e.g. time sheets) policies and procedures ____ Review department specific software and shared drives
ACKNOWLEDGMENT: (to be signed upon completion of all orientation items)
Team Member: __________________________ Date: __________
Supervisor: _____________________________ Date: __________
HR Coordinator: _________________________ Date: __________
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