Disclaimer: United Way for Greater Austin, at its option, may change, delete, or discontinue parts of the handbook in its entirety, at any time or without prior notice. In the event of a policy change, employees will be notified. Any such action shall apply to existing as well as to future employees.

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TABLE OF CONTENTS

Overview of United Way Page 3

Business Framework Page 4

Employment Page 5

Employment Status and Records Page 11

Employee Benefit Programs Page 13

Timekeeping and Payroll Page 20

Work Conditions and Hours Page 23

Leaves of Absence Page 31

Employee Conduct and Disciplinary Action Page 37

Miscellaneous Page 44

Appendix Selected Historical Highlights Page 45

*Note: The letters, B, P, or L are included before each section and define whether that section refers to activities associated with Legal information, employee Benefits, or Policies.

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Welcome to the UWATX Team!

I am excited you are joining the United Way for Greater Austin family.

We have an excellent group of individuals and teams working together daily doing what I believe is very important work. We envision Greater Austin as a resilient, innovative, philanthropic, creative and thriving community for all. And to achieve this we inspire, lead and unite an eclectic community of philanthropists including individuals, non-profits, business, and government to overcome barriers to economic opportunities and ensure Greater Austin continues to thrive.

Here at United Way we value respect, inclusiveness, and integrity in all that we do. We believe in open and honest communication. It is the very heart of a productive team.

We encourage innovation and “outside the box” thinking. The dynamics created by this type of operating environment are contagious. Please feel free to suggest new ideas and programs that could perpetuate our vision and mission.

Once again, welcome to the team! I am sure it will be a very productive relationship.

Debbie Bresette President

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BUSINESS FRAMEWORK

Our Vision Greater Austin is a resilient, innovative, philanthropic, creative and thriving community for all.

Our Mission We inspire, lead and unite an eclectic community of philanthropists including individuals, non- profits, business, and government to overcome barriers to economic opportunities and ensure Greater Austin continues to thrive.

Values  We treat all persons with dignity, we respect the individual.  We seek out and consider all points of view both internally and externally; we are inclusive.  We stay true to our principles; we act with integrity.

KNOWLEDGE FACTORS

Below are UWATX's Core Competencies. Knowledge factors are expected to be demonstrated throughout the performance of your job in meeting organizational, department, and individual goals and objectives.

UWATX Knowledge: Has in-depth understanding of the basis for which UWATX exists, and has a clear understanding of how each department and stakeholder group makes an impact.

Business Acumen: Exhibits good judgment in managing all aspects of the business including but not limited to people and physical assets.

Functional Expertise: Operative know-how of critical elements and their interdependence that form the basis of the organization, department or assigned job unit.

Guiding Principles: How we work with others to achieve our goals  We empower people to improve their lives and the lives of others – we provide innovative solutions and impact.  We embrace creativity and constantly look for new ways to serve our community.  We make more than just a good first impression; exceptional customer service and products come with every job.  We play to win not to avoid losing; we challenge ourselves.  No one is too good to take out the trash; we work as a team and are flexible in our roles.  No one leaves the coffeepot empty; we are considerate of each other.  We love a good laugh; we think work and fun go together.  We rethink, reuse, recycle, and donate; we are good stewards of our resources.

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EMPLOYMENT

L - 101 Nature of Employment

Your relationship with UWATX is that of an employee-at-will. Your job status does not guarantee employment for any specific length of time. Your employment with UWATX is entered into voluntarily and both you and UWATX are free to end the employment relationship at any time, for any reason, with or without cause or advance notice. If you have any questions about this, please feel free to contact Human Resources.

If your position requires additional pre-employment criteria, such as a driver’s examination, a background investigation and/or a pre-employment drug test and if you have been offered employment before any such investigation or test is completed, your employment is contingent on a satisfactory result on all required tests.

P - 102 Introductory Period

The 90 calendar-day introductory period is an extension of the selection process. It provides time for the new employee to adjust and allows the supervisor time to ensure the new employee can satisfactorily meet performance expectations. The introductory period provides an opportunity for a new employee to ask questions, begin to understand the essential elements of the job and demonstrate her/his ability to perform the job at the required standard. To conclude the introductory period, supervisors will meet with the new employee to review performance via conversation based on information using the introductory form.

A department's manager may extend the introductory period if (s)he can justify the need for additional time to determine the new employee's ability to meet performance standards. If justified, departments can extend the 90 calendar-day introductory period in 30 calendar-day increments. The introductory period cannot last more than 180 calendar days. Any extension of the introductory period could be based on one or more of the following conditions (list not exhaustive):  The complexity of the work is such that the employee has not had sufficient time to acquire or demonstrate possession of the full range of skills required for the position.  The employee is progressing, but the organization would like additional time to assess the new employee's performance.  The employee is progressing, but the organization would like to give the employee more time to acquire additional skills.  An extended illness, accident or other intervening event (has prevented the employee from acquiring or demonstrating the full range of skills required for the position.  A performance and/or conduct issue has occurred that makes the organization want to have more time to assess the new employee's suitability for continued employment.

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P - 103 Employee Relations and Problem Resolution

UWATX is committed to our employees. We encourage an open and frank atmosphere in which any problem, complaint, suggestion or question receives a timely response from your supervisor or management.

UWATX strives to ensure fair treatment of all employees. Supervisors, managers and employees are expected to treat each other respectfully. Employees are encouraged to offer positive and constructive criticism. Our experience has shown that when all employees deal openly and directly with each other, the work environment can be excellent, communications can be clear and attitudes can be positive.

UWATX values the open door policy. If any area of your work is causing you concern, you have the responsibility to address your concern with a manager. Whether you have a problem, a complaint, a suggestion, or an observation, UWATX managers want to hear from you. By listening to you, UWATX is able to improve, to address complaints, and to foster employee understanding of the rationale for practices, processes, and decisions.

At UWATX every manager's door is open to every employee. The purpose of our open door policy is to encourage open communication, feedback, and discussion about any matter of importance to an employee. Our open door policy means that employees are free to talk with any manager at any time.

B - 104 Compensation Philosophy

With our compensation package we strive to maintain wages and benefits that are fair and reflect the level of responsibility and authority given to each position. All compensation issues are subject to budget considerations.

Compensation broadly includes the following areas:  Pay (increases may include merit, cost of living, and/or equity adjustments)  Benefits that encompass: o Health and wellness (see section on Employee Benefit Programs) o Regular opportunities for professional growth and development (talk with your supervisor about this) o Planning for the future (see section on Employee Benefit Programs) o Work-life balance (see section on Employee Benefit Programs)

Individual salaries are reviewed annually and recommendations for adjustments are made at that time. All salary adjustments must be approved by the President. Salary levels will be assessed periodically to assure competitiveness. If there is evidence that a change or adjustment is needed, the President will approve the changes. Salary adjustments may or may not alter the scope of responsibility or span of control for each level, and will not result in an automatic increase in individual salaries.

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L - 105 Equal Employment Opportunity

In order to provide equal employment and advancement opportunities to all individuals, employment decisions at UWATX will be based on merit, qualifications, and abilities. UWATX is an equal employment opportunity employer and prohibits any form of discrimination or harassment based on race, color, age, national origin, religion, sex, veteran, disability, genetic information, or any other status protected under applicable federal, state or local law. This nondiscrimination policy extends to all terms, conditions and privileges of employment as well as the use of all agency facilities, participation in all agency-sponsored activities, and all employment actions such as promotions, compensation, benefits and termination of employment.

UWATX will make reasonable accommodations for qualified individuals with known disabilities unless doing so would result in an undue hardship. This policy governs all aspects of employment, including selection, job assignment, compensation, discipline, termination, and access to benefits and training.

Any employees with questions or concerns about any type of discrimination in the workplace (UWATX offices or other places that UWATX business is conducted) are encouraged to bring these issues to the attention of their immediate supervisor at UWATX or to Human Resources. Employees can raise concerns and make reports without fear of reprisal. Anyone found to be engaging in any type of unlawful discrimination will be subject to disciplinary action, up to and including termination of employment.

P - 106 Hiring of Relatives

The employment of relatives in the same area of an organization may cause serious conflicts and problems with favoritism and employee morale. In addition to claims of partiality in treatment at work, personal conflicts from outside the work environment can be carried over into day-to-day working relationships.

For purposes of this policy, a relative is any person who is related by blood or marriage, or whose relationship with the employee is similar to that of persons who are related by blood or marriage.

Relatives of current employees may not occupy a position that will be working directly for or supervising their relative. UWATX also reserves the right to take prompt action if an actual or potential conflict of interest arises involving relatives or individuals involved in a dating relationship who occupy positions at any level (higher or lower) in the same line of authority that may affect the review of employment decisions.

If a relative relationship is established after employment between employees who are in a reporting situation described above, it is the responsibility and obligation of the supervisor involved in the relationship to disclose the existence of the relationship to management. The individuals concerned will be given the opportunity to decide who is to be transferred to another available position. If that decision is not made within 30 calendar days, management will decide who is to be transferred or, if necessary, terminated from employment.

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In other cases where a conflict or the potential for conflict arises because of the relationship between employees, even if there is no line of authority or reporting involved, the employees may be separated by reassignment or, if no other alternative exists, terminated from employment.

B - 107 Employee Referral Bonus

UWATX will offer a referral bonus of $250 to any regular full- or part-time employee who recommends an external candidate for a full time UWATX job opening and that person is hired and successfully completes the introductory period. The referral bonus will be $125 for recommending an individual who is hired for a part-time position and successfully completes the introductory period. The bonus will be paid at the end of the introductory period.

L - 108 Immigration Law Compliance

UWATX is committed to employing only United States citizens and non-citizens who are authorized to work in the United States and do not unlawfully discriminate on the basis of citizenship or national origin.

In compliance with the Immigration Reform and Control Act of 1986, each new employee, as a condition of employment, must complete the Employment Eligibility Verification Form I-9 and present documentation establishing identity and employment eligibility. Former employees who are rehired must also complete the form. Employees may raise questions or complaints about immigration law compliance without fear of reprisal.

P - 109 Outside Employment

An employee may hold a job with another organization as long as he or she satisfactorily performs his or her job responsibilities with UWATX. All employees will be judged by the same performance standards and will be subject to UWATX's scheduling demands, regardless of any existing outside work requirements. Employees are required to inform their supervisor of outside employment.

If United Way determines that an employee's outside work interferes with performance or the ability to meet the requirements of UWATX as they are modified from time to time, the employee may be asked to terminate the outside employment if he or she wishes to remain with UWATX.

L - 110 Disability Accommodation

UWATX is committed to complying fully with the Americans with Disabilities Act (ADA) and ensuring equal opportunity in employment for qualified persons with disabilities. All employment practices and activities are conducted on a non-discriminatory basis.

Hiring procedures are designed to provide persons with disabilities meaningful employment

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opportunities. Pre-employment inquiries are made only regarding an applicant's ability to perform the duties of the position.

Reasonable accommodations for qualified individuals with known disabilities will be made unless to do so would be an undue hardship. All employment decisions are based on the merits of the situation in accordance with defined criteria, not the disability of the individual.

Qualified individuals with disabilities are entitled to equal pay and other forms of compensation (or changes in compensation) as well as in job assignments, classifications, organizational structures, position descriptions, lines of progression and seniority lists. Leave of all types will be available to all regular employees on an equal basis.

UWATX is also committed to not discriminating against any qualified employees or applicants because they are related to or associated with a person with a disability. UWATX will follow any state or local law that provides individuals with disabilities greater protection than the ADA.

This policy is neither exhaustive nor exclusive. UWATX is committed to taking all other actions necessary to ensure equal employment opportunity for persons with disabilities in accordance with the ADA and all other applicable federal, state, and local laws.

P - 111 Job Posting

UWATX provides employees an opportunity to indicate their interest in open positions and advance within the organization according to their skills and experience. In general, notices of all regular, full-time job openings are posted, although UWATX reserves its discretionary right to not post a particular opening.

Job posting is a way to inform employees of openings and to identify qualified and interested applicants who might not otherwise be known to the hiring manager. Other recruiting sources may also be used to fill open positions in the best interest of the organization.

Job openings will be circulated by email and posted on the UWATX website. Positions will normally remain open until filled.

In some cases where an open position exists and the opening can be filled by a qualified candidate from within the same department or program, the position may not be posted.

To apply for an open position, employees should submit a resume and cover letter to Human Resources by email, listing job-related skills and accomplishments. They should also describe how their current experience with UWATX and prior work experience and/or education qualifies them for the position. Employees should notify their supervisors of their interest in a specific opening.

United Way for Greater Austin recognizes the benefit of developmental experiences and encourages employees to talk with their supervisors about their career plans. Supervisors are encouraged to support employees' efforts to gain experience and advance within the organization.

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An applicant's supervisor may be contacted to verify performance, skills, and attendance. Any staffing limitations or other circumstances that might affect a prospective transfer may also be discussed.

P - 112 Employment Termination

Termination of employment is an inevitable part of personnel activity within any organization, and many of the reasons for termination are routine. Below are examples of some of the most common circumstances under which employment is terminated:

 Resignation - voluntary employment termination initiated by an employee. (For more information on resignation, See 113 Resignation below)  Discharge - involuntary employment termination initiated by the organization.  Layoff - involuntary employment termination initiated by the organization for non- disciplinary reasons.

Human Resources will generally schedule exit interviews at the time of employment termination. The exit interview will afford an opportunity to discuss such issues as employee benefits, conversion privileges, repayment of outstanding debts to UWATX, or return of UWATX-owned property. Feedback and suggestions may also be given verbally or by completing the Exit Interview Form.

Since employment with UWATX is based on mutual consent, both the employee and UWATX have the right to terminate employment at will, with or without cause, at any time.

Employee benefits will be affected by employment termination in the following manner. All accrued, vested benefits that are due and payable at termination will be paid. Some benefits may be continued at the employee's expense if the employee so chooses. The employee will be notified in writing of the benefits that may be continued and of the terms, conditions, and limitations of such continuance.

P - 113 Resignation

Resignation is a voluntary act initiated by the employee to terminate employment. Although advance notice is not required, UWATX requests at least two weeks’ written resignation notice from all employees.

Prior to an employee's departure, an exit interview may be scheduled to discuss the reasons for resignation and the effect of the resignation on benefits.

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EMPLOYMENT STATUS AND RECORDS

L - 201 Employment Categories

Employment classifications help employees understand their employment status and benefit eligibility. These classifications do not guarantee employment for any specified period of time.

Each employee is designated as either NONEXEMPT or EXEMPT from federal and state wage and hour laws. NONEXEMPT employees are entitled to overtime pay under the specific provisions of federal and state laws. EXEMPT employees are excluded from specific provisions of federal and state wage and hour laws. An employee’s EXEMPT or NONEXEMPT classification may be changed only upon written notification by management.

REGULAR FULL-TIME employees are those who are not in a temporary status and who are regularly scheduled to work UWATX's full-time schedule (thirty or more hours per week). Generally, they are eligible for the benefit package, subject to the terms, conditions, and limitations of each benefit program.

REGULAR PART-TIME employees are those who are not assigned to a temporary status and who work continuously for a specified number of hours per week which is less than a regular schedule of thirty (30) or more hours per week. Part-time employees receive all legally mandated benefits (such as Social Security and workers' compensation insurance) along with vacation and sick leave benefits.

TEMPORARY employees are those who are hired as interim replacements, to temporarily supplement the work force, or to assist in the completion of a specific project. Employment assignments in this category are of a limited duration. Employment beyond any initially stated period does not in any way imply a change in employment status. Temporary employees retain that status unless and until notified of a change. While temporary employees receive all legally mandated benefits (such as workers' compensation insurance and Social Security), they are ineligible for other benefit programs.

CASUAL employees are those who have established an employment relationship with UWATX but who are assigned to work on an intermittent and/or unpredictable basis. While they receive all legally mandated benefits (such as workers' compensation insurance and Social Security), they are ineligible for other benefit programs.

P - 202 Access to Personnel Files

UWATX maintains a personnel file on each employee. The personnel file includes such information as the employee's job application, resume, records of training, documentation of performance appraisals and salary increases, and other employment records.

Personnel files are the property of UWATX, and access to the information they contain is restricted. Generally, only supervisors and management personnel of UWATX who have a legitimate reason to review information in a file are allowed to do so.

Employees who wish to review their own file should contact Human Resources. With

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reasonable advance notice, employees may review their own personnel files in UWATX's offices and in the presence of an individual appointed by UWATX to maintain the files.

P - 203 Employment Reference Checks

To ensure that individuals who join UWATX are well qualified and have a strong potential to be productive and successful, it is the policy of UWATX to check the employment references of potential hires. Criminal background checks are also conducted at the time of employment and may be conducted during employment at management’s discretion.

UWATX will respond to requests for references on former employees based on the former employee’s written authorization, which is completed at the time of the exit interview. If no form is completed, UWATX will only confirm dates of employment and position(s) held. Only Human Resources staff is authorized to give professional references.

P - 204 Personnel Data Changes

It is the responsibility of each employee to promptly notify UWATX of any changes in personnel data. Personal mailing addresses, telephone numbers, number and names of dependents, individuals to be contacted in the event of an emergency, educational accomplishments, and other such status reports should be accurate and current at all times. If any personnel data has changed, employees should update this information in ADP or notify Human Resources.

P - 205 Performance Evaluation

Supervisors and employees are strongly encouraged to discuss job performance and goals on an informal, day-to-day basis, and supervisors are expected to schedule weekly or bi-weekly meetings with all their direct reports. Formal performance evaluations are conducted to provide both supervisors and employees the opportunity to discuss job activities, encourage and recognize strengths, and discuss positive, purposeful approaches for meeting goals as well as address any concerns and challenges.

The performance of all employees is formally evaluated once each year. New employees are formally evaluated at the end of the Introductory Period. All employees are expected to be active participants in their performance reviews.

Performance appraisal and development summary forms can be found: P:\Policies, Process & Procedures\Forms\Performance Appraisal and Development Template\Performance Appraisal and Development Summary Template.doc

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EMPLOYEE BENEFIT PROGRAMS

B - 301 Employee Benefits

Eligible employees are provided a wide range of benefits. A number of the programs (such as Social Security, workers' compensation and unemployment insurance) cover all employees in the manner prescribed by law.

Benefits eligibility is dependent upon a variety of factors, including employee classification. Human Resources or your supervisor can identify the programs for which you are eligible.

The following benefits and programs are available to eligible employees:

 Medical Insurance  Dental Insurance  Vision Insurance  Life Insurance and AD&D  Long-Term Disability  Flexible Spending Accounts  Employee Assistance Program  Direct Deposit  403 (b) Retirement Savings Plan

Employees can enroll for benefits by going online. The enrollment package must be completed by the specified deadline. If employees miss the return deadline they must wait until the next Open Enrollment period to enroll in these benefits. In the event of a “qualifying event” (as defined), employees may enroll or change enrollment selections before the annual Open Enrollment period.

Employees with questions regarding their benefit elections should contact Human Resources.

302 Vacation Benefits

Vacation time off with pay is available to eligible employees to provide opportunities for rest, relaxation, and personal pursuits. Employees in the following employment classification(s) are eligible to earn and use vacation time as described in this policy:

 Regular full-time employees  Regular part-time employees

Regular full-time and regular part-time employees classified at levels one and two will receive ten working days during the first year of employment and one additional day for each full year of service up to a maximum of twenty working days.

Regular full-time and regular part-time employees classified at levels three, four, and five will accrue fifteen working days during the first year of employment at this level and one additional day for each additional full year of service, up to a maximum of twenty working days.

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UWATX values previous experience with other United Way organizations. Therefore, continuous prior employment with another United Way will count toward the calculation of the total number of vacation days allowed, upon approval of the President

The length of eligible service is calculated on the basis of a "benefit year." This is the 12-month period that begins when the employee starts to earn vacation time. An employee's benefit year may be extended for any significant leave of absence except military leave of absence and absence for reasons that qualify under the Family and Medical Leave Act. Military leave and FMLA leave have no effect on this calculation. (See individual leave of absence policies for more information.)

Once employees enter an eligible employment classification, they begin to earn paid vacation time according to the schedule. Employees may request use of vacation prior to when it is earned; however, leave taken before it is earned will be considered leave without pay.

Paid vacation time can be used in minimum increments of one-half day. To take vacation, employees should request advance approval from their supervisors. Requests will be reviewed based on a number of factors, including business needs and staffing requirements.

Vacation time off is paid at the employee's base pay rate at the time of vacation for the amount of hours absent. It does not include overtime or any special forms of compensation such as incentives, bonuses or shift differentials.

As stated above, employees are encouraged to use available paid vacation time for rest, relaxation, and personal pursuits. Employees are allowed to carry over a maximum of five vacation days beyond the end of the calendar year (December 31).

Upon termination of employment, employees will be paid for unused vacation time that has been earned through the last day of work. However, if UWATX terminates employment for cause, forfeiture of unused vacation time may result.

B - 303 Holidays

UWATX will grant holiday time off to all active employees on the holidays listed below:

 New Year's Day (January 1)  Martin Luther King, Jr. Day (third Monday in January)  Good Friday (Friday before Easter)  Memorial Day (last Monday in May)  Independence Day (July 4)  Labor Day (first Monday in September)  Thanksgiving (fourth Thursday in November)  Day after Thanksgiving  Christmas Eve (December 24)  Christmas Day (December 25)

Holidays falling on a Saturday will be observed on the preceding Friday while holidays falling on

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a Sunday will be observed on the following Monday.

An employee is eligible for paid holiday time off immediately upon assignment to an eligible employment classification. Holiday pay will be calculated based on the employee's straight-time pay rate (as of the date of the holiday) times the number of hours the employee would otherwise have worked on that day. Eligible employee classification(s):

 Regular full-time employees  Regular part-time employees

If a recognized holiday falls during an eligible employee's paid absence (such as vacation or sick leave), holiday pay will be provided instead of the paid time off benefit that would otherwise have applied.

In addition to the recognized holidays previously listed, eligible employees will receive one floating holiday in each calendar year. Employees must have successfully completed their introductory period to be eligible for the floating holiday. This holiday must be scheduled with the prior approval of the employee's supervisor.

Paid time off for holidays will not be counted as hours worked for the purposes of determining overtime.

B – 304 Workers' Compensation Insurance

UWATX provides a comprehensive workers' compensation insurance program at no cost to employees. This program covers any injury or illness sustained in the course of employment that requires medical, surgical, or hospital treatment. Subject to the applicable legal requirements, workers compensation insurance provides benefits after a waiting period.

Employees who sustain work-related injuries or illnesses should inform their supervisors immediately. No matter how minor an on-the-job injury may appear, it is important that it be reported immediately. This will enable an eligible employee to qualify for coverage as quickly as possible.

The insurance carrier will be liable for the payment of workers' compensation benefits for injuries that occur during an employee's voluntary participation in any off-duty recreational, social, or athletic activity sponsored by UWATX.

B - 305 Sick Leave Benefits

UWATX provides paid sick leave benefits to all eligible employees for periods of temporary absence due to illnesses or injuries. Eligible employee classification(s) are:

 Regular full-time employees  Regular part-time employees

Eligible employees will accrue sick leave benefits at the rate of 12 days per year (1 day for

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every full month of service) beginning with the first full month of employment. Sick leave benefits are calculated on the basis of a "benefit year," the 12-month period that begins when the employee starts to earn sick leave benefits.

Employees can request use of paid sick leave after completing a waiting period of 30 calendar days from the date they become eligible to accrue sick leave benefits. Paid sick leave can be used in minimum increments of one hour for non-exempt employees and four hours for exempt employees. An eligible employee may use sick leave benefits for an absence due to his or her own illness or injury, or that of a child, parent, or spouse of the employee.

Employees who are unable to report to work due to illness or injury should notify their direct supervisor before the scheduled start of their workday if possible. The direct supervisor must also be contacted on each additional day of absence.

Before returning to work from a sick leave absence, an employee may be asked to provide a physician's verification that he or she may safely return to work.

Sick leave benefits will be calculated based on the employee's base pay rate at the time of absence and will not include any special forms of compensation, such as incentives, bonuses, or shift differentials.

Unused sick leave benefits will be allowed to accumulate until the employee has accrued a total of 90 calendar days worth of sick leave benefits. If the employee's benefits reach this maximum, further accrual of sick leave benefits will be suspended until usage has reduced the balance below the limit.

Sick leave benefits are intended solely to provide income protection in the event of illness or injury. However, employees may use two days of sick leave per calendar year for “personal days” to take care of personal business. Unused sick leave benefits will not be paid to employees while they are employed or upon termination of employment.

B - 306 Time Off to Volunteer

Regular full-time employees are allowed two hours of paid work time to volunteer in the community on a monthly basis. Employees should request advance approval from their supervisors before committing to a volunteer activity during the work day. Requests will be reviewed and approved based on a number of factors, including business needs and staffing requirements.

B - 307 Time Off to Vote

UWATX encourages employees to fulfill their civic responsibilities by participating in elections. Generally, employees are able to find time to vote either before or after their regular work schedule. If employees are unable to vote in an election during their non-working hours, UWATX will grant up to two hours of paid time off to vote.

Employees should request time off to vote from their supervisor at least two working days prior

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to the election day. Advance notice is required so that the necessary time off can be scheduled at the beginning or end of the work shift, whichever provides the least disruption to the normal work schedule.

B - 308 Bereavement Leave

All employees who wish to take time off due to the death of an immediate family member should notify their supervisor immediately.

Up to three days of paid bereavement leave will be provided to eligible employees in the following classification(s):

 Regular full-time employees  Regular part-time employees

Bereavement pay is calculated based on the base pay rate at the time of absence and will not include any special forms of compensation, such as incentives, bonuses, or shift differentials.

Bereavement leave will normally be granted unless there are unusual business needs or staffing requirements. Employees may, with their supervisors' approval, use any available paid leave for additional time off as necessary.

UWATX defines "immediate family" as the employee's spouse, parent, child, sibling; the employee's spouse's parent, child, or sibling; the employee's child's spouse; grandparents or grandchildren. Special consideration will also be given to any other person whose association with the employee was similar to any of the above relationships.

B - 309 Jury or Witness Duty

UWATX encourages employees to fulfill their civic responsibilities by serving jury or witness duty when required. An employee will be compensated for such civic duty consistent with applicable law. Employee classifications that qualify for paid jury duty leave are:

 Regular full-time employees  Regular part-time employees

Employees in an eligible classification may request up to one week of paid jury or witness duty leave over any one year period if circumstances warrant. Approval is at the discretion of the President. If employees are required to serve civic duty beyond the period of paid civic duty leave, they may use any available paid time off (for example, vacation benefits) or may request an unpaid civic duty leave of absence.

Jury duty pay will be calculated on the employee's base pay rate times the number of hours the employee would otherwise have worked on the day of absence.

All exempt employees will be paid for any work week in which any work is performed, if during that work week they also serve on a jury or as a witness. If employees are required to serve

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jury duty beyond the period of paid jury duty leave, they may use any available paid time off (for example, vacation benefits) or may request an unpaid jury duty leave of absence.

Employees must show the jury duty summons to their supervisor as soon as possible so that the supervisor may make arrangements to accommodate their absence. Of course, employees are expected to report for work whenever the court schedule permits.

Either UWATX or the employee may request an excuse from jury duty if, in UWATX's judgment, the employee's absence would create serious operational difficulties.

B - 310 Benefits Continuation (COBRA)

The federal Consolidated Omnibus Budget Reconciliation Act (COBRA) gives employees and their qualified beneficiaries the opportunity to continue health insurance coverage under UWATX’s contract with ADP. ADP's health plan becomes available to an employee when a "qualifying event" would normally result in the loss of group health insurance coverage. Some common qualifying events are resignation, termination of employment, or death of an employee; a reduction in an employee's hours or a leave of absence; an employee's divorce or legal separation; and a dependent child no longer meeting eligibility requirements.

Under COBRA, the employee or beneficiary pays the full cost of coverage at ADP’s group rates plus an administration fee. ADP provides each eligible employee with a written notice describing rights granted under COBRA when the employee becomes eligible for coverage under ADP's health insurance plan. The notice contains important information about the employee's rights and obligations.

B - 311 Employee Assistance Program

UWATX cares about the health and well-being of our employees and recognizes that a variety of personal problems can disrupt their personal and work lives. Although employees may solve their problems either on their own or with the help of family and friends, sometimes employees need professional assistance and advice.

Through the Employee Assistance Program (EAP), UWATX provides confidential access to professional counseling services for help in confronting such personal problems as alcohol and other substance abuse, marital and family difficulties, financial or legal troubles, and emotional distress. The EAP is available to all employees and their immediate family members offering problem assessment, short-term counseling, and referral to appropriate community and private services.

The EAP is strictly confidential and is designed to safeguard employees' privacy and rights. Information given to the EAP counselor may be released only if requested by the employee in writing. All counselors are guided by a Professional Code of Ethics.

Personal information concerning employee participation in the EAP is maintained in a confidential manner. No information related to an employee's participation in the program is entered into the personnel file.

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There is no cost for employees to consult with an EAP counselor. If further counseling is necessary, the EAP counselor will outline community and private services available. The counselor will also let employees know whether any costs associated with private services may be covered by their health insurance plan. Costs that are not covered are the responsibility of the employee.

Minor concerns can become major problems if you ignore them. No issue is too small or too large, and a professional counselor is available to help you when you need it. Call the EAP at 800-756-5792 to contact an EAP counselor 24 hours a day, 7 days a week.

P - 312 Training and Professional Development

UWATX is committed to fostering an environment that encourages individuals to seek opportunities for professional growth and enrichment and encourages managers and employees to identify educational, training, and development opportunities that will improve job performance and develop employee potential in current or prospective positions.

All regular employees, both full and part-time are eligible for training. Regular employees should have an annual development plan linked to achievement of performance goals, and should obtain manager approval prior to attending training. A template for creating your annual development plan can be found in the Performance Appraisal and Development Summary form.

Payment or reimbursement for training is based on the availability of resources and consideration of time away from the job. Local and national conferences, seminars, workshops, activities to achieve/maintain certification or licensure are all eligible for payment. Membership in local or national professional organizations is also eligible for payment.

UWATX currently does not pay or reimburse employees for the cost of academic degree training.

United Way Worldwide offers learning and training on a variety of topics in order to strengthen and advance system transformation. Information about United Way Worldwide training opportunities is available on the United Way Worldwide website.

New employees of UWATX will receive appropriate initial information and training in their specific job functions and skills, conditions of employment and orientation to our organization to help them to make an early and effective contribution.

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TIMEKEEPING & PAYROLL

P 401 Timekeeping

Accurately recording time worked is the responsibility of every nonexempt employee. (Non- exempt means that you are entitled to overtime pay under the Fair Labor Standards Act for hours worked in excess of 40 in a workweek.) Federal and state laws require UWATX to keep an accurate record of time worked in order to calculate employee pay and benefits. Time worked is all the time actually spent on the job performing assigned duties.

Full-time nonexempt employees work 30 hours or more per week. Employees should record their work in 15-minute increments on the electronic timesheet. Timesheets are due on the Monday following the end of the pay period (see current Payroll Schedule).

Work over 40 hours in one week is compensated at time-and-a-half. However, nonexempt employees should not work more than 40 hours without expressed, prior authorization from their supervisors. The agency‘s work week starts at 12:01 a.m. on Saturday. If a non-exempt employee works at a weekend event, (s)he should expect to adjust his/her schedule during the following work week so that by Friday the working hours for that week do not exceed 40.

Altering, falsifying, tampering with time records, or recording time on another employee's time record may result in disciplinary action, up to and including termination of employment.

UWATX does not require time sheets for exempt employees but does require an electronic record of time taken off. (Exempt means that you are not entitled to overtime pay under the Fair Labor Standards Act.) Time taken off is recorded only for half days (4 hours) or more when an employee is not working.

On average, salaried, exempt employees can expect to work 40-50 hours per week. During the year, there will be times when it is necessary to work more hours in order to meet our strategic objectives and our customers’ needs. Sustained effort above 50 hours per week should be directly related to a time-limited project. Exempt employees are responsible for managing their time appropriately. A regular pattern of more than 50 hours per week indicates either an inappropriate workload or inefficient work processes, and the exempt employee should work with his/her supervisor to analyze the problem and find solutions.

It is employees' responsibility to approve their electronic time records to certify the accuracy of all time worked and/or taken. Supervisors will review and then electronically submit their employees’ timecards for payroll processing. In addition, if corrections or modifications are made to the time record, both the employee and the supervisor must verify the accuracy of the changes by approving and resubmitting the time record.

Detailed instructions on how to complete, approve, and submit electronic timecards are available here.

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P - 402 Paydays and Direct Deposit

All employees are paid biweekly every other Friday. Each paycheck will include earnings for all work performed through the end of the previous payroll period. A schedule of paydays is available through the ADP Resources website.

In the event that a regularly scheduled payday falls on a day off such as a holiday, employees will receive pay on the last day of work before the regularly scheduled payday.

If a regular payday falls during an employee's vacation, the employee's paycheck will be available upon his or her return from vacation.

Employees may have pay directly deposited into their bank accounts if they provide the bank information in the ADP website.

P - 403 Pay Advances

UWATX does not provide pay advances on unearned wages to employees.

P - 404 Administrative Pay Corrections

UWATX takes all reasonable steps to ensure that employees receive the correct amount of pay in each paycheck and that employees are paid promptly on the scheduled payday. UWATX specifically intends to prohibit improper pay deductions from the salaries of exempt employees. Permitted deductions from the salaries of exempt employees include:

1. Deductions when an exempt employee is absent from work for one or more full days for personal reasons, other than sickness or disability.

2. Deductions from pay for absences of one or more full days occasioned by sickness or disability (including workplace accidents) if the deduction is made in accordance with a bona fide plan, policy or practice by the employer of providing compensation for loss of salary occasioned by such sickness or disability.

3. Deductions from pay equal to amounts received by an employee as jury fees, witness fees or military pay for a particular week in which salary is paid.

4. Deductions from pay for penalties imposed in good faith for infractions of safety rules of major significance (such as those relating to the prevention of serious danger in the workplace or to other employees).

5. Deductions from pay for unpaid disciplinary suspensions of one or more full days imposed in good faith for infractions of workplace conduct rules, such as those intended to prevent harassment and violence.

6. Deductions from pay for the initial and terminal weeks of employment, proportionate to the time not worked.

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7. Deductions from pay for unpaid leave taken under the Family and Medical Leave Act (if applicable to the employer), proportionate to the amount of unpaid leave.

In addition, UWATX is not obligated to pay an exempt employee for any work week in which no work is performed.

In the unlikely event that there is an error in the amount of pay, the employee should promptly bring the discrepancy to the attention of his/her supervisor at UWATX so that corrections can be made as quickly as possible. Employees will not be able to argue that any deductions were improper if they fail to utilize this provision. UWATX will reimburse employees for any improper deductions and will make a good faith effort to comply in the future with all applicable laws.

P - 405 Pay Deductions

The law requires that UWATX make certain deductions from every employee's compensation. Among these are applicable federal, state, and local income taxes. United Way also must deduct Social Security taxes on each employee's earnings up to a specified limit that is called the Social Security "wage base." By law, UWATX matches the amount of Social Security taxes paid by each employee.

United Way offers programs and benefits beyond those required by law. Eligible employees may voluntarily authorize deductions from their paychecks to cover the costs of participation in these programs.

If you have questions concerning why deductions were made from your paycheck or how they were calculated, employees should contact HR or Finance.

P - 406 Contributions to United Way

Each year, UWATX offers employees the opportunity to contribute to United Way through payroll deduction. Payroll deduction gives employees a powerful way to create change in our community through direct intervention to improve people’s lives, community building activities and systems-wide collaborations. Information about payroll deduction is available from Human Resources and during the annual internal United Way campaign.

If your United Way contribution totals 1% of your annual salary, you qualify for one extra day of vacation, to be taken in the calendar year. If your United Way contribution totals 2% of your annual salary, you qualify for two extra days off. There is no carry-over for contribution days.

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WORK CONDITIONS AND HOURS

P - 501 Safety and Work Environment

A safe and healthful work environment for employees, volunteers, and visitors is a top priority for UWATX. UWATX will provide information to employees about workplace safety and health issues through regular internal communication channels such as supervisor-employee meetings, All Staff meetings, bulletin board postings, emails, or other written communications.

Some of the best safety improvement ideas come from employees. Those with ideas, concerns, or suggestions for improved safety in the workplace are encouraged to raise them with their supervisor, or with another supervisor or manager, or bring them to the attention of Human Resources. Reports and concerns about workplace safety issues may be made anonymously if the employee wishes. All reports can be made without fear of reprisal.

Each employee is expected to obey safety rules and to exercise caution in all work activities. Employees must comply with all workplace safety and health standards and regulations established by the Occupational Safety and Health Act and state and local regulations. Employees must immediately report any unsafe condition to the appropriate supervisor. Employees who violate safety standards, who cause hazardous or dangerous situations, or who fail to report or, where appropriate, remedy such situations, may be subject to disciplinary action, up to and including suspension and/or termination of employment.

In the case of accidents that result in injury, regardless of how insignificant the injury may appear, employees should immediately notify Human Resources. Such reports are necessary to comply with laws and initiate insurance and workers' compensation benefits procedures.

UWATX will provide a reasonable amount of break time to accommodate an employee desiring to express breast milk for the employee’s infant child up to one year of age. If possible, this break time shall run concurrently with any break time already provided by law to the employee. Any break time given for this purpose that does not run concurrently with the break time provided by law shall be unpaid.

UWATX will make every reasonable effort to provide employees with the use of a room or other location (other than a toilet stall) close to the employees’ work area for employees to express milk in private. The room or location may include the place where the employee normally works if it otherwise meets the requirements of this policy.

P - 502 Work Schedules

Supervisors will work with their employees to determine the employee’s normal work schedule. Staffing needs and operational demands may necessitate variations in starting and ending times, as well as variations in the total hours that may be scheduled each day and week.

Flexible scheduling, or flextime, is available in some cases to allow employees to vary their starting and ending times each day within established limits, to share a job, or to work from home (see section 513 on Telecommuting). Flextime may be possible if a mutually workable

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schedule can be negotiated with the supervisor involved. However, such issues as staffing needs, the employee's performance, job knowledge, demonstrated accountability and the nature of the job will be considered before approval of flextime. Employees should meet with their supervisor to request consideration of a flextime schedule. Requests are considered on an individual basis.

P - 503 Smoking

In keeping with UWATX’s intent to provide a safe and healthful work environment, smoking is prohibited throughout the workplace (building, parking lot and entrance walkways), including disposal of cigarette butts.

This policy applies equally to all employees, customers, volunteers and visitors.

P - 504 Overtime

When operating requirements or other needs cannot be met during regular working hours, employees will be given the opportunity to volunteer for overtime work assignments. All overtime work must receive the supervisor's prior authorization. Overtime assignments will be distributed based on organizational need and employee availability.

Overtime compensation is paid to all nonexempt employees in accordance with federal and state wage and hour restrictions. Overtime pay is based on actual hours worked. Time off on sick leave, vacation leave, or any leave of absence will not be considered hours worked for purposes of performing overtime calculations.

Employees who work overtime without receiving prior authorization from the supervisor may be subject to disciplinary action, up to and including possible termination of employment.

P - 505 Use of Telephones

Generally, regular full-time staff will receive a direct line phone number, in addition to an extension from the main phone line, based on availability.

To ensure effective telephone communications, employees should always speak in a courteous and professional manner.

While at work employees are expected to exercise the same discretion in using personal cellular phones as is expected for the use of UWATX phones. Excessive personal calls during the workday, regardless of the phone used, can interfere with employee productivity and be distracting to others. Employees are therefore asked to make personal calls during non-work time where possible and to ensure that friends and family members are aware of UWATX’s policy. Flexibility will be provided in circumstances demanding immediate attention.

P - 506 Use of Equipment

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When using UWATX property, employees are expected to exercise care, perform required maintenance, and follow all operating instructions, safety standards, and guidelines.

Please notify your supervisor or the designated person if any equipment, machines, or tools appear to be damaged, defective, or in need of repair. Prompt reporting of damages, defects, and the need for repairs could prevent deterioration of equipment and possible injury to employees or others. The supervisor can answer any questions about an employee's responsibility for maintenance and care of equipment used on the job.

The improper, careless, negligent, destructive, or unsafe use or operation of equipment can result in disciplinary action, up to and including termination of employment.

P - 507 Security Inspections

UWATX wishes to maintain a work environment that is free of illegal drugs, alcohol, firearms, explosives, or other improper materials. To this end, UWATX prohibits the possession, transfer, sale, or use of such materials on its premises. UWATX requires the cooperation of all employees in administering this policy.

While on UWATX premises, employees have no expectation of privacy in their belongings or in workplace areas which include, but are not limited to, offices, cubicles, work locations, designated parking areas, desks, computers, lockers, rest or eating areas, or vehicles engaged in UWATX operations, and any personal belongings on or in any of the above.

Desks, file cabinets, and other storage devices may be provided for the convenience of employees but remains the sole property of UWATX. Accordingly, they, as well as any articles found within them, can be inspected by any agent or representative of UWATX at any time, either with or without prior notice.

P - 508 Emergency Closings

At times, emergencies such as severe weather, fires, power failures, or tornadoes can disrupt agency operations. In extreme cases, these circumstances may require the closing of our office(s). Generally, UWATX follows the Austin Independent School District with emergency closing decisions, but a telephone tree will notify employees if such an emergency exists. Employees should notify HR of any change to their contact information (cell phone, home phone, home address, etc.) so that they can be notified in case of emergency closing.

When operations are officially closed due to emergency conditions, the time off from scheduled work will be paid for all regular employees, subject to budgetary considerations.

P - 509 Business Travel Expenses

UWATX will reimburse employees for reasonable business travel expenses incurred while on assignments away from the normal work location. All out-of-town business travel must be approved in advance by the President, Chief Operating Officer or Chief Financial Officer of UWATX or his/her designate. A mileage form must be completed for business-related mileage

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on personal automobiles within the UWATX service area.

Employees whose travel plans and travel budget have been approved are responsible for making their own travel arrangements.

When approved, the actual costs of travel, meals, lodging, and other expenses directly related to accomplishing business travel objectives will be reimbursed by UWATX. Employees are expected to limit expenses to reasonable amounts. Costs to attend United Way Worldwide- sponsored training are generally reimbursed in part by United Way Worldwide.

Employees who are involved in an accident while traveling on business must promptly report the incident to their immediate supervisor. Vehicles owned, leased, or rented by UWATX may not be used for personal use without prior approval.

When travel is completed, employees should submit completed travel expense reports within 30 days. Reports should be accompanied by receipts for all individual expenses.

Employees should contact their supervisor for guidance and assistance on procedures related to travel arrangements, expense reports, reimbursement for specific expenses, or any other business travel issues.

Abuse of the business travel expenses policy, including falsifying expense reports to reflect costs not incurred by the employee, can be grounds for disciplinary action, up to and including termination of employment.

P - 510 Visitors in the Workplace

To provide for the safety and security of employees and the facilities at UWATX, only authorized visitors are allowed in the workplace. Restricting unauthorized visitors helps maintain safety standards, protects against theft, ensures security of equipment, protects confidential information, safeguards employee welfare, and avoids potential distractions and disturbances.

All visitors should enter UWATX at the upper-level or lower-level lobbies. Authorized visitors will receive directions or be escorted to their destination. Employees are responsible for the conduct and safety of their visitors.

If an unauthorized individual is observed on UWATX's premises, employees should immediately notify their supervisor or, if necessary, direct the individual to the lobby or escort him/her out of the building.

511 Technology Usage

Computers, computer files, email systems, internet access, and software (collectively “technology”) furnished to employees are intended for business use. Employees should not use a password, access a file, or retrieve any stored communication without authorization. To ensure compliance with this policy, computer, internet, and email usage may be monitored.

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All information that is composed, transmitted, or received via UWATX computer communications systems (including UPIC) is considered to be part of the official records of UWATX and, as such, is subject to disclosure to law enforcement or other third parties. Consequently, employees should always ensure that the information contained in email messages and other systems is accurate, appropriate, ethical, and lawful.

UWATX strives to maintain a workplace free of harassment. Therefore, UWATX prohibits the use of technology in ways that are disruptive, offensive to others, or harmful to morale. For example, the display or transmission of sexually explicit images, messages, and cartoons is prohibited. Employees are prohibited from creating or transmitting any content that could be considered discriminatory, offensive, obscene, threatening, harassing, intimidating, disrespectful, or disruptive to any employee or other person Examples of unacceptable content may include, but are not limited to, sexual comments or images, racial slurs, gender-specific comments, or any other comments or images that could reasonably offend someone on the basis of race, age, sex, religious or political beliefs, national origin, disability, sexual orientation, or any other characteristic protected by law.

UWATX purchases and licenses the use of various computer software for business purposes and does not own the copyright to this software or its related documentation. Unless authorized by the software developer, UWATX does not have the right to reproduce such software for use on more than one computer. Employees may only use software on local area networks or on multiple machines according to the software license agreement as specifically authorized by IT. UWATX prohibits the illegal duplication of software and its related documentation.

The unauthorized use, installation, copying, or distribution of copyrighted, trademarked, or patented material is expressly prohibited. As a general rule, if an employee did not create material, does not own the rights to it, or has not obtained authorization for its use, it should not be put on the Internet. Employees are also responsible for ensuring that the person sending any material over the Internet has the appropriate distribution rights.

While technology usage is intended for job-related activities, incidental and occasional brief personal use is permitted within reasonable limits. Email may not be used to solicit others for commercial ventures, religious or political causes, outside organizations, or other non-business matters. However, the agency recognizes that certain incidental or occasional personal communications may occur, including use of the Internet. Such occasional personal use is not prohibited if:

a. It does not interfere with regular work, b. It does not generate a direct cost to UWATX, c. It does not have the appearance of being an official communication of UWATX (i.e., users should not use the UWATX address in personal communications), and d. It is not deemed to be improper.

Abuse of the technology provided by UWATX in violation of law or UWATX policies will result in disciplinary action. Employees may also be held personally liable for any violations of this policy. Employees should notify their immediate supervisor, the Director of Information Services or any member of management upon learning of violations of this policy. The following behaviors are

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examples of previously stated or additional actions and activities that are prohibited and can result in disciplinary action, up to and including termination of employment:

 Sending or posting discriminatory, harassing, or threatening messages or images  Using the organization's time and resources for personal gain  Stealing, using, or disclosing someone else's code or password without authorization  Copying, pirating, or downloading software and electronic files without permission  Sending or posting confidential material, trade secrets, or proprietary information outside of the organization  Violating copyright law  Failing to observe licensing agreements  Engaging in unauthorized transactions that may incur a cost to the organization or initiate unwanted Internet services and transmissions  Sending or posting messages or material that could damage the organization's image or reputation  Participating in the viewing or exchange of pornography or obscene materials  Sending or posting messages that defame or slander other individuals  Attempting to break into the computer system of another organization or person  Refusing to cooperate with a security investigation  Sending or posting chain letters, solicitations, or advertisements not related to business purposes or activities  Using the Internet for political causes or activities, religious activities, or any sort of gambling  Jeopardizing the security of the organization's electronic communications systems  Sending or posting messages that disparage another organization's products or services  Passing off personal views as representing those of the organization  Sending anonymous email messages  Engaging in any other inappropriate or illegal activities

P - 513 Worksite Monitoring

Worksite monitoring may be conducted by UWATX to ensure quality control, employee safety, security, and customer satisfaction.

Employees may have their conversations and/or communications monitored or recorded. Telephone monitoring is used to identify and correct performance problems through targeted training. Improved job performance enhances our customers' image of UWATX as well as their satisfaction with our service.

Computers furnished to employees are the property of UWATX. As such, computer usage and files, including e-mail usage and related files and Internet usage, may be monitored or accessed. This applies to employees working at the office, from their home (using their own or a United Way-issued computer), or another remote location.

UWATX may conduct video surveillance of non-private workplace areas. Video monitoring is used to identify safety concerns, maintain quality control, detect theft and misconduct, and discourage or prevent acts of harassment and workplace violence.

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Because UWATX is sensitive to the legitimate privacy rights of employees, every effort will be made to conduct workplace monitoring in an ethical and respectful manner.

P - 514 Telecommuting

Telecommuting is the practice of working at home or at a site near the home instead of physically traveling to a designated workplace. It is a work alternative that UWATX may offer to some employees when it would benefit both the organization and the employee.

Employees who believe telecommuting can enhance their ability to get the job done should submit a written request to their managers proposing how it will benefit UWATX and themselves. The request should explain how they will be accountable and responsible, what equipment is necessary, and how communication barriers will be overcome.

The decision to approve a telecommuting arrangement will be based on factors such as position and job duties, performance history, related work skills, and the impact on the organization.

The employee's compensation, benefits, work status, work responsibilities, and the amount of time the employee is expected to work per day or per pay period will not change due to participation in the telecommuting program (unless otherwise agreed upon in writing).

The employee's at-home work hours will conform to a schedule agreed upon by the employee and his or her supervisor. If such a schedule has not been agreed upon, the employee's work hours will be assumed to be the same as they were before the employee began telecommuting. Changes to this schedule must be reviewed and approved in advance by the employee's supervisor. Telecommuting is an alternative method of meeting the needs of the organization and is not a universal employee benefit. As such, UWATX has the right to refuse to make telecommuting available to an employee and to terminate a telecommuting arrangement at any time.

P - 515 Workplace Violence Prevention

United Way for Greater Austin is committed to preventing workplace violence and to maintaining a safe work environment. UWATX has adopted the following guidelines to deal with intimidation, harassment, or other threats of (or actual) violence that may occur during business hours or on its premises.

All employees, including supervisors and temporary employees, should be treated with courtesy and respect at all times. Employees are expected to refrain from fighting, "horseplay," or other conduct that may be dangerous to others. Firearms, weapons, and other dangerous or hazardous devices or substances are prohibited from the premises of UWATX without proper authorization from the President. Pursuant to Texas’ Section 30.06, Penal Code, a person licensed under Subchapter H, Chapter 411, Government Code, may not enter UWATX premises with a concealed handgun.

Conduct that threatens, intimidates, or coerces another employee, a volunteer, or a member of

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the public at any time, including off-duty periods, will not be tolerated. This prohibition includes all acts of harassment, including harassment that is based on an individual's sex, race, age, or any characteristic protected by federal, state, or local law.

All threats of (or actual) violence, both direct and indirect, should be reported as soon as possible to the immediate supervisor or any other member of management. This includes threats by employees, as well as threats by customers, vendors, solicitors, or other members of the public. When reporting a threat of violence, the report should be as specific and detailed as possible.

All suspicious individuals or activities should also be reported as soon as possible to a supervisor. Do not place yourself in peril. If you see or hear a commotion or disturbance near your work station, do not try to intercede or see what is happening.

UWATX will promptly and thoroughly investigate all reports of threats of (or actual) violence and of suspicious individuals or activities. The identity of the individual making a report will be protected as much as is practical. In order to maintain workplace safety and the integrity of its investigation, UWATX may suspend employees, either with or without pay, pending investigation.

Anyone determined to be responsible for threats of (or actual) violence or other conduct that is in violation of these guidelines will be subject to prompt disciplinary action, up to and including termination of employment.

UWATX encourages employees to bring their disputes or differences with other employees to the attention of their supervisors or Human Resources before the situation escalates. UWATX is eager to assist in the resolution of employee disputes and will not discipline employees for raising such concerns in good faith.

P - 516 Cell Phone/PDA Usage

Employees who have access to a cell phone/PDA while in their cars should remember that their primary responsibility is driving safely and obeying the rules of the road. Employees are prohibited from using cell phones/PDAs to conduct business while driving and should safely pull off the road and come to a complete stop before dialing or talking on the phone or using their PDA.

Employees who are charged with traffic violations or incur other liabilities resulting from the use of their phone while driving will be solely responsible for all liabilities that result from such actions. Violations of this policy will be subject to the highest forms of discipline, including termination.

As representatives of UWATX, cell phone users are reminded that the regular business etiquette employed when speaking from office phones or in meetings applies to conversations conducted over a cell phone.

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LEAVES OF ABSENCE

L - 601 Family and Medical Leave of Absence (FMLA) (Add Family Maternity leave to FMLA [section:601]

The Leave Policy Regular full-time employees are eligible to take up to 12 weeks of unpaid FMLA Leave within any 12-month period and be restored to the same or an equivalent position upon return from leave provided the employee: (1) has worked for UWATX for at least 12 months and (2) has worked for at least 1,250 hours in the last 12 months. A "rolling" 12-month period measured backwards from the date leave is taken will be used for computing the period within which the 12 weeks of leave may be taken. If spouses both work for UWATX, the maximum amount of FMLA Leave available to you and your spouse for reasons (1) and (2) below is a combined total of 12 weeks.

Reasons for Leave You may take FMLA Leave for any of the following reasons: (1) the birth of a child and to care for such child; (2) the placement of a child with you for adoption or foster care and to care for the newly-placed child; (3) to care for a spouse, son, daughter or parent ("covered relation") with a serious health condition; or (4) because of your own serious health condition which renders you unable to perform an essential function of your position. Leave because of reasons 1 or 2 must be completed within the 12-month period beginning on the date of birth or placement.

Notice of Leave To request leave, you must notify UWATX of your need for leave by completing a Request for FMLA Leave Form available from Human Resources. You should give 30 days' prior written notice, or as much advance written notice as possible, to your supervisor. However, if it appears that you may be absent due to a FMLA-qualified event or serious health condition, UWATX may, but is not required to, preliminarily designate your time off as FMLA Leave, pending the receipt of documentation from you. Failure to provide requested FMLA Leave documentation and certification within the time limits requested will result in UWATX making a determination on your leave status without such documentation. UWATX may delay or deny leave, demand that you return to work, or treat absences as unauthorized time off, which could subject you to discipline, up to and including termination, and/or discontinue your FMLA Leave.

Medical Certification If you are requesting FMLA Leave for a serious health condition (reasons 3 or 4), the relevant health care provider must supply appropriate medical certification. You may obtain the Medical Certification Form from HR. Whenever possible, the Medical Certification should be supplied before the leave begins. Further, UWATX, at no expense to you, may require an examination by a second health care provider designated by UWATX. If the second health care provider's opinion conflicts with the original medical certification, UWATX, at no expense to you, may require a third, mutually agreeable, health care provider to conduct an examination and provide a final and binding opinion. UWATX may also require a subsequent medical recertification. Failure to provide requested certification within 15 days, if such is feasible, may result in delay of further leave until it is provided, and/or may subject you to discipline, up to and including termination for taking unauthorized leave or excessive absenteeism.

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While On Leave If you take leave because of your own serious health condition or to care for a covered relation (reasons 3 or 4), you must contact your supervisor on the "first and third Tuesday" of each month regarding the status of the condition and your intention to return to work to see how you are progressing and so that we are up-to-date on any new developments. In addition, you must give notice to your supervisor as soon as possible (within 2 business days, if feasible) if the dates of leave change, are extended or become settled after initially being unknown.

Intermittent and Reduced Schedule Leave Leave because of a serious health condition (reasons 3 and 4) may be taken intermittently (in separate blocks of time due to a single health condition) or on a reduced leave schedule (reducing the usual number of hours you work each workday) if medically necessary. You will receive your current rate of pay for hours worked and time spent working will not count against your available FMLA Leave. In addition, while you are on an intermittent or reduced schedule leave, UWATX may temporarily transfer you to an available alternative position which better accommodates your recurring leave and which has equivalent pay and benefits.

Leave is Unpaid FMLA Leave is unpaid leave. Pay that will end during Leave includes all forms of compensation paid by United Way to you, including but not limited to wages and bonuses. You are required to use any accrued paid time off for the applicable FMLA Leave, unless you are currently receiving workers' compensation benefits. FMLA Leave does not affect your eligibility, if any, for short- or long-term disability payments and/or workers' compensation benefits under those insurance plans.

For more information regarding use of your accrued paid time off, or eligibility for disability and/or workers compensation insurance payments, contact HR and/or refer to the plan documents (which are controlling).

FMLA Leave runs concurrently with any other applicable paid or unpaid leave. Using available paid time off, short-term disability or workers' compensation will not extend your leave time beyond the maximum time allowed of 12 weeks of FMLA Leave per 12 month period.

Medical and Other Benefits During an approved FMLA Leave, UWATX will maintain your health and other benefits as if you continued to be actively employed. However, you must continue to pay your portion, if any, of the group health plan premiums or your benefits may be cancelled. Accrual of benefits such as paid time off will be suspended during the duration of the period of unpaid leave. Accrual of seniority will also be suspended during the period of unpaid leave and your annual review date will be adjusted accordingly. If you return to work owing any employer-made contributions to your insurance premiums to maintain coverage during your leave, you will be required to reimburse UWATX through payroll deduction immediately upon return. If you elect not to return to work at the end of the leave period, you will be required to reimburse UWATX for contributions to the health insurance premiums made to maintain coverage during your leave, unless you cannot return to work because of a serious health condition or because of other

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circumstances beyond your control.

Returning From Leave When you are able to return to work following a leave because of your own serious health condition, you should give UWATX notice by e-mailing, mailing, or faxing to Human Resources a medical certification stating that you are able to resume work. You must make sure that UWATX receives this notice no later than two business days before your return to work at the conclusion of your leave. If your FMLA Leave resulted from a workers' compensation injury, your health care provider may send an updated medical work status form to Human Resources as soon as your return to work date is known, even if less than two business days before your return to work. You may obtain Return to Work Medical Certification Forms from Human Resources. This is important so that your return to work is properly scheduled.

P - 602 Personal Leave

United Way for Greater Austin provides leaves of absence without pay to eligible employees who wish to take time off from work duties to fulfill personal obligations or for an extended serious health condition after the employee has used all his/her FMLA. Employees in the following employment classification(s) are eligible to request personal leave as described in this policy:

 Regular full-time employees  Regular part-time employees

Eligible employees may request personal leave only after having completed one year of service in a regular position. As soon as eligible employees become aware of the need for a personal leave of absence, they should request a leave from their supervisor.

Personal leave may be granted for a period of up to 90 calendar days in one 12-month period. If this initial period of absence proves insufficient, consideration will be given to a written request for a single extension of no more than 30 calendar days. With the supervisor's approval, an employee may take any available sick leave or vacation leave as part of the approved period of leave. If this absence can be covered under the Family Medical Leave Act, FMLA Leave must be used first.

Requests for personal leave will be evaluated based on a number of factors, including anticipated workload requirements and staffing considerations during the proposed period of absence.

While on personal leave, the employee will not accrue vacation or sick leave.

An employee who accepts or continues other employment while on either paid or unpaid leave without the prior written approval of their immediate supervisor will be considered to have resigned voluntarily from employment with UWATX .

Employee health and dental insurance paid for by UWATX will continue to be paid for by UWATX during personal leave and the employee will be responsible for continuing to pay their share, if any, of the health and dental insurance.

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An employee on personal leave due to his or her own medical condition may also be required to provide periodic medical certification and certificates of fitness for return-to-duty.

When personal leave ends, every reasonable effort will be made to return the employee to the same position, if it is available, or to a similar available position for which the employee is qualified. However, UWATX cannot guarantee reinstatement in all cases.

If an employee fails to report to work promptly at the expiration of the approved leave period, UWATX will assume the employee has resigned.

P/L - 603 Military Leave A military leave of absence will be granted to employees who are absent from work because of service in the U.S. uniformed services in accordance with the Uniformed Services Employment and Reemployment Rights Act (USERRA). Advance notice of military service is required, unless military necessity prevents such notice or it is otherwise impossible or unreasonable.

Employees will continue to receive full pay while on leave for two-week training assignments and shorter absences. The portion of any military leaves of absence in excess of two weeks will be unpaid. However, employees may use any available paid time off for the absence.

Continuation of health insurance benefits is available as required by USERRA based on the length of the leave and subject to the terms, conditions and limitations of the applicable plans for which the employee is otherwise eligible. Benefit accruals, such as vacation, sick leave, or holiday benefits, will be suspended during any unpaid portion of the leave and will resume upon the employee's return to active employment.

Employees on military leave for up to 30 days are required to return to work for the first regularly scheduled shift after the end of service, allowing reasonable travel time. Employees on longer military leave must apply for reinstatement in accordance with USERRA and all applicable state laws.

Employees returning from military leave will be placed in the position they would have attained had they remained continuously employed or a comparable position depending on the length of military service in accordance with USERRA. They will be treated as though they were continuously employed for purposes of determining benefits based on length of service.

P - 604 Professional Development Leave (PDL)

Professional Development Leave (PDL) provides an employee with the opportunity for continued professional growth and development beyond what can be gained through the normal training classes, workshops and classes and to reward an employee for significant tenure with the organization.

Qualifications  Length of employment: An employee must have a minimum of five years work experience with UWATX prior to making the request for PDL.

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 Relevance: The professional development experience must be directly relevant to current job responsibilities at United Way.  Duration: Professional Development Leave can be no shorter than one calendar month and no longer than three calendar months.

Expectations  Salary during leave: An employee on PDL can receive up to three-fourths of his/her salary for the duration of the PDL, subject to departmental budget considerations. There is no change to benefit eligibility during an employee’s PDL. However, you must continue to pay your portion, if any, of the group health plan premiums or your benefits may be cancelled. Accrual of benefits such as paid time off will be suspended during the duration of the period of PDL. If you return to work owing any employer-made contributions to your insurance premiums to maintain coverage during your leave, you will be required to reimburse UWATX through payroll deduction immediately upon return. If you elect not to return to work at the end of PDL, you will be required to reimburse UWATX for contributions to the health insurance premiums made to maintain coverage during your leave,  Value: The employee must be able to clearly articulate how the PDL will enhance his/her work performance and benefit UWATX.  Continued employment: The employee taking PDL is expected to return to his/her employment at UWATX for at least one year following completion of the PDL before accepting employment elsewhere. If the employee does not stay for one year, salary paid during the leave will be returned to UWATX on a pro-rated basis.

Process  Written request: The employee should write a memo to his/her supervisor outlining the request for PDL, including o the nature of the experience or activity to be undertaken, o the relevance to his/her current job, o the employee's goals for the leave, o how his/her responsibilities will be covered during the absence, o how the leave will benefit UWATX, and o dates for the leave and a request for salary during this period.  Approval process: A recommendation is required by the employee’s supervisor and the department Vice President, with final approval by the President. Approval will be based on such factors as the employee’s job performance, constraints of the position and organization and department business needs.

P - 605 Voluntary Shared Leave

Program Purpose This program is a way to address the short-term financial needs of employees who are seriously or catastrophically ill or injured off the job and have exhausted all paid leave. Voluntary Shared Leave may be used for up to 12 weeks and helps bridge between the employee’s paid leave and UWATX long-term disability benefits, which start after 90 days of disability.

Voluntary Shared Leave of up to 12 weeks may also be requested by an employee who has exhausted all paid leave and must care for a catastrophically ill or injured family member.

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For employees eligible for Family and Medical Leave (those who have worked for UWATX for 12 months and worked 1,250 hours in the last 12 months), Voluntary Shared Leave runs concurrently with Family Medical Leave.

Who Is Eligible All regular employees, exempt and non-exempt, working at least 30 hours per week are eligible to participate. Employees must be employed by UWATX for six months prior to being eligible to receive sick leave contributions.

Employees may not request Voluntary Shared Leave more than once in a 12-month period.

The Basic Requirements:  Only sick leave may be donated from one employee to another.  An employee must have used all her/his paid leave (sick, vacation, and personal) to be eligible to receive contributions.  Employee contributions must be in four-hour increments or more.  Employees must retain a minimum of 40 hours (or one week’s hours, if working less than 40 hours) of sick leave for themselves after their contribution is made.

How the Program Works  Employees receiving the contributions will be paid at their current rate of pay. Contributions from individual employees will be calculated at their current rates of pay and then “pooled” for the employee receiving the contributions.  An employee requesting voluntary shared leave contributions should send an email to HR outlining his/her specific needs. The employee must also obtain a statement from her/his doctor stating the nature of the illness or injury and expected length of absence from the job.  HR will inform staff that a contribution has been requested and give a general description of the nature of the request (i.e., personal health condition, care for a family member, etc.) but not the name of the individual making the request.  An employee donating leave must complete the Voluntary Shared Leave Contribution form and return it to HR. Contributions of sick leave are confidential and do not require supervisory approval.  HR will forward the contribution information to Finance for payroll processing.  Any hours donated in excess of the need will be returned to all donors on a pro rata basis.

Policy on Coercion No employee may, through intimidation, threat, or coercion, interfere with or attempt to interfere with the right of another employee to contribute or not contribute, receive or use donated leave. No employee may promise to give or give a promotion, compensation, or other benefit; effect or threaten to effect a reprisal, including denial of a promotion, compensation or other benefit, in connection with the right of another employee to contribute, receive, or use donated leave.

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EMPLOYEE CONDUCT AND DISCIPLINARY ACTION

P - 701 Employee Conduct and Work Rules

To ensure orderly operations and provide the best possible work environment, UWATX expect employees to follow rules of conduct that will protect the interests and safety of all employees and the organization.

It is not possible to list all the forms of behavior that are considered unacceptable in the workplace. The following are examples of infractions of rules of conduct that may result in disciplinary action, up to and including termination of employment:

 Supplying false or misleading information when applying for employment or during employment  Personal use of credit cards  Theft or inappropriate removal or possession of property  Falsification of timekeeping records  Working under the influence of alcohol or illegal drugs  Possession, distribution, sale, transfer, or use of alcohol or illegal drugs or abuse of prescription drugs in the workplace, while on duty, or while operating employer-owned vehicles or equipment  Failure or refusal to submit or consent to a required alcohol or drug test  Fighting or threatening violence in the workplace  Boisterous or disruptive activity in the workplace  Negligence or improper conduct leading to damage of property  Insubordination or other disrespectful conduct  Engaging in unethical or illegal conduct  Having a conflict of interest  Violation of safety or health rules  Smoking on the UWATX campus  Sexual or other unlawful or unwelcome harassment  Possession of dangerous or unauthorized materials, such as explosives or firearms, in the workplace  Excessive absenteeism or tardiness or any absence without notice  Unauthorized absence from work station during the workday  Unauthorized use of telephones, mail system, or other employer-owned equipment  Unauthorized disclosure of business "secrets" or confidential proprietary information  Conduct that reflects adversely upon you or UWATX  Making or publishing false or malicious statements concerning an employee, supplier, client or UWATX  Violation of personnel policies  Unsatisfactory performance or conduct, or performance or conduct that does not meet the requirements of the position  Other circumstances which warrant disciplinary action

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Employment with UWATX is at the mutual consent of UWATX and the employee, and either party may terminate that relationship at any time, with or without cause, and with or without advance notice.

UWATX has a Code of Ethics, Conduct, and Whistleblower Policy that can be referenced here.

P - 702 Drug and Alcohol Use

It is United Way for Greater Austin's desire to provide a drug-free, healthy, and safe workplace. To promote this goal, employees are required to report to work in appropriate mental and physical condition to perform their jobs in a safe and satisfactory manner.

While on UWATX premises and while conducting business-related activities off UWATX premises, no employee may use, possess, distribute, sell, or be under the influence of alcohol or illegal drugs. "Illegal drug" means any drug which is not legally obtainable, or which is regulated under any applicable law or regulation, or which is legally obtainable but has not been legally obtained. The term also includes inhalants, marijuana, prescription drugs not legally obtained, and prescription drugs not used for their prescribed purposes. The legal use of prescribed drugs is permitted on the job only if it does not impair an employee's ability to perform the essential functions of the job effectively and in a safe manner that does not endanger other individuals in the workplace.

The moderate use of alcohol at business-related social functions on and off campus is permitted, provided that the employee's conduct and demeanor remain businesslike and professional at all times, and provided further that the employee does not thereafter drive or otherwise engage in any hazardous activity if the alcohol consumed would impair or affect the employee's ability to perform those activities.

Violations of this policy may lead to disciplinary action, up to and including immediate termination of employment, and/or required participation in a substance abuse rehabilitation or treatment program as a condition of continued employment. Such violations may also have legal consequences.

Employees with questions or concerns about substance dependency or abuse are encouraged to use the resources of our Employee Assistance Program. They may also wish to discuss these matters with their supervisor to receive assistance or referrals to appropriate resources in the community.

Employees with drug or alcohol problems that have not resulted in, and are not the immediate subject of, disciplinary action may request approval to take unpaid time off to participate in a rehabilitation or treatment program. Leave may be granted if the employee agrees to abstain from use of the problem substance and abide by all UWATX policies, rules, and prohibitions relating to conduct in the workplace, and if granting the leave will not cause UWATX any undue hardship.

Under the Drug-Free Workplace Act, an employee who performs work for a government contract or grant must notify UWATX of a criminal conviction for drug-related activity occurring

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in the workplace. The report must be made within five days of the conviction.

Employees with questions on this policy or issues related to drug or alcohol use in the workplace should raise their concerns with their supervisor or Human Resources without fear of reprisal.

P - 703 Sexual and Other Unlawful Harassment

UWATX is committed to providing a work environment that is free from all forms of discrimination and conduct that can be considered harassing, coercive, or disruptive, including sexual harassment. Actions, words, jokes, or comments based on an individual's race, color, ethnicity, religion, gender, gender identity, sexual orientation, national origin, disability, age or any other characteristic protected by law (referred to as "protected status") will not be tolerated.

Sexual harassment is defined as unwanted sexual advances, or visual, verbal, or physical conduct of a sexual nature. This definition includes many forms of offensive behavior and includes gender-based harassment of a person of the same sex as the harasser. The following is a partial list of sexual harassment examples:

 Unwanted sexual advances  Offering employment benefits in exchange for sexual favors  Making or threatening reprisals after a negative response to sexual advances  Visual conduct that includes leering, making sexual gestures, or displaying of sexually suggestive objects or pictures, cartoons or posters  Verbal conduct that includes making or using derogatory comments, epithets, slurs, or jokes  Verbal sexual advances or propositions  Verbal abuse of a sexual nature, graphic verbal commentaries about an individual's body, sexually degrading words used to describe an individual, or suggestive or obscene letters, notes, or invitations  Physical conduct that includes touching, assaulting, or impeding or blocking movements

Unwelcome sexual advances (either verbal or physical), requests for sexual favors, and other verbal or physical conduct of a sexual nature constitute sexual harassment when: (1) submission to such conduct is made either explicitly or implicitly a term or condition of employment; (2) submission or rejection of the conduct is used as a basis for making employment decisions; or (3) the conduct has the purpose or effect of interfering with work performance or creating an intimidating, hostile, or offensive work environment.

Other types of harassing conduct include, but are not limited to: epithets (inappropriate or demeaning name-calling), slurs or negative stereotyping; threatening, intimidating or hostile acts; denigrating jokes and display or circulation in the workplace of written or graphic material that denigrates or shows hostility or aversion toward an individual or group (including through e- mail).

If you experience or witness sexual or other unlawful harassment in the workplace, report it

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immediately to your supervisor. If the supervisor is unavailable or you believe it would be inappropriate to contact that person, you should immediately contact any other member of management or Human Resources. You can raise concerns and make reports in good faith without fear of reprisal or retaliation.

All allegations of harassment will be quickly and discreetly investigated. To the extent possible, your confidentiality and that of any witnesses and the alleged harasser will be protected against unnecessary disclosure. Communications will be made to others only on a limited "need to know" basis. When the investigation is completed, you will be informed of the outcome of the investigation.

Any supervisor or manager who becomes aware of possible sexual or other unlawful harassment must immediately advise Human Resources or the President so it can be investigated in a timely and confidential manner. Upon completion of the investigation, if necessary, corrective measures will be taken. These measures may include, but are not limited to: training, counseling, warning, suspension, or immediate dismissal. Anyone, regardless of position or title, found through investigation to have engaged in improper harassment will be subject to discipline, up to and including discharge. If the investigation is inconclusive, UWATX may still provide counseling or take other appropriate steps.

UWATX prohibits any form of discipline or retaliation for reporting in good faith the incidents of harassment in violation of this policy, pursuing any such claim or cooperating in the investigation of such reports.

P - 704 Attendance and Punctuality

To maintain a safe and productive work environment, UWATX expects employees to be reliable and to be punctual in reporting for scheduled work. You may also be expected to take your lunch/meal times within the time limits set by your supervisor. Absenteeism and tardiness place a burden on other employees and on UWATX. In the rare instances when employees cannot avoid being late to work or are unable to work as scheduled, they should notify their supervisor as soon as possible in advance of the anticipated tardiness or absence. If you are going to miss work because you are going to be late or you or a family member is sick, you must notify your supervisor before the time you are to report for work. Your supervisor will advise you of an alternative person to contact if he or she is unavailable.

If you do not inform either your supervisor or the alternative person, your tardiness or absence will be considered an unapproved, unscheduled absence. If you fail to notify your supervisor after three (3) business days of consecutive absences, you will be considered to have abandoned your job and may be terminated. These rules will be enforced uniformly on a non- discriminatory basis.

Poor attendance and excessive tardiness are disruptive. Either may lead to disciplinary action, up to and including termination of employment.

P - 705 Personal Appearance

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Dress, grooming, and personal cleanliness standards contribute to the morale of all employees and affect the business image UWATX presents to customers and visitors.

During business hours or when representing UWATX, you are expected to present a professional, businesslike image. You should dress and groom yourself according to the requirements of your position and accepted social standards. This is particularly true if your job involves dealing with volunteers, customers or visitors in person. Employees who do not regularly meet the public may follow a more relaxed dress code, but should still maintain a neat, clean and businesslike appearance. Your supervisor or department head is responsible for establishing a reasonable dress code appropriate to the job you perform.

P - 706 Return of Property

Employees are responsible for all agency property, materials, or written information issued to them or in their possession or control.

All UWATX property must be returned by employees on or before their last day of work.

P - 707 Solicitation

In an effort to ensure a productive and harmonious work environment, persons not employed by UWATX may not solicit or distribute literature in the workplace at any time for any purpose. Staff may make available information about health and human service organizations, issues, and events in the lobby and break rooms.

UWATX recognizes that employees may have interests in events and organizations outside the workplace. However, employees may not solicit or distribute literature concerning these activities during working time or in working areas, except as excepted below with regard to employees’ cubes and offices.

Examples of impermissible forms of solicitation include:

 The collection of money, goods, or gifts for religious groups  The collection of money, goods, or gifts for political groups  The circulation of petitions  The distribution of literature not approved by UWATX  The solicitation of memberships, fees, or dues

In addition, the posting of written solicitations on agency bulletin boards is prohibited. Bulletin boards are reserved for official organization communications on such items as:

 Payday notice  Workers' compensation insurance information  Unemployment insurance information

Posting of solicitations inside employees’ cubes or offices is permitted, as long as the

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solicitation is not discriminatory, harassing, threatening, political, religious, or otherwise inconsistent with UWATX’s core values and code of conduct.

P - 708 Employee Discipline

This section is to help you understand what is expected of you with regard to proper behavior, performance, and personal conduct. UWATX is committed to furthering each employee’s professional success and providing constructive feedback to employees when needed.

When performance issues arise, an employee’s manager will meet with the employee to discuss the issue and establish goals for improvement. The issues raised and outcomes reached at such meetings will be documented to ensure clarity on the relevant issues and the steps to be taken. Failure to meet established goals effectively within an agreed-upon time may result in discharge.

UWATX's own best interest lies in ensuring fair treatment of all employees and in making certain that disciplinary actions are prompt, uniform, and impartial. The major purpose of any disciplinary action is to correct the problem, prevent recurrence, and prepare the employee for satisfactory service in the future.

Progressive discipline will be used when your supervisor at UWATX feels it is appropriate. The system of progressive discipline gives you notice of deficiencies in performance and an opportunity to improve. When misconduct occurs, progressive disciplinary action may include but is not limited to the following: counseling and/or verbal warning, written warning, suspension with or without pay, and/or termination. There may be circumstances when UWATX deviates from this format or one or more steps are bypassed.

Although employment with UWATX is based on mutual consent and both the employee and UWATX have the right to terminate employment at will, with or without cause or advance notice, UWATX may use progressive discipline at its discretion.

Depending on the nature and severity of the misconduct as well as whether it has previously occurred, your supervisor and Human Resources may investigate your actions. An investigation is designed to obtain all pertinent facts and may include interviewing you and other witnesses, reviewing documents, etc. Your friends, relatives, attorneys or other third parties are not allowed to participate in internal investigations. Failure to cooperate with an internal investigation is grounds for disciplinary action up to and including discharge.

When the investigation is complete, your supervisor and Human Resources will review the facts and the policies. At that point, UWATX will determine whether you should be disciplined up to and including termination. Your supervisor’s manager and the President must approve all terminations.

UWATX recognizes that there are certain types of employee problems that are serious enough to justify either a suspension, or, in extreme situations, termination of employment, without going through the usual progressive discipline steps.

By using employee discipline, we hope that most employee problems can be corrected at an

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early stage, benefiting both the employee and UWATX.

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MISCELLANEOUS

P - 801 Recycling

UWATX supports environmental awareness by encouraging recycling and waste management in its business practices and operating procedures. This support includes a commitment to the purchase, use, and disposal of products and materials in a manner that will best utilize natural resources and minimize any negative impact on the earth's environment.

Special recycling receptacles have been set up to promote the separation and collection of the following recyclable materials at both UWATX locations:

 “Anything that Tears,” including computer paper, white paper, ledger paper, mixed or colored paper, envelopes, brown paper bags, and newspaper (staples are okay, but please remove paper clips and binder clips)  corrugated cardboard  aluminum cans

The simple act of placing a piece of paper, can, or bottle in a recycling container is the first step in reducing demand on the earth's limited resources. Success of this program depends on active participation by all of us. Employees are encouraged to make a commitment to recycle and be a part of this solution.

UWATX encourages reducing and, when possible, eliminating the use of disposable products. Source reduction decreases the consumption of valuable resources through such workplace practices as:

 two-sided photocopying  reusing paper clips, binder clips, folders, and binders  reusing packaging material

By recycling, UWATX is helping to solve trash disposal and control problems facing all of us today. If you have any questions or new ideas and suggestions for the recycling program contact the Facilities Manager

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APPENDIX

Highlights from our History

1920s  1924 The Central Council of Social Agencies (CCSA) is formed. Its purpose is to speak for 13 member agencies.

 1927 CCSA forms the Community Chest (the Chest) as a division of CCSA in Austin. Acting as an umbrella for its member agencies, it conducts an annual campaign, then distributes the funds to agencies based on their needs. Agencies such as the Salvation Army, Young Women’s Christian Association (YWCA), Boy Scouts, Girl Scouts, and the American Red Cross are among the original agencies funded.

 1928 The president of the Chest’s board of trustees speaks of the difficulty in collecting pledges and the lack of sufficient publicity from the newspaper. A committee is formed to secure publicity from newspaper officials to keep the Chest project before the public.

1930s  1932 People in the community want 100 percent of their contributions to go to charities. Campaign dollars raised are distributed as follows: 6.5 percent to campaign expenses; 7 percent for pledge loss, and 87 percent to character-building agencies, emergency aid, legal aid and relief work.

 1937 The Chest board votes to allow the Austin Girl Scout Council to conduct its first- ever cookie sale. The board’s only concern is that the cookie sale may affect local bakers’ propensity to donate to the Chest.

 1938 The campaign message is unique in that it focuses on investing in the community instead of merely donating money.

1940s  1940 The Chest has 14 member agencies. The per capita giving rate is $2.20, considered respectable for the times. The first recorded presidential broadcast supporting the Chest, delivered by Franklin Roosevelt, is aired nationally.

 1945 The Chest purchases a building at 610 Guadalupe as new office space.

 1947 Sound trucks are used to enliven the campaign’s opening.

1950s

 1952 The Chest starts working with the new local committee called United Fund of Austin & Travis County (UF). UF takes over the Chest once its charter is granted in later

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that year. The UF’s board decides that money raised locally should remain in and benefit the local community.

 1955 The Austin Advertising Club produces all campaign materials and is responsible for publicity.

 1956 The first year of the UF campaign raises over $470,000.

 1959 UF requires every board member of every member agency to sign a pledge of complete support to UF during the annual campaign.

1960s  1961 UF campaign literature speaks of raising money the “United Way” for the first time.

 1964 UF board members suggest payroll deduction for state and county employees.

 1965 UF accounts for 75 percent of all charitable dollars raised in Austin.

1970s  1970 Campaign total passes the million-dollar mark with $1,028,000.

 1971 For the first time in UF’s 19-year history, the organization does not have to borrow money during the summer months to cover a shortfall in collections.

 1974 United Fund becomes United Way Capital Area (UWCA).

 1977 UWCA begins regular meetings with member agencies’ executive directors.

 1978 The Community Planning Council merges with and becomes the planning component of United Way Capital Area. Four companies in Austin – IBM, City of Austin, Texas Instruments and Southwestern Bell – each raise more than $100,000.

1980s  1981 UWCA purchases land at 2000 E. Martin Luther King Jr. Blvd. for $10,000.

 1982 Site visits are scheduled with member agencies as part of the annual fund allocation process. Plans are drawn up for a new facility on MLK, with a capital fund drive to raise money for the new building.

 1984 The Volunteer Leadership Training Center is established to provide formal training for volunteer leaders of non-profit organizations.

 1988 UWCA reports a 208 percent increase in campaign totals during the last 10 years. UWCA successfully completes the Community Needs Assessment, a joint project with the City of Austin and Travis County.

1990s

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 1990 A second local environmental/demographics scan effort is developed, titled Austin 2000.

 1991 The Community Initiatives Committee is established to keep abreast of emerging needs in the Capital Area and awards $450,695 in grants to address critical problems.

 1992 Gary Godsey is selected as president of United Way Capital Area.

 1994 Former President Bill Aramony and two associates were indicted on 71 counts of fraud, conspiracy, tax evasion and money laundering, accused of stealing $1 million from a United Way corporate spinoff. He spent six years in prison.

 1996 The Capital Area Volunteer Center becomes part of United Way. United Way institutes a community-wide information and referral service, First Call for Help.

 1998 United Way’s campaign raises $12.7 million, a 26.4 percent increase over 1997’s record-breaking campaign that was itself a 25 percent increase over 1996 – the largest increases of any United Way in the nation, of our size or larger, for the previous two years.

 1999 The Dell Foundation offers a challenge grant of up to $1 million to match gifts from new donors who give $10,000 or more.

2000s  2000 David Balch becomes President of United Way Capital Area. 575 members of United Way’s Young Leaders Society (YLS) contribute $750,000 to the campaign.

 2001 United Way conducts a branding study. For the first time, an e-philanthropy tool is used for campaigns in selected companies.

 2002 The UWCA board adopts a policy on inclusiveness, and approves a new strategic plan, vision and mission statements.

 2002 United Way Capital Area’s First Call for Help changes its name to 2-1-1 Texas, becoming the first 2-1-1 center in Texas.

 2003 United Way initiates the Women’s Giving Network to create the most powerful female-driven philanthropic force in Central Texas.

 2005 United Way initiates Success By 6 to ensure that all children under age six are healthy, nurtured, safe, and prepared to succeed in school.

 2005 The Volunteer Center officially becomes an affiliate of the Hands On network.

 2006 The Volunteer Center changes its name to Hands On Central Texas.

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 2007 United Way through Hands On Central Texas launches an in-kind donation warehouse to collect new and used products from local businesses to supply local non- profits. Over $260,000 worth of in-kind goods are distributed in the first month.

 2008 United Way Capital Area moves funding to Community Impact model.

 2009 Debbie Bresette becomes President of United Way Capital Area.

 2010 Samsung Austin Semiconductor gives UWCA a $1 million gift for Success By 6; the largest charitable donation in their history.

 2010 UWCA launches Bank On Central Texas with a mission to help the unbanked population open bank accounts.

 2011 UWCA Call Center begins taking calls for MAP (Medical Assistance Program) and CHIP (Children’s Health Insurance Program) eligibility for Central Health.

 2011 UWCA launches Middle School Matters pilot.

 2012 United Way Capital Area becomes United Way for Greater Austin.

 2012 2-1-1 Call Center is renamed the United Way Navigation Center.

 2012 United Way Navigation Center receives 2 millionth call.

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HISTORY OF UNITED WAY

United Way History

In Denver in 1887community and religious leaders of many different faiths, recognized the need for cooperative action to address their city’s welfare problems. Frances Wisebart Jacobs, the Rev. Myron W. Reed, Msgr. William J.O’Ryan, Dean H. Martyn Hart and Rabbi William S. Friedman put their heads together to plan the first united campaign for ten health and welfare agencies. They created an organization to serve as an agent to collect funds for local charities, as well as to coordinate relief services, counsel and refer clients to cooperating agencies, and make emergency assistance grants in cases which could not be referred. That year, Denver raised $21,700 and created a movement that would spread throughout the country to become the United Way. Over 118 years later, United Way is still focused on mobilizing the caring power of communities and making a difference in people’s lives. 1887: In Denver, religious leaders founded the Charity Organizations Society, the first "United Way" organization, which planned and coordinated local services and conducted a single fund-raising campaign for 22 agencies. 1888: First United Way campaign in Denver raised $21,700. 1894: Charitable institutions became exempt from the first federal act that imposed a tax on all corporations organized for profit. 1913: The nation's first modern Community Chest was born in Cleveland, where a program for allocating campaign funds was developed. 1918: Executives of 12 fund-raising federations met in Chicago and formed the American Association for Community Organizations (AACO), the predecessor to United Way of America. 1919: Rochester, New York used the name Community Chest, a name widely adopted by United Way organizations and used until the early 1950s. This year began a 10-year growth period in the number of Community Chests: 39 in 1919; 353 in 1929. 1948: More than 1,000 communities had established United Way organizations. 1971: United Way of America moved from New York City to Alexandria, Virginia. 1973:

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The NFL and the United Way establish their partnership to increase public awareness of social service issues facing the country. In addition to public service announcements in which volunteer NFL players, coaches and owners appear, NFL players support their local United ways through personal appearances, special programs, and sitting on United Way governing boards. 1974: United Ways raised $1,038,995,000 in America and Canada — the first time in history that an annual campaign of a single organization raised more than $1 billion. United Ways undertook with the National Football League (NFL) the largest public-service campaign in the nation's history; a major part of that campaign was Great Moments, the televised United Way/NFL public-service announcements.

United Way International was formed to help nations around the world form United Way-type organizations. 1981: United Ways raised $1.68 billion, a 10.1 percent increase over the previous year. This figure represented the largest single-year percentage increase. 1982: United Way of America's new National Service and Training Center opened in August, increasing the organization's ability to assist the nation's 2,200 United Ways. 1987: United Way recognized its centennial by saluting the America volunteer through many programs, including dedication of a United Way postage stamp by the U.S. Postal Service. 1991: During the Persian Gulf War, a fully staffed Operations Center at United Way of America worked closely with other organizations to ensure that those in need received help. 1992: William Aramony resigned as president and Kenneth W. Dam served a interim president and chief executive officer.

Former Peace Corps Director Elaine L. Chao was selected as United Way of America's president and chief executive officer: the first Asian-American and first female to assume this position. 1993: A national conference on Block Grants, hosted by United Way of America, provided valuable insight to nearly 250 attendees on the past and future performance of block grants, focusing on their implications for United Ways, their agencies, and the people they serve.

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The corporate community is increasingly demanding easier, more cost-efficient ways to process workplace campaigns. The Board sees these resolutions as the first steps in ensuring that United Way continues to be the premier workplace fund-raiser because of its ability to change to better meet customers' needs through the use of new technology. 1994: United Way of America was selected by Financial World magazine as the charity of choice in 1994 for its leadership in not-for-profit ethics and accountability.

1994 marked the first year of United Way of America's Quality Awards, modeled after the Malcolm Baldrige National Quality Awards. These awards recognize United Way organizations that demonstrated measurable progress in customer satisfaction, accountability and productivity. United Way of Allegheny County, Pittsburgh, PA, United Way of the Piedmont, Spartanburg, SC, and United Way of Southeastern New England, Providence, RI, were the first recipients of this prestigious award. 1995: The Atlanta Committee for the Olympic Games (ACOG) announced its selection of United Way of America and the United Way system as the primary provider of community support and volunteer services for the1996 Olympic Torch Relay. In its role, United Way was responsible for assisting ACOG with the selection of torchbearers, organizing community celebrations to greet the arrival of the Olympic Flame, and coordinating volunteers for those functions.

United Way of America's Board of Governors unanimously approved the adoption of Strategic Direction for United Way: Charting the Path for Building Better Communities. 1996: United Way of America developed two Internet products, United Way Online for local United Ways and a website for the general public.

Betty Stanley Beene was selected as United Way of America's new president and chief executive officer. Prior to her selection, Beene served as President and CEO of the Tri-State United Way.

Former United Way of America President William Aramony appeals his sentence to the U.S. Supreme Court.

In October of 1996, United Way of America identified healthy children, healthy families and healthy communities as focus areas under the strategic plan. 1997: Betty Stanley Beene assumes the position of President and CEO of United Way of America.

United Way of America and the United Way system were asked by the organizers of the Presidents' Summit for America's Future to join with them in leading the selection process for

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the 1,400 delegates from 140 cities across the nation. The focus of the Summit was to help youth through volunteer efforts. 1998: In 1997-98 campaigns, United Ways collectively raised $3.4 billion, boosting revenues by more than $150 million for a 4.7 percent increase over 1996-97 levels.

United Ways and the NFL celebrate the 25th Anniversary of their unique partnership and the longest-running sports/charity public service announcement campaign of its kind. The partnership has enabled the United Way to share their special message with 110 million viewers during football season. Over 950 spots have aired since 1973. 1999: Bank of America Foundation donates $50 million over 5 years to local United Ways in 22 states where they conduct business to support United Way's Birth to Work Agenda, previously called Success by 6®.

Bill and Melinda Gates donate $10.5 million to support vital United Way programs and services to strengthen the United Way system. 2000: United Ways embark on a national brand management strategy designed to differentiate United Way brand and system. The strategy helps to reposition United Way as more than a "fundraiser," but rather as the leading community impact organization.

United Way and its partners, the Alliance of Information and Referral Systems, successfully petition the Federal Communications Commission to designate "211" for health and human services information and referral. Originally created by United Way of Atlanta, 211 is an easy-to- remember and universally recognizable telephone number that makes a critical connection between individuals and families in need and the appropriate community-based organizations and government agencies.

The United Way of America Board of Governors establishes the Task Force on Strengthening

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the United Way System to propose a strategic direction and recommend changes to the operating processes and governing mechanisms of the United Way system. Chaired by Jack Little, retired president and CEO of Shell Oil Company and a UWA Board member, the Task Force is comprised of 21 individual volunteer and staff leaders, representing member United Ways, corporations, organized labor and UWA's Board of Governors.

United Way of America launches the United Way State of Caring Index®. The index measures the needs of American and the caring and compassion of the nation, as well as each state. 2001: In January Betty Beene concludes her service as UWA President. UWA Chief Administrative Officer Chris Amundsen is appointed as Interim President.

In the 2000-2001 campaigns, United Way generated a record-breaking $3.91 billion in resources. For the fifth year in a row, campaign growth outpaces inflation.

In response to terrorist attacks at the World Trade Center in New York City, the Pentagon in Washington D.C. and Somerset County, PA, the United Way of New York City and the New York Community Trust establish the September 11th Fund. The purpose of the Fund is to mobilize financial resources to respond to the pressing needs of the victims, their families, and communities affected by the tragedy. Four months after its establishment, donations to the September 11th Fund total more than $425 million.

In December, the preliminary report of the Task Force on Strengthening the United Way System -- Rising to the Challenges -- is presented to UWA's Board of Governors and the United Way system's National Professional Council (NPC). The proposed mission statement, "to improve lives by mobilizing the caring power of communities" and vision statement are adopted by UWA's Board of Governors and strongly endorsed by the NPC. 2002: In January, Brian Gallagher assumes the position of United Way of America president and CEO. A 20-year veteran of United Way, Gallagher was president of the United Way of Central Ohio in Columbus, the 16th largest United Way in the country. Gallagher becomes UWA's fourth president, succeeding Betty Stanley Beene, whom concluded her service to United Way on January 31, 2001. 2003: New Membership Standards for member United Ways that are designed to enhance the level of accountability and transparency in United Way operations are overwhelmingly adopted.

United Way of America launched its what matters.® advertising campaign. what matters.® is an articulation of the commitment United Way has to creating meaningful and tangible impact in communities across America. 2004:

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In response to the devastating hurricanes that ravaged the state of Florida, United Ways throughout Florida led response and recovery efforts by identifying the most serious needs in devastated communities. The Florida 2-1-1 Network responded to thousands of telephone calls directing victims to services such as shelters, food, medical assistance, disaster preparedness and response activities, post-disaster assistance, and recovery information. Local 2-1-1 operators also matched volunteers with opportunities to give help in affected communities.

The tragic tsunami that struck South Asia focused attention on that area of the world. The United Way Coordinated Crisis Response Team worked collaboratively with staff from United Way International, United Way of America, and United Way affiliates in India, Indonesia, Kenya, Malaysia, and Thailand to collectively respond to the Indian Ocean communities impacted by the disasters. 2005: United Way of America updated its Standards of Excellence. First adopted in 1973 and last updated in 1988, the Standards -- which provide a comprehensive description of benchmark standards and best practices -- reflect the organization's strategic shift from its traditional role as a fundraiser to a new mission focused on identifying and addressing the long-term needs of communities.

In conjunction with Civitas and the Ad Council, United Way of America introduced Born Learning, an innovative public engagement campaign designed to provide parents and caregivers with the resources they need to create quality early learning opportunities for young children. 2006: United Way of America and MTV created Storm Corps, an Alternative Spring Break program that invites young people to help United Way rebuild the Gulf Coast after the devastating hurricanes of 2005. Nearly 100 young adults traveled to Biloxi, MS, and Foley, AL, to assist with rebuilding and recovery efforts. 2007: The United Way Financial Stability Partnership™ was introduced. The national initiative will empower low- to moderate-income people to achieve long-term financial stability that leads to independence. United Way annual revenue topped $4 billion for the first time, continuing its status as the nation’s largest charity. 2008: United Way introduced the bold goals for the common good focused on education, income and health, and LIVE UNITED, a new call to action for everyone to become a part of the change.

2009:

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United Way International and United Way of America came together to create what is now United Way Worldwide, the world’s largest, privately funded nonprofit with more than 1,800 United Ways in 41 countries and territories.

2011: United Way Worldwide signed a partnership agreement with the China Charity Federation increasing the reach and ability of the worldwide organization to create opportunities for a better life for all. The organization also launched its U.S. volunteer call to action with the goal of recruiting 1 million readers, tutors and mentors to advance United Way education goals.

2012: United Way celebrates its 125th anniversary and enters into partnership with CNN and CNN international to share the LIVE UNITED message in communities around the world.

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