That All Children Need and Deserve Five Basic Life Tools
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2010-2011 Communities In Schools of San Antonio
Our Belief That all children need and deserve five basic life tools:
A healthy start and a healthy future A personal, one-on-one relationship with a caring adult A safe place to learn and grow A marketable skill to use upon graduation A chance to give back to peers and community
Mission Communities In Schools is the nation's largest dropout prevention organization.
The mission of Communities In Schools is to surround students with a community of support, empowering them to stay in school and achieve in life.
By bringing caring adults into the schools to address children’s unmet needs, Communities In Schools provides the link between educators and the community. The result: teachers are free to teach, and students – many in jeopardy of dropping out – have the opportunity to focus on learning. A Message from the President and CEO
Welcome to the new school year and the beginning of our twenty-fifth year of providing services to the young people of Bexar County. We look back with pride to the many accomplishments of the past and look forward to the future with a renewed sense of commitment as we face the challenges that lie ahead. It is imperative that we continue to use our expertise to offer solutions to the growing range of problems that our young people face in today’s world and bring a renewed sense of dedication and commitment to provide the most innovative programs and caring services. The Employee Handbook is a tool to ensure that your experience with Communities In Schools is a rewarding and positive one. It contains useful information that should guide your interactions with other members of the CIS-SA Team, the students and families we serve and the school personnel at your site. It also outlines the policies the volunteer leaders of our organization, our Board of Directors, have set up to govern how we work together as an organization. Please familiarize yourself with it thoroughly and always know that I, your Supervisor, and the Director of Human Resources are ready to help answer any questions you may have about the handbook or your work assignment. On behalf of the Board of Directors of CIS-SA and myself, we extend to you our hope that you find your experience with our agency to be rewarding, productive and fun. We wish you the very best as you carry out the important mission of CIS-SA in 2010- 2011, helping kids stay in school and prepare for life.
Sincerely,
Nancy A. Reed President and CEO TABLE OF CONTENTS
CIS-SA MISSION & BELIEF STATEMENTS Preface LETTER OF WELCOME Preface
INTRODUCTION 1 Changes in Policy 1.2.1 Employment Relationship 1.3.1 President and CEO 1.4.1
EMPLOYMENT POLICIES 2 Definitions of Employment Status 2.1.1 Equal Opportunity 2.2.1 Employment of Relatives 2.3.1 Employment of Minors 2.4.1 Introduction/ Orientation Period for New Employees 2.5.1 Personnel Records 2.6.1 Release of Information 2.7.1 Background Checks 2.8.1 Hours of Work 2.9.1 Flex Time 2.10.1 Lunch and Break Periods 2.11.1 Resignation & Inactive Termination 2.12.1 Exit Interviews 2.13.1
WAGE AND SALARY POLICIES 3 Your Job Description 3.1.1 Performance Reviews 3.2.1 Promotions, Job Posting and Transfers 3.3.1 General Wage and Salary Policy 3.4.1 Wage or Salary Increase Policy 3.5.1 Overtime Pay 3.6.1 Payroll Deductions 3.7.1 Payday 3.8.1 Pay Advances 3.9.1 Time and Activity Reporting 3.10.1
EMPLOYEE BENEFITS AND SERVICES 4 Employee Benefits and services 4.1.1 Group Insurance 4.2.1 Retirement Plan (Tax Deferred Annuity) 4.3.1 Social Security 4.4.1 State Unemployment Insurance 4.5.1 Workers' Compensation 4.6.1 Vacations 4.7.1 Paid Sick/ Emergency/ Personal Leave 4.8.1 Holidays 4.9.1 Additional Paid Leave 4.10.1 Leave of Absence (including FMLA) 4.11.1 Training & Education Assistance 4.12.1 Job Counseling 4.13.1 Right to Transfer Benefits 4.14.1 Severance Allowance 4.15.1
EMPLOYEE COMMUNICATIONS 5 Official Communications 5.1.1 Suggestions 5.2.1 Open Door & Complaint-Handling 5.3.1 Staff Development & Training 5.4.1 Whistle Blower Policy 5.5.1
EMPLOYEE SAFETY AND HEALTH 6 Employee Safety and Health 6.1.1 Emergencies 6.2.1 Accidents or Injury 6.3.1 Life-Threatening Illnesses 6.4.1 Return to Work 6.5.1 Ropes Related Emergencies 6.6.1
STANDARDS OF CONDUCT & CORRECTIVE ACTION 7 Standards of Conduct and Corrective Actions 7.1.1 Overview & General Rules of Conduct 7.2.1 Disciplinary Action 7.3.1 Policies on School Campuses 7.4.1 Conflict of Interest 7.5.1 Outside Employment 7.6.1 Harassment, Including Sexual Harassment 7.7.1 Attendance Standards 7.8.1 Absence without Notice 7.9.1 Solicitation and Distribution 7.10.1 Alcohol and Drugs 7.11.1 Weapons/ Firearms 7.12.1 Confidentiality 7.13.1 Dress and Personal Appearance 7.14.1 Smoking 7.15.1 Telephone and Technology Use 7.16.1 Political & Religious Activities 7.17.1
PROPERTY & TECHNOLOGY 8 Property and Technology 8.1.1 Protection of CIS-SA Property 8.2.1 Document Retention 8.3.1 Destruction Control 8.3.2
Organizational Charts 9 Staff Chart 9.1.1 Board Chart 9.2.1
Ethical Guidelines 10 Communities In Schools -SA Ethical Guidelines 10.1.1 Dual Relationships 10.2.1 Transporting Clients and Home Visits 10.3.1 Informed Consent and Release of Information 10.4.1 FERPA Requirements 10.5.1 Illegal Activities 10.6.1 Physical Altercations 10.7.1 Lost Student 10.8.1 District vs. CISSA Guidelines 10.9.1 Health and Issues 10.10.1 Logging and Narratives 10.11.1 Staffing Procedures 10.12.1 Senate Bill 1 10.13.1 Background Checks 10.14.1 Interns 10.15.1 Defining a Crisis 10.16.1 Abuse and Neglect 10.17.1 Suicidal Ideation and Intent 10.18.1 Harm to Others 10.19.1 Psychotic Behaviors 10.20.1 Emotional/ Traumatic Events 10.21.1 Under the Influence of Drug/ Alcohol 10.22.1 Pregnancy 10.23.1 Sexually Transmitted Diseases 10.24.1 Runaway (or Threat) 10.25.1 Bullying 10.26.1 Student Homelessness/ Displacement (Involuntary) 10.27.1
Fiscal Policy 11 Fiscal Policy 11.1.1 Procurement Procedures 11.2.1 Travel Policy (Mileage) 11.3.1 Van Procedures 11.4.1 Tax Exempt 11.5.1 Contracts 11.6.1 Fiscal Responsibility 11.7.1
Contract Adherence Statements 12 Statements 12.1.1
Payroll & Holiday Calendar 13 Fall 13.1.1 Spring 13.1.2 SUBJECT INDEX
Absence without Notice 7.9.1 Abuse and Neglect 10.17.1 Accidents or Injury 6.3.1 Additional Paid Leave 4.10.1 Alcohol and Drugs 7.11.1 Attendance Standards 7.8.1 Background Checks 2.8.1 Background Checks 10.14.1 Benefits and services 4.1.1 Board Chart 9.2.1 Bullying 10.26.1 Changes in Policy 1.2.1 BELIEF STATEMENTS Preface MISSION STATEMENT Preface Complaint-Handling 5.3.1 Confidentiality 7.13.1 Conflict of Interest 7.5.1 Contract Adherence Statements 12 Contracts 11.6.1 Corrective Actions 7.1.1 Defining a Crisis 10.16.1 Definitions of Employment Status 2.1.1 Destruction Control 8.3.2 Disciplinary Action 7.3.1 District vs. CISSA Guidelines 10.9.1 Document Retention 8.3.1 Dress and Personal Appearance 7.14.1 Drugs 7.11.1 Dual Relationships 10.2.1 Education Assistance 4.12.1 Emergencies 6.2.1 Emergency Leave 4.8.1 Emotional/ Traumatic Events 10.21.1 Employee Benefits and Services 4 Employee Communications 5 Employee Safety and Health 6 Employee Safety and Health 6.1.1 Employment of Minors 2.4.1 Employment of Relatives 2.3.1 Employment Policies 2 Employment Relationship 1.3.1 Equal Opportunity 2.2.1 Ethical Guidelines 10 Ethical Guidelines 10.1.1 Exit Interviews 2.13.1 Fall Calendar 13.1.1 FERPA Requirements 10.5.1 Firearms 7.12.1 Fiscal Policy 11 Fiscal Policy 11.1.1 Fiscal Responsibility 11.7.1 Flex Time 2.10.1 FMLA 4.11.1 Group Insurance 4.2.1 Harassment, Including Sexual Harassment 7.7.1 Harm to Others 10.19.1 Health and Issues 10.10.1 Holidays 4.9.1 Home Visits 10.3.1 Hours of Work 2.9.1 Illegal Activities 10.6.1 Inactive Termination 2.12.1 Informed Consent and Release of Information 10.4.1 Interns 10.15.1 Introduction 1 Introduction Period for New Employees 2.5.1 Job Counseling 4.13.1 Job Posting 3.3.1 Leave of Absence (including FMLA) 4.11.1 LETTER OF WELCOME Preface Life-Threatening Illnesses 6.4.1 Logging and Narratives 10.11.1 Lost Student 10.8.1 Lunch and Break Periods 2.11.1 Mileage 11.3.1 Official Communications 5.1.1 Open Door & Complaint-Handling 5.3.1 Organizational Charts 9 Orientation Period for New Employees 2.5.1 Outside Employment 7.6.1 Overtime Pay 3.6.1 Overview & General Rules of Conduct 7.2.1 Pay Advances 3.9.1 Payday 3.8.1 Payroll & Holiday Calendar 13 Payroll Deductions 3.7.1 Performance Reviews 3.2.1 Personal Leave 4.8.1 Personnel Records 2.6.1 Physical Altercations 10.7.1 Policies on School Campuses 7.4.1 Political & Religious Activities 7.17.1 Pregnancy 10.23.1 President and CEO 1.4.1 Procurement Procedures 11.2.1 Promotions 3.3.1 Property and Technology 8 Property and Technology 8.1.1 Protection of CIS-SA Property 8.2.1 Psychotic Behaviors 10.20.1 Release of Information 2.7.1 Release of Information 10.4.1 Religious Activities 7.17.1 Resignation 2.12.1 Retirement Plan (Tax Deferred Annuity) 4.3.1 Return to Work 6.5.1 Ropes Related Emergencies 6.6.1 Rules of Conduct 7.2.1 Runaway (or Threat) 10.25.1 Safety and Health 6.1.1 Salary Increase Policy 3.5.1 Salary Policy 3.4.1 School Campuses Policy 7.4.1 Senate Bill 1 10.13.1 SEP Leave 4.8.1 Services 4.1.1 Severance Allowance 4.15.1 Sexual Harassment 7.7.1 Sexually Transmitted Diseases 10.24.1 Sick Leave 4.8.1 Smoking 7.15.1 Social Security 4.4.1 Solicitation and Distribution 7.10.1 Spring Calendar 13.1.2 Staff Chart 9.1.1 Staff Development & Training 5.4.1 Staff Training 5.4.1 Staffing Procedures 10.12.1 Standards of Conduct and Corrective Actions 7 Standards of Conduct and Corrective Actions 7.1.1 State Unemployment Insurance 4.5.1 Statements 12.1.1 Student Homelessness/ Displacement (Involuntary) 10.27.1 Suggestions 5.2.1 Suicidal Ideation and Intent 10.18.1 Tax Exempt 11.5.1 Technology Use 7.16.1 Telephone and Technology Use 7.16.1 Time and Activity Reporting 3.10.1 Training & Education Assistance 4.12.1 Transfer Benefits 4.14.1 Transfers 3.3.1 Transporting Clients and Home Visits 10.3.1 Travel Policy (Mileage) 11.3.1 Under the Influence of Drug/ Alcohol 10.22.1 Vacations 4.7.1 Van Procedures 11.4.1 Wage and Salary Policy 3 Wage Increase Policy 3.5.1 Wage Policy 3.4.1 Weapons/ Firearms 7.12.1 Whistle Blower Policy 5.5.1 Workers' Compensation 4.6.1 Your Job Description 3.1.1 I.
INTRODUCTION
1 1.1.1 Introduction
This handbook has been prepared to introduce you to our agency. It will acquaint you with the policies, rules, pay, and benefits that apply to all employees at Communities In Schools-SA (CIS-SA).
The information contained in this handbook applies to all employees of CIS-SA and officers of the organization. It is presented as a matter of information only and its contents should not be interpreted as a contract between the company and any of its employees.
Please read this handbook carefully and keep it handy for future reference. One of your first responsibilities is to be familiar with its contents. This handbook is only a summary of our policies however, so please review it with your Supervisor or the Director of Human Resources if you have any questions.
Failure to adhere to the policies within this document may result in disciplinary action up to and including immediate termination.
1.1.1 1.2.1 Changes in Policy
Since our business is constantly changing, we expressly reserve the right to change any of our policies, including those covered here, at any time. Normally, we will notify you of these changes by announcement at monthly staff development and in memo form. Changes will be effective on dates determined by the agency and you may not rely on policies that have been superseded. No Supervisor other than the President and CEO of the company has any authority to alter the foregoing. If you are uncertain about any policy or procedure, please check with your Supervisor and/or the Director of Human Resources.
1.2.1 1.3.1 Employment Relationship
Your employment with CIS-SA is "at will" and entered into voluntarily. You are free to resign at any time, for any reason, with or without notice. Similarly, the agency is free to conclude the employment relationship at any time.
1.3.1 1.4.1 President and CEO
The President and CEO (CEO) is our chief operating officer, tasked, under the direction of the Board of Directors, with the responsibility of leading our agency on a daily basis. In the event of a temporary and foreseen leave, the CEO will assign these duties to a member of the Leadership Team (the Directors of the agency) during his/her absence. In such situations, the Acting CEO will have the authority to make any necessary decisions, but only if such action is required prior to the CEO’s return. Under no circumstances will the Acting CEO enter into longstanding agreements or contracts, nor will they hold the authority to make any policy changes without the prior approval of the Executive Committee and/or the Chairperson of the Board.
In the event of an unforeseen or long-term absence of the CEO the Executive Committee and/or Chairperson of the Board will assign an Interim CEO to the position.
* * * * * * * This employee handbook supersedes all previous employee handbooks and management memos that may have been issued on subjects covered herein.
1.4.1 II.
EMPLOYMENT POLICIES
2 2.1.1 Definitions of Employment Status
The following terms will be used to describe the classification of employees and their employment status:
Exempt. Employees whose positions meet specific tests established by the Fair Labor Standards Act (FLSA) and applicable state law and who are exempt from overtime pay requirements (e.g. Case Managers, Directors, Coordinators, Assistant Directors, Project Coordinators, Pre-College Advisors, etc).
Non-exempt. Employees whose positions do not meet FLSA and state exemption tests and who are paid a multiple of their regular rate of pay for hours worked in excess of forty per week (e.g. clerical staff, etc).
Full-time. Employees scheduled to work 40 hours or more per week.
Part-time. Employees scheduled to work less than 40 hours per week. Those employees working fewer than 40 hours per week are ineligible for company benefits.
Introduction Period. New employees with less than 90 days of service.
Regular. Employees who have successfully completed the 90-day orientation period.
Temporary. Employees who are hired for a pre-established period, usually during peak workloads or for vacation relief. They may work a full-time or part-time schedule. They are ineligible for company benefits and holiday pay.
2.1.1 2.2.1 Equal Opportunity
CIS-SA maintains a policy of nondiscrimination with employees and applicants for employment. No aspect of employment with us will be influenced in any manner by race, color, religion, sex, age, national origin, physical or mental disability, sexual preference, marital status, or any other basis prohibited by statute.
In accordance with the 1990 Americans with Disabilities Act, CIS-SA will make any reasonable accommodations, which would enable a qualified individual with a disability to perform their essential job functions and participate in all of the benefits of the workplace.
2.2.1 2.3.1 Employment of Relatives
We have no general prohibition against hiring relatives. However, a few policy restrictions have been established to help prevent problems of safety, security, supervision, discrimination and morale. While we will accept and consider applications for employment from relatives, close family members such as parents, grandparents, children, spouses, brothers and sisters, or in-laws will not be hired or transferred into positions where they directly or indirectly supervise or are supervised by another close family member. Relatives generally will not be placed in positions where they work with or have access to sensitive information regarding a close family member or if there is an actual or apparent conflict of interest. Individuals closely related to the Board of Directors or President and CEO may not be employed by the agency.
2.3.1 2.4.1 Employment of Minors
Generally, regular employees must be 18 years of age or older.
2.4.1 2.5.1 Introduction Period for New Employees
The introduction period for new employees is set at 90 days from the date of hire, unless extended by Supervisor in response to unsatisfactory performance. During this time, you have your first opportunity to evaluate our agency as a place to work, and management has the first opportunity to evaluate you as an employee. As during your regular employment, you and the company each have the right to terminate employment without advance notice and without cause.
The introduction period involves frequent evaluation of performance. Upon satisfactory completion of the introduction period and Performance Review, you will become a regular employee (maximum time allowed for the satisfactory completion of this period is 150 days; failure to do so may result in termination). All employees, regardless of classification, status or length of service, are expected to meet and maintain company standards for job performance and behavior.
2.5.1 2.6.1 Personnel Records
Important events in each employee's history will be recorded and kept in the employee's personnel file. Regular Performance Reviews, change of status records, commendations, corrective action warnings and educational attainment records are examples of records maintained.
Your personnel file is available for your inspection. Contact your Supervisor or the Director of Human Resources to make an appointment. You are responsible for notifying the Director of Human Resources of changes in address, telephone number, and/or family status (births, marriage, death, divorce, legal separation, etc.), as income tax status and group insurance may be affected by these changes. This responsibility includes employees on lay-off status and leaves of absence.
Your file will also contain a general documentation of events. This would include but is not limited to events occurring at your worksite as well as outside issues such as licensures/ certifications, training, new degrees, legal issues, etc. It is our goal to note anything related to your professional credentials or your ability to perform your assigned job duties.
2.6.1 2.7.1 Release of Information
Except for records and information that we are required to provide by law, no information about you will be released unless there is a signed authorization from you on file.
2.7.1 2.8.1 Background Checks
At the time of hire/ service each employee, parent volunteer, mentor, tutor, intern, community volunteer, and board member is expected to complete a disclosure and verification of criminal history form. This form will result in a criminal background check being run through the Texas Department of Public Safety to further verify the information provided regarding both arrest and conviction records. These background checks must be renewed each year prior to beginning service (including all staff / board members and returning volunteers).
Due to State law, staff hired on or after January 1, 2008 will be required to undergo a fingerprint based criminal background check run through the Texas Department of Public Safety.
As a result of the background check, any employee or volunteer who is found to have provided false or misleading information on the disclosure form may be terminated. Further, any employee who is alleged to have committed abuse or neglect or exploitation; or an offense against the person, an offense against the family, or an offense involving public indecency under the Texas Penal Code; or an offense under the Texas Controlled Substances Act will be removed from direct client contact. If it is determined that the employee has not committed such offenses the employee may again be assigned to direct client contact. If the employee is found to have committed any of the offenses listed in this paragraph, the employee shall not be reassigned to duties involving any direct contact with clients. Should any employee be arrested (for any reason) during their employment, they must report the incident to the Director of Human Resources in writing within two work days of the incident. Failure to do so may result in disciplinary action up to and including termination.
Each employee will be subject to a motor vehicle record check. Volunteers will undergo such a check only if it is requested by the Supervisor and deemed necessary. Driving is a regular and necessary function for CIS- SA staff, and might be asked of a volunteer. However, an individual is only authorized to do so if they have an acceptable driving record. As required by contractual obligations, this information regarding the employees’ criminal and driving records may be released to authorities within the contracting agencies. This process will be repeated on a yearly bases, solely as a means to promote the safety and well being of our clients and will not consider financial credit records.
There are only two main exceptions to the requirement for a criminal background check as it applies to volunteers: 1. Special event volunteers that have no contact with children. Examples of this might be volunteers for Stuff the Bus or UW Days of Caring weekend or non-school site projects. 2. Volunteers that are only coming onto a campus for a one time event to “present” to students (no “one-on-one” contact with students). One example of this might be a career day presenter or a performer.
Some districts or individual schools have more stringent guidelines in terms of who must receive a background check. In these cases CIS-SA must adhere to the stricter guidelines as required by the campus/ district.
2.8.1 2.8.2
Beyond the limitations listed above, the following are guidelines used to approve or deny staff, volunteer, or internship placements that will result in direct contact with students:
Criminal :
An employee must not have received a Conviction, Deferred Adjudication, and/ or Arrest (pending prosecution) of any of the following offenses:
Criminal activity against a child, school personnel, family Texas Penal Code TITLE 5. OFFENSES AGAINST A PERSON Chapter 19.Criminal Homicide: Murder, Capital Murder, Manslaughter, Chapter 20.Kidnapping and Unlawful Restraint: Kidnapping, Aggravated Kidnapping and Unlawful Transport Chapter 20 A. Trafficking of Persons: Trafficking of Person. TITLE 6. OFFENSES AGAINST THE FAMILY Chapter 25. Offenses Against the Family: Bigamy, Prohibited Sexual Conduct, Interference with Child Custody, Agreement to Abduct from Custody, Enticing a Child, Criminal Nonsupport, Harboring a Runaway Child, Violation of a Protective Order or Magistrates Order, Violation of Protective Order Preventing Offense Caused by Bias or Prejudice, Sale or Purchase of a Child, Advertising for Placement of a Child, Interference with Rights of Guardian of the Person.
Violence offense Texas Penal Code TITLE 5. OFFENSES AGAINST A PERSON Chapter 22. Assaultive Offenses: Assault, Sexual Assault, Coercing, Soliciting, or Inducing Gang Membership, Aggravated Sexual Assault, Injury to a Child, Elderly Individual, or Disable Individual, Abandoning or Endangering a Child, Deadly Conduct, Consent as Defense to Assaultive Conduct, Terroristic Threat, Aiding Suicide, Tampering with Consumer Product, Leaving a Child in a Vehicle, Harassment By Persons in Certain Correctional Facilities.
Sexual offenses Texas Penal Code TITLE 5. OFFENSES AGAINST A PERSON Chapter 21. Sexual Offenses: Public Lewdness, Indecent Exposure, Indecency with a child, Improper Relationship with a Child, Improper Relationship between Educator and Student, Improper Photography or Visual Recording. TITLE 9. OFFENSES INVOLVING PUBLIC INDECENY Chapter 43. OFFENSES INVOLVING PUBLIC INDECENY: Public Indecency
2.8.2 2.8.3
No criminal activity within the last year
No Felony convictions
No Capital conviction
Criminal activity related to illegal use of controlled substances within the last 10 years
DWI or DUI – not more than one and none within the last five years
Class C misdemeanor – not more than four, and not more than one in the last five years
Class B misdemeanor – not more than four, and none in the last five years
Class A misdemeanor – not more than one, none within the last ten years Communities In Schools of SA may discharge an employee if the program obtains information of an employee’s conviction of Moral Turpitude. Moral Turpitude Denotes: “Shameful Wickedness” - so extreme a departure from ordinary standards of honest, morals, justice or ethics as to be shocking to the moral sense of the community. It has also been defined as an act of baseness, vileness, or depravity in the private and social duties which one person owes to another or to society in general, contrary to the accepted and customary rule of right and duty between people.
Motor Vehicle:
May not have more than one at-fault accident in the last two years
May not have any major conviction within the last five years (i.e. DWI, DUI, Hit and Run, vehicular manslaughter, driving with suspended/revoked license, possession of an open container while driving, reckless driving, racing on public highway, attempting to elude police)
Not more than three minor convictions in the last three years and not more than one in the last year (i.e. minor convictions are defines as any traffic related conviction other than those defined as major)
2.8.3 2.9.1 Hours of Work
Our normal workweek consists of forty hours, worked eight hours per day for five consecutive days. Individual employees may alter their workweek (flex hours) with prior agreement from their Supervisor. The workweek begins on Sunday morning and ends the following Saturday evening.
From time to time, your Supervisor may need to change your schedule to address various needs. This may require Exempt employees to work over 40 hours per week. Notice will be given as far in advance as possible. Under no circumstances may an employee wave their rights under the Fair Wage and Labor Law guidelines, nor will any non-exempt employee work more than 40 hours in any one weekly period, without the prior written approval by the direct Supervisor.
Part-time staff will have their scheduled hours noted on their Change Status Form. Any variation in these hours must be approved their supervisor. Going over the prescribed number hours in any one week without supervisor approval will be seen as an unauthorized expenditure of agency funds, and will be grounds for disciplinary action up to and including termination.
2.9.1 2.10.1 Flex Time
While the Agency may wish to reward employees for efforts above and beyond the call of duty by giving them time off, in no case should the time be accumulated for some future date or taken hour for hour—this would be considered “comp time.” If such comp time is granted, the nonprofit is considered by the Department of Labor to be treating the exempt employee as if he or she were an hourly employee, thereby making the Agency potentially liable for past overtime payments.
Although overtime is inevitably a part of most exempt positions, an individual may flex their hours on occasion. Flexing hours is simply a temporary modification of an employee’s schedule to accommodate unusual situations and must have prior supervisor approval. The approval for flexing hours should not be seen as an automatic expectation, but rather something approved by the supervisor under extenuating circumstances. The excess hours and the flexed hours must fall in the same work week.
In some instances a supervisor may feel that a particular employee deserves to be rewarded, through time off, for work above and beyond their typical duties. In these cases the supervisor may grant the employee “administrative leave” that is not counted against their SEP or VAC time. This time should in no way be documented or seen as a direct compensation for overtime worked.
When recording this “administrative leave” on a timesheet, an employee should leave the hours blank. The supervisor should then write in the blank “administrative time granted by supervisor.”
2.10.1 2.11.1 Lunch and Break Periods
Field employees receive a half-hour lunch period. Because of the nature of our work in the schools, each Supervisor will establish guidelines for lunch periods. On occasion staff members will be expected to be available for student conferences during lunch periods. On those occasions the employee's lunch break will be adjusted as necessary. Employees may take a fifteen-minute break, as work allows, in the morning and in the afternoon. Due to differences in responsibilities and duty hours, Central Office staff will receive one hour for lunch. 2.11.1 2.12.1 Resignation & Inactive Termination
If you decide to leave CIS-SA, you are expected to notify your direct Supervisor, in writing, at least two weeks prior to your date of departure to allow an orderly transition. This process includes turning in company property, completing required forms, obtaining appropriate clearances, and having an exit interview. Non-emergency leave (SEP or Vacation) may NOT be used as part of your appropriate required notice. Failure to comply with this will be noted in the employees file, may be reflected in future references, and may jeopardize the resigning employee’s ability to receive vacation pay.
Required notice of resignation: To leave in good standing a two week notice must be given. Vacation and non-emergency SEP leave may NOT be used as part of your appropriate required notice. If an employee with more than one year of continual service with CIS-SA leaves the agency in good standing (voluntary resignation, not under probation, with appropriate required notice, all files and documents up-to-date, and all CIS-SA property turned in to Supervisor) they will be eligible for accrued and unused vacation pay in the following amounts: 2 weeks notice – up to 40 hours 4 weeks notice and 1-4 years continuous service -- up to 80 hours 4 weeks notice and 5-9 continuous service -- up to 120 hours 4 weeks notice and at least 10 years continuous service -- up to 160 hours
The CEO must give 90 days notice of resignation and will be eligible for all accrued and unused vacation pay.
Steps to a positive resignation: 1. Resignation letter to supervisor and copied to the Director of Human resources (at least two weeks prior to your last day). 2. Schedule exit interview with the Director of Human Resources (suggested—one week prior to final day). 3. Complete employee section of Termination form 4. Complete COBRA form 5. Schedule for file review (suggested—one week prior to final day). 6. Have Accounting Office sign Termination form. 7. Have supervisor sign Termination form after review of current work and files
Following these steps will go a long way towards you being classified as “Leaving in Good Standing”. This classification is typically one of the questions future employers have when verifying past employment. It also establishes that you are “Eligible for Rehire” should you ever decide to re-apply with CIS-SA. Once an employee has given notice of resignation, CIS-SA may accelerate the termination date. This is typically done in response to budgetary and scheduling issues. Decisions related to “good standing” and vacation pay will be based on the employee’s requested final date rather than the accelerated date. If it is determined that CIS-SA wishes to accelerate the termination, the employee will be notified of the decision within three business days of the resignation letter being received by the Human Resources Department.
An employee that does not have payable hours for one calendar year will be automatically terminated as an inactive employee. 2.12.1 2.13.1 Exit Interviews
In most cases, when you leave the company, you will have an exit interview. These are normally conducted by the Director or Human Resources, but may also be conducted by the President and CEO, the direct Supervisor, or a designated representative. This will take place on/or before your last day. This exit interview documents the reasons you are leaving, informs you of your rights, and solicits constructive feedback to improve our agency.
Your participation in this exit interview will be considered when classifying your leaving the agency in “good standing.”
2.13.1 III.
WAGE AND SALARY POLICIES
3 3.1.1 Your Job Description
Job descriptions aid management in staffing, wage and salary administration, and training. Job descriptions also help employees and Supervisors communicate about job responsibilities. However, job descriptions are not fixed by policy; they are only guidelines and can be modified over time. From time to time, employees are expected to perform duties and handle responsibilities that are not part of their normal job. If, over time, the new duties and responsibilities remain a significant part of the assignment, the job description may be adjusted.
Your Supervisor or the Director of Human Resources can provide you with copies of the current job descriptions. 3.1.1 3.2.1 Performance Reviews
Normally, you will receive a Performance Review from your Supervisor at the close of the program year, covering a period from August 1 to July 31. This review is due to Human Resources by September 3 with an effective date of August 20. This review procedure allows your Supervisor to discuss your overall performance, summarize both formal and informal performance discussions held throughout the review period, and establish goals for the upcoming program year. It will review your strengths and also point out ways to improve your performance. At the time of any job change that results in a pay increase a review will be conducted, the results of which will be incorporated into your end of year review. The Review process should begin 30 days prior to the actual due date to ensure that any pay increases are started appropriately. Due to The State’s prohibition against retroactive pay increases, it is imperative that an employee not evaluated in a timely manner, notify the Director of Human Resources in writing. You will receive copies of the current evaluation forms from your Supervisor at the times of review. At any time you may request copies of past reviews through the Director of Human Resources.
At the conclusion of any internship placement, the direct site Supervisor is expected to conduct a performance review of the individual. This will provide valuable feedback to the intern for future professional development. Additionally, this information may be shared with the placing University for quality assurances, and CIS-SA leadership when considering these individuals for future employment.
3.2.1 3.3.1 Promotions, Job Postings and Transfers
We have a policy of promoting from within whenever practical to fill open positions. We strive to promote the most capable and experienced individual, based on demonstrated ability to assume greater responsibility. We may need to recruit and hire outside the organization to attract the most qualified individual for a particular opening. Therefore, we will post all current job openings, through the CIS-SA website, e-mails, and may notify outside recruiting sources such as TWC or the classified section of selected publications. All positions will be posted a minimum of one week.
Prior to filling any position, advance notice will be given through the management team and posted at the central office. An exception to this policy will be instances of promotions or lateral transfers of existing staff, approved by the President and CEO. Periodically the agency may be required to move staff based on the best interest of the students, families and schools. Staff may also make requests for lateral transfers. However, the agency will generally deny such a request if the staff has less than one year tenure or if it is mid school year.
3.3.1 3.4.1 General Wage and Salary Policy
We strive to pay salaries at CIS of SA that are competitive with those in our community and other similar agencies, recognizing individual effort and contributions to our success.
Our wage and salary plan classifies each position based on: Knowledge and ability requirements (i.e. education & experience) Variety and scope of responsibilities Physical and mental demands
Established wage or salary ranges normally are reviewed once a year and adjusted as necessary. If you are interested in knowing the wage or salary range for your position, ask your Supervisor or the Director of Human Resources.
3.4.1 3.5.1 Wage or Salary Increase Policy
All salary increases are tied to promotions and available funding. All Employees will have their performance reviewed on an annual basis for the previous program year, with an effective date of August 20.
Annual Reviews:
“EE” = Reflects the ability of an individual to consistently perform at the “FS” level in the majority of their areas of responsibility—never falling below “S.” This is only an overall rating and never given for any singular area of responsibility.
“FS” = Performance consistently meets expectations fully, and at times exceeds expectations. In regards to specific requirements (i.e. numbers) “FS” reflects numbers being met well in advance of prescribed deadlines and/or significantly higher than expected numbers obtained.
“S” = Performance is beyond the “minimum” requirements and the performance is therefore considered successful. All numbers were met prior to prescribed deadlines.
“A” = Performance does not fully meet expectations, but is acceptable. In regards to specific requirements (i.e. numbers) “A” reflects the minimum numbers were met by prescribed deadlines.
“U” = Performance significantly below expectations and therefore unsatisfactory. In regards to specific requirements (i.e. numbers) “U” reflects an inability to meet minimum numbers by prescribed deadlines.
There may be times, as funding permits, where adjustments to the salary scales will be made due to cost of living and job market considerations. Such increases will be funding and position specific and may not necessarily affect the entire agency. All salary increases are dependant on current funding; the agency has a responsibility to be fiscally responsible and may therefore delay or deny increases based on availability of monies to cover such increases.
Case Manager / PreCollege Advisor
CM/PCA I BA $31,500/ yr CM/PCA II BA+3 yrs experience or MA $36,750/ yr CM/PCA III MA+2 $42,000/ yr CM/PCA IV MA+4 $47,250/ yr
In addition to regular job duties levels III and IV will be required to provide on-the-job training for new staff, supervise college interns and serve on at least one agency or community committee. Level IV would also be required to serve on our management-crisis team.
3.5.1 3.5.2 Eligibility Only employees with six months or more consecutive tenure with CIS-SA will be eligible for a promotion based pay increase. Pay increases will be influenced by a Performance Review. . To be eligible to increase from CM/PCA I to a CM/PCA II: o 3yrs experience (not necessarily with CIS-SA) o FS in last evaluation and at least FS in the two previous evaluations (if the employee has this much tenure with CIS-SA)
. To be eligible to apply for CM/PCA III or CM/PCA IV: o EE in last evaluation and at least FS in the two previous evaluations (if the employee has this much tenure with CIS-SA) o served on at least one institutional or community committee
. Under most circumstances if no-one is eligible or appropriate for a CM/PCA II promotion, an outside hire can be brought on as a CM/PCA I and receive a performance review at 6 months -- if FS performance, then they receive the promotion to CM/PCA II
. Under most circumstances if no-one is eligible or appropriate for a CM/PCA III promotion, an outside hire would be brought on as a CM/PCA II and receive a performance review at 6 months -- if FS performance, then they receive the promotion to CM/PCA III
. CM/PCA III would be the maximum level position to be filled by an outside candidate
. Contractual obligations may result in exceptions to the guidelines regarding the hiring of outside candidates for positions higher than a CMI.
3.5.2 3.6.1 Overtime Pay
Non-exempt employees are eligible for overtime pay, and our intent is to compensate overtime, in accordance with federal and state law, for all hours beyond 40 in any given workweek. However, everyone should understand that our budget does not allow for overtime pay. Therefore, overtime among our non-exempt employees is prohibited unless prior authorization is given by the Supervisor. Without prior approval it will be deemed an inappropriate expenditure of agency funds and grounds for disciplinary action. Each Supervisor should insure that work is planned and conducted during the regular workweek.
Flexing ones hours within the same workweek (with prior supervisor approval) may be an acceptable means of avoiding overtime for non-exempt employees.
Although “exempt” from overtime pay, exempt employees may also flex their hours on occasion with the prior approval of their supervisor. Flexing hours is simply a temporary modification of an employee’s schedule to accommodate unusual situations. Under most circumstances it is expected that the excess hours and the flexed hours fall in the same work week. However, in cases that this can not reasonably be done in the same week, the flex hours must be taken within the two weeks prior or the two weeks following the overtime.
3.6.1 3.7.1 Payroll Deductions
Various payroll deductions are made each payday to comply with the requests of the employee, along with federal and state laws pertaining to taxes and insurance.
Deductions will be made for the following:
Federal Income Tax Withholding Social Security (FICA) Garnishments/Wage Attachments (as ordered and allowable by law)
Other deductions may be authorized by the employee: Medical Insurance Dental Insurance Life Insurance Charitable Contributions Tax Deferred Annuity
At the end of each calendar year, you will be supplied with your Wage and Tax Statement (W-2) form. This statement summarizes your income and deductions for the year. If you have any questions regarding these deductions, please contact the Director of Human Resources. 3.7.1 3.8.1 Payday
For all employees the standard workweek is five (5) days and forty (40) hours. All employees are paid through Direct Deposit: Exempt employees are paid once a month; non-exempt twice per month. A payroll calendar outlining due dates for timesheets and paydays is provided in Appendix F of this handbook and is available through the Director of Human Resources.
Pay is deposited in your account on the days designated on the payroll calendar. Payment through Direct Deposit is required for employment. To avoid delays in receiving pay through Direct Deposit, any changes (account numbers, banks, names, etc.) should be coordinated with Human Resources and the Accounting Department:
Pay for salaried employees will be prorated in the following cases: first and last paychecks (that do not represent full pay periods worked), and requests for leave without pay. The pay in such cases is determined by the following formula:
(Monthly salary x 12) / 2080 = Hourly hourly rate x hours worked = pay
If an error in a paycheck is noticed, the employee must notify their Supervisor immediately. Changes to a paycheck may occur as follows:
Incorrect data (name, address, social security number, etc.) may be corrected by completing a Change of Status form. The correction will appear in the pay period following the submittal of the Change of Status form.
Incorrect pay amount may be corrected by notifying the direct Supervisor in writing with any supporting documentation. The Supervisor is required to notify the Accounting Department immediately, which will correct any error by the close of the following business day.
If an employee legally changes their name (change reflected on their Social Security Card) they must notify the Director of Human Resources of the change within 30 days.
3.8.1 3.9.1 Pay Advances
Pay Advances must be requested through your immediate Supervisor and may be granted at the discretion of the President and CEO. The request will only be considered in cases of extreme emergency or personal hardship. These advances are always considered early payments for future work performed by an employee and are not to be considered a loan made to the employee by the company. Therefore, all impacts must be considered before requesting a pay advance.
* After two requests, a $15 fee may be charged.
3.9.1 3.10.1 TIME AND ACTIVITY REPORTING
Because CIS-SA employees are paid by governmental funds, all charges to salaries and wages must be supported by Time and Activity Reports as prescribed in the Code of Federal Regulations, 2 CFR230, Appendix B, subparagraph 8.m (2) which states in part: (a) The report must reflect an after-the-fact determination of the actual activity of the employee. (b) The report must account for the total activity for which the employee is compensated and which is required in fulfillment of their obligations to the organization. (c) The report must be signed by the individual employee, and by a responsible supervisory official having first hand knowledge of the activities performed by the employee, that the distribution of activity represents a reasonable estimate of the actual work performed by the employee during the period covered by the report. (d) The report must be prepared at least monthly and must coincide with one or more pay periods.
In order in order to comply with the Federal Regulations, activity reporting will be documented on the employees Timesheet by classifying all daily hours as relating to one of three functional activities in accordance with Financial Accounting Standards Board pronouncement FASB 117; Program Services (code PS), Supporting & Administrative Activities (code MGT), or Fundraising (code FR).
See the following example:
PS - Program services are any and all activities that result in goods and/or services being provided to students and/or their families that fulfill the mission for which CISSA exists. These services do not need to be direct client services.
The majority of time for site staff (Case Managers, Pre-College Advisors, 21CCLC Site Coordinators, etc) will naturally be related to Program Services. This would also hold true for Central office staff directly linked to “Programs” (TRIO and At-Risk). This would include but is not limited to direct services, planning, data entry, volunteer coordination/ supervision, consultation…
FR - Fund-raising activities include publicizing and conducting fund-raising campaigns; maintaining donor mailing lists; conducting special fund-raising events; preparing and distributing fund-raising manuals, instructions, and other materials; and conducting other activities involved with soliciting contributions from individuals, foundations, government agencies and others.
Most staff will have some “FR” hours throughout the year, including hours worked in conjunction with our annual Stuff the Bus school supply drive or when Case Managers solicit donations from neighborhood business around their site.
MGT - Management and general activities include administrative oversight, business management, general recordkeeping, budgeting, financing, and management/ administration. It is important that this only be used when the activity doesn’t have a direct link in supporting program services or fund-raising. Staff will have MGT hours when they attend management meetings, clinical supervision, staff development, or when they are performing activities that do not directly support program services or fund-raising.
The majority of time of Central Office Staff will naturally be related to management activities and these staff will therefore have much more “MGT” recorded than field staff. The exception to this would be the Central Office staff in departments directly linked to “Programs” (TRIO or At-Risk). 3.10.1 3.10.2
KAZEN, MELISSA A (1259) Selected Pay-Period: 06/20/2010 - 06/26/2010 (Current Period) Name: Clock: Web TimeSheet (WEB01) Badge#:
Day: WED (06/23) Department:
Punch: OUT DAY 17 00 Comment: MGT 8.00/FR.25 3PS/2FR/4.25MGT :
< Cancel Update Punch > 25013822 Delete this punch entry
*NOTE - Only the days on or after 06/13/2010 can be edited
06/20/2010 -06/26/2010(CurrentPeriod) Select > [ Add Single Punch ] [ Add Hours ] Date PayCode IN Dept OUT IN Dept OUT Hours Dollars * ! delete SUN (06/20)
MON (06/21) 08:15 AM 12:37 PM 01:07 PM 05:00 PM 8.25 delete TUE (06/22) 07:05 AM 12:40 PM 01:15 PM 05:10 PM 9.75 delete WED (06/23) 07:20 AM 12:20 PM 12:50 PM 05:00 PM 9.25 * delete THU (06/24) 07:34 AM ?? delete FRI (06/25) SAT (06/26)
Week Totals: 27.25 0.00
1. On the last punch out of each day, record in the comment field of your timesheet the number of hours you spent on each functional activity using the appropriate code, PS, MGT, and FR. The number of hours reported in the Comment field must be the same as the number of hours worked for the day.
2. Hours must be separated by a forward slash “/”.
3. You may add additional comments to the field to further define your activities, but the field is limited to 50 characters, including spaces.
To assist you in categorizing your activities, following is a general guideline of what type of activities fall into each category. This is by no means an exhaustive list that covers ALL possible activities at a site. All employees will be required to use their best judgment when classifying their time.
3.10.2 IV.
EMPLOYEE BENEFITS AND SERVICES
4 4.1.1 Employee Benefits and Services
CIS-SA strives to provide a competitive package of employee benefit programs for its eligible employees. Complete and official details of insurance and payroll plans are available through the Director of Human Resources. The descriptions in this handbook are only brief summaries for your general information. Please contact your Director of Human Resources for more details.
The existence of these employee benefits and plans, in and of themselves, does not signify that an employee will be employed for the requisite time necessary to qualify for these benefits and plans.
4.1.1 4.2.1 Group Insurance
The company makes available and pays 100% of the cost of a health, dental, vision, life, and disability insurance program for regular, full-time employees. Their dependents and /or additional insurance coverage may be added at the request and expense of the employee (payments will be deducted directly from pay on a pre-tax basis [IRS 125] if possible). Benefits become effective on the first day of the month following 90 continuous days of employment. If the employee is transferred from part-time to full-time and their part-time employment had been greater than six (6) months immediately preceding the full-time employment, the waiting period will be waived.
If you are declining enrollment for yourself or your dependents (including your spouse) because of other health insurance coverage, you may in the future be able to enroll yourself or your dependents in this plan, provided that you request enrollment within 30 days after your other coverage ends. In addition, if you have new dependents as a result of marriage, birth, adoption, or placement for adoption, you may be able to enroll yourself and your dependents, provided that you request enrollment within 30 days after the qualifying event.
Employees taking leave without pay for periods greater than four consecutive weeks will be financially responsible for 100% of their insurance premium costs during that leave (unless covered under the Family leave Act, in which case the agency will continue standard coverage for the employee).
For more details and official terms of these plans, contact the Director of Human Resources.
4.2.1 4.3.1 Retirement Plan (Tax Deferred Annuity)
All employees are eligible to participate in the tax deferred retirement plan (403(b)) immediately upon hire. These plans are voluntary with potential matching available for full-time staff once specific tenure levels are reached. While these plans have important savings and tax advantages, other aspects require careful consideration. Read the special booklet describing the plan in detail and consult the Director of Human Resources if you have any questions.
4.3.1 4.4.1 Social Security
All employees are covered by the Federal Social Security Act. A required percentage of your salary is deducted from your paycheck to pay the employee's portion of this protection. The plan is designed for your future security and that of your dependents and provides for retirement, disability, death, survivor and Medicare benefits. 4.4.1 4.5.1 State Unemployment Insurance
This program is funded entirely by employers in this state. The program provides weekly benefits if you become unemployed through no fault of your own or due to circumstances described in the law.
4.5.1 4.6.1 Workers' Compensation
The company carries insurance to cover the cost of work-incurred injury or illness. Benefits help pay for your medical treatment and part of any income you may lose while recovering. Benefits are prescribed by law and dependent upon the circumstances of the specific case. To be assured of maximum coverage, work-related accidents must be reported immediately to your Supervisor and the Director of Human Resources, who will file a timely claim.
All injuries incurred on the job must be reported to the Supervisor IMMEDIATELY. An employee injured on the job will be paid through the end of the workday in which the injury took place. An injured employee who is hospitalized on the day of the injury receives no further wages, but may receive accrued sick leave and/ or benefits through workers compensation. CIS-SA or its insurance carrier shall be responsible for the payment of Workers Compensation benefits when the injury is the result of any activity that is a reasonable expectancy or is required by the company.
CIS-SA and its insurance carrier shall not be responsible for the payment of Workers Compensation benefits for any injury that arises out of an employee's voluntary participation in any activity which is not part of the employee’s work-related duties. CIS-SA will pay the first week of lost time under a legitimate Workers Compensation claim to ensure that our employees do not suffer a financial loss.
4.6.1 4.7.1 Vacations
Our vacation plan is designed to provide regular full-time employees with the opportunity to rest and get away from the everyday routine. Annual vacation leave is not accrued during the first 90 days of service. However, upon the successful completion of the 90-day introduction period employees are awarded twenty-one (21) hours of vacation time. In addition to the twenty-one (21) hours granted at the completion of the introductory period, if you are a regular full-time employee, you accrue annual vacation at the following rates:
Three months to four years continuous service 7 hours per month After five years continuous service 10 hours per month After ten years continuous service 13.5 hours per month
You may accumulate up to a maximum of four weeks vacation (160 hours), at which time your accumulation will freeze until time is taken or moved to SEP. Employees are only eligible to take vacation leave if approved by their Supervisor or if it is deemed in the best interest of the agency.
Vacations must be scheduled and are granted at the discretion of the employee's Supervisor. To satisfy your preferences as well as meet the staffing needs of the department, discuss your vacation plans well in advance with your Supervisor. At least a two week notice is required when requesting vacation leave. Because one to one contact with the students is the core of the CIS-SA program, vacation leave among field staff is strongly discouraged during the school year. Staff are encouraged to schedule their vacation leave during the period between the summer program and the annual Stuff the Bus event. There are certain mandatory attendance days throughout the year in which the supervisor will not approve non- emergency leave (see calendar in back of this handbook for a listing of these days such as Stuff the Bus, Staff Development…). However, at the discretion of the supervisor, a request for a waiver of this policy may be requested from the CEO.
An employee may move accrued vacation leave over to SEP time only if a request in writing is presented to the Director of Human Resources (SEP time may not be moved to Vacation time). If vacation time is available but an employee’s SEP time is in the negative, the agency will automatically move enough vacation leave to cover the SEP deficiency.
During all leaves greater than four weeks Vacation time will not be accrued. In such cases a prorating of leave accrued during a normal pay period may be necessary for weeks taken beyond the initial four. All accrued Vacation time must be exhausted before leave without pay can be taken.
The agency may also offer the option to sell back vacation time to accommodate payroll changes. The nature and restrictions of these options will be governed by the agency; limiting time periods and amounts of time available for buy-backs.
If an employee with more than one year of continual service with CIS-SA leaves the agency in good standing (voluntary resignation, not under probation, with appropriate required notice, all files and documents up-to- date, and all CIS-SA property turned in to Supervisor) they will be eligible for accrued vacation pay (not to exceed 40 hours). This vacation pay will be processed at the end of the month payroll following the employees final pay check. Vacation leave may NOT be used as part of your appropriate required notice. If employment ceases due to the employee’s death, all accrued and unused vacation time will be paid to their estate.
If an employee chooses to transfer from full to part time for more than three consecutive months, all accrued vacation leave will be forfeited. If the transfer to part time is medically necessary the employee may retain these vacation hours, but will not continue to accrue additional time.
*** please see “Holidays” section for related leave issues 4.7.1 4.8.1 Paid Sick/ Emergency/ Personal Leave (SEP)
Sick/ Emergency/ Personal Leave (SEP) pay is not available during the first 90 days of service. However, upon completion of the 90 day introduction period, employees are awarded twenty one (21) hours of SEP leave. Regular employees accrue this leave at a rate of nine (9) hours per month of service up to a maximum of five hundred (500) hours. There is no cash reimbursement for unused SEP leave. SEP leave is granted with the approval of the employee's Supervisor. Employees taking extended SEP leave will not be required to use accrued time during periods that would normally be considered a holiday.
The use of SEP time in conjunction with vacation leave is limited to three days.
We encourage employees to accumulate this leave so it is available to help in the event of a long illness or family emergency. It should not be viewed or taken as additional vacation leave. However, we also encourage parents to utilize this time to become involved in their child's education (attending school events, field trips, parent conferences.). Generally taking more than three consecutive, non-emergency, SEP days will not be approved.
For the health and safety of the employee, coworkers, and the agency in general, any employee out for five (5) or more consecutive days due to illness or injury must provide a physician’s release to return to work.
During all leaves greater than four weeks SEP time will continue to accrue, but will not be available towards that particular extended leave. In such cases a prorating of leave accrued during a normal pay period may be necessary for weeks taken beyond the initial four.
If you leave the company, you will not be paid for unused SEP time. If an employee chooses to transfer from full to part time for more than three consecutive months, the employee may retain their SEP hours, but will not continue to accrue additional time.
All accrued SEP time must be exhausted before leave without pay can be taken.
*** please see “Holidays” section for related leave issues 4.8.1 4.9.1 Holidays
Full-time employees are eligible for holiday pay (to include holidays during the initial introductory period). Eligible employees will observe the school district staff holidays observed by the district in which their office is located (not to be confused with: student only holidays or staff development days). Exceptions to this are the inter-sessions and summer breaks; staff will be expected to utilize this time to provide enrichment and educational activities for the students, and/or complete administrative duties as assigned. Due to the variance in school district calendars, Central Office staff will be asked to schedule their Spring Break week with their Supervisor; ensuring that the office remains open.
If an employee is requested, by their Supervisor, to work on a CIS-SA holiday due to unusual workloads, an alternate day off (within that same pay period for exempt, and within the same week for non-exempt) may be allowed in lieu of taking that holiday. If an exempt employee fails to reschedule this day within the same period, this time off will be forfeited. If a non-exempt salaried employee fails to reschedule this day within the same week, overtime pay will be provided at 1.5 times that of their normal hourly rate. All overtime subject to overtime pay must have prior approval by the President and CEO, or it will be deemed an inappropriate expenditure of agency funds and grounds for disciplinary action. Employees may not elect financial compensation in lieu of taking time off for a holiday.
If an exempt employee is remiss in their duties, it may be necessary to work during holidays and weekends. In such cases, it will be considered the responsibility of the employee to make appropriate arrangements to complete their work before taking advantage of this holiday benefit. Repositioned employees are requested to honor CIS-SA holidays in lieu of designated agency holidays when these days affect times in which students will be in attendance.
If an employee chooses to transfer from full to part time for more than three consecutive months, regardless of the reason, the employee will no longer be eligible for holiday pay until full time employment is regained.
Holiday pay will be granted for holidays that fall within extended leave only while the leave is on a paid basis (accrued SEP or VAC). If the employee is granted leave without pay, any holiday time that occurs during this period will not be paid.
Taking time off in conjunction with Holiday time: Holidays tend to be very stressful times for the students we serve. Because our primary mission is serving the students field staff are asked not to take time off in conjunction with holiday time when the students are on campus. In extreme cases the employee’s supervisor may grant such a leave, with the acknowledgment that they will be responsible for meeting the needs of that site and any ramifications coming from this absence. In such cases the supervisor should consult the school administration prior to granting the leave.
4.9.1 4.10.1 Additional Paid Leave
Jury Duty. So that you may serve on a jury without loss of earnings, the company will pay your normal earnings for the period of jury service. You must, however, sign over to the company all court payments you receive and accept for jury service. Any amount of this payment that is used for related expenses (e.g. parking, lunch, etc.), may be retained by the employee; receipts of such expenses being required. Please contact your Supervisor promptly after receiving notification to appear.
Time Off To Vote. Voting polls are open from 7:00 a.m. to 8:00 p.m. on election day. If you need additional time to vote, up to two hours with pay will be given to you at the beginning or end of the day. You must request the time from your Supervisor at least three days prior to election day.
4.10.1 4.11.1 Leaves of Absence
An extended leave of absence with or without pay may be granted at the agency's discretion to maintain continuity of service in instances where unusual or unavoidable circumstances require prolonged absence. All requests must be made in writing and presented to the employee's immediate Supervisor and the Director of Human Resources prior to the leave date. In the case of an unexpected or extreme situation the employee has an obligation to notify the agency within the next business day.
All leaves without pay should be coordinated through the Director of Human Resources.
There is no loss of service credit occurs during an approved leave of absence. However, there may be other factors to be considered such as benefit continuation, reinstatements and approval processes.
Vacation time will stop accruing during all leaves beyond four consecutive weeks of leave. SEP time will continue to accrue during all approved leave, but the time accrued during the leave will not be available towards that particular leave.
Military: Military Service For the duration of required service. For details on re-employment rights under the Federal Military Selective Service Act, see the Director of Human Resources. Military Reserve Training Up to two weeks per year. Vacation time must first be utilized prior to receiving leave without pay.
Family Medical Leave Act (FMLA): Disability (Includes Pregnancy). Up to twelve (12) weeks of leave. This is not in conjunction with paid leave, but rather includes any paid time available for a maximum leave of twelve weeks.
Family Care Up to twelve (12) weeks of leave to care for the employee's newborn or newly adopted child or seriously ill child, spouse, parent, or person residing in employees home.
FMLA leave is not in addition to paid leave, but rather includes any paid time available for a maximum leave of twelve weeks. All accrued leave must be exhausted before taking leave without pay. The twelve weeks of FMLA leave are counted on a rolling calendar and may take into account intermittent or reduced leave if approved. If the leave is related to anything other than a birth or adoption, a physician's certification will be requested for the specific leave period.
Key employees are exempt from the protections under FMLA. CIS-SA defines “Key Employees” as any member of the Leadership Team. For further details on re-employment rights under The Family and Medical Leave Act, see the Director of Human Resources.
All extended leaves of absence not covered by FMSSA or FMLA must be approved by the President and CEO.
Requests for Intermittent or reduced leaves will be considered on an individual basis.
Holiday pay will be granted for holidays that fall within extended leave only while the leave is on a paid basis (accrued SEP or VAC). If the employee is granted leave without pay, any holiday time that occurs during this period will not be paid.
All accrued SEP and Vacation time must be exhausted before leave without pay can be taken.
4.11.1 4.12.1 Training & Education Assistance
CIS-SA recognizes the importance and benefits to both the individual and the agency regarding furthering one's education. Because of this, the agency will attempt to make accommodations for individuals continuing their education. Prior to registering for classes or training programs, contact your Supervisor regarding scheduling and other requirements. A full-time employee may be allowed a maximum of four hours of flextime per week for such activities, so long as the hours are made up in productive time with prior approval from the immediate supervisor. This decision will be based on a standard schedule of 8-4:30 (field) or 8-5 (CO) M-F unless otherwise modified by the program director for site or CIS-SA needs. When requesting such approval, the employee is responsible for completing a “Request to Flex Hours for Educational Purposes” form (to be turned in directly to their supervisor for CEO approval).
Classes, seminars or conferences attended for the sole purpose of obtaining continuing education units should be taken under SEP or Vacation time. However, at the discretion of the immediate supervisor, training seminars and conferences directly related to an individual’s job duties, may be attended on agency time and/or paid for by the agency. Employees are asked to provide the Human Resources Department with copies of training certificates so personnel records can accurately reflect continuing education efforts.
The agency will attempt to secure clinical supervision for those employees requiring this service for continued education/ licensure/ professional development. This will typically take place during regular work hours. If the supervision is required for a university sponsored practicum/ internship, CIS-SA will cover the expense for group supervision. Should the employee require clinical supervision related to licensure requirements, the employee will be responsible for a payment to cover part of this expenditure. This employee payment will be made as a payroll deduction. Mileage to and from these meetings will not be covered by the agency. Only one hour of supervision per week may take place during work hours.
4.12.1 4.13.1 Job Counseling
If you are concerned about your job performance, or if you wish to talk about job prospects in line with your career interests and abilities, you may arrange for a counseling discussion with your Supervisor, Director of Human Resources, or President and CEO. Such a discussion will be confidential and will in no way jeopardize your present position or future with the agency.
4.13.1 4.14.1 Right to Transfer Benefits
All eligible employees are entitled to transfer insurance and annuity services to a private plan upon termination. The continuation of benefits may be allowable under COBRA, if this is the case employees will be charged a 2% administrative fee by our benefits administrator, as allowed by law. Details of these arrangements and fees may be obtained through the Director of Human Resources.
An employee leaving the agency for any reason prior to satisfying the waiting period will still receive a HIPAA Certificate of Credible Coverage. This is provided due to the fact that employees are not penalized for their gap in coverage if it is due to an employer’s waiting period.
4.14.1 4.15.1 Severance Allowance
A severance allowance is not allowed under our current contracts, and therefore will not be provided at the time of termination.
4.15.1 V.
EMPLOYEE COMMUNICATIONS
5 5.1.1 Official Communications
The agency will utilize e-mails and public network folders to communicate important information. All posted items must be approved in advance by your Supervisor. You are responsible for regularly reading this information.
All external communication, (e.g. media interviews, CIS-SA sponsorship of events, newsletters, etc.) must have the prior approval of the direct Supervisor and the Director of Development, or the approval of the President and CEO. This must also follow any related District/ School policy.
5.1.1 5.2.1 Suggestions
We encourage you to suggest methods to improve quality and efficiency of the agency's operation. Please submit your suggestions in writing to your Supervisor, the Director of Human Resources, or the President and CEO. Your suggestions should be detailed so that the system or procedure can be adequately evaluated.
Additionally, each year employees will be given the opportunity to complete and anonymous “Agency Survey” providing the Leadership Team feedback on various aspects of the employee’s work experience. This will include issues of supervision, pay, benefits, management support, policy… It is critical that employees take advantage of this opportunity so the information can be used in future planning.
5.2.1 5.3.1 Open Door Policy & Complaint Handling Procedure
Under normal conditions, if you have a job-related problem, question or complaint, you should discuss it with your Supervisor. The simplest, quickest and most satisfactory solution will often be reached at this level.
If the issue personally involves your Supervisor, or if the discussion with your Supervisor does not answer your question, or resolve the matter to your satisfaction, you may then present your complaint, orally and in writing, to the next higher level of management or to the Director of Human Resources. If the matter is still not resolved satisfactorily, you may present your complaint in writing to the President and CEO who will respond to the matter within seven working days.
It should also be noted that the Director of Human Resources is available to counsel with any employee who wishes to discuss matters related to their employment with CIS-SA. The Director of Human Resources, and these discussions, can prove helpful in determining a proper course of action, or simply serving as a sounding board for the employee. Under most circumstances these discussions will be held in the strictest of confidence. However, in situations regarding legal, ethical, and safety standards the matter may need to be addressed by the appropriate Supervisor. In these situations, the Director of Human Resources will work with the employee to determine the most comfortable and appropriate method of resolving the situation, and will not precede with action or notification without informing the employee. When following these procedures an employee can feel comfortable presenting their concerns without fear of reprisal, and knowing their concerns will be sincerely considered and with the utmost of respect.
Any issue with the intent or result of infringing upon the rights of another individual (violence, harassment, discrimination, professional ethics violations..) while a representative of CIS-SA, will be brought to the attention of the Director of Human Resources and the President and CEO. Following this initial report an investigation will be conducted by the Director of Human Resources with the assistance of all CIS-SA Supervisors of involved parties (with the exception of Supervisors personally involved in the situation).
The investigation will typically consist of five steps:
1. Individual interviews with all parties directly involved (with written statements accepted at this time)
2. Interviews with all implicated parties as a result of step I. (with written statements accepted at this time)
3. Interviews with all implicated witnesses as a result of steps I. and ii. (with written statements accepted at this time)
4. Meeting between the President and CEO, Director of Human Resources, and the CIS- SA Supervisor(s) to consider all information and determine a course of action
5. Individual conferences with all parties directly involved and their CIS-SA Supervisor to present the course of action orally and in writing.
** it should be noted that all documents and written statements related to the issue will be placed in the files of the accused and accuser regardless of outcome.
Difficulties in using this complaint procedure should be brought to the attention of the Director of Human Resources or the President and CEO.
5.3.1 5.4.1 Staff Development & Training
During our normal work year, certain days are set-aside for staff development and training. Such training is one of the most effective and efficient ways of internal communication; providing our staff the opportunity to share ideas, learn about other community organizations, and remain up-to-date on internal policies and procedures. Furthermore, many of the topics presented are required by law or funding sources, making attendance critical to our successful operation.
All employees, site based and administrative, are required to attend these Staff Development days. There may be instances periodically when topics covered in these training are very site or contract specific. Staff will be notified prior to the training of those that are not effected by the information and therefore excused from attendance, to resume regular work duties. Unless prior approval for the absence is granted by the immediate supervisor, failure to attend may result in disciplinary action.
Except under extreme circumstances, other work duties will not be accepted as an adequate reason for absence; it is the employees’ responsibility to adjust their calendar to accommodate the scheduled trainings. If an employee does miss a regularly scheduled training, they must schedule a makeup session with the Director of Human Resources within 30 calendar days. This will help ensure that our employees receive all training and documentation as mandated by law and contractual obligations.
Alternative arrangements for such training may be provided for part-time employees at the discretion of the Leadership Team.
5.4.1 5.5.1 WHISTLE BLOWER POLICY
If any employee reasonably believes that some policy, practice, or activity of Communities In Schools of San Antonio (CIS-SA) is in violation of law, a written complaint may be filed by that employee with the Chief Executive Officer.
It is the intent of CIS-SA to adhere to all laws and regulations that apply to the organization, and the underlying purpose of this Policy is to support the organization's goal of legal compliance. The support of all employees is necessary to achieving compliance with various laws and regulations. An employee is protected from retaliation only if the employee brings the alleged unlawful activity, policy, or practice to the attention of CIS-SA and provides CIS-SA with a reasonable opportunity to investigate and correct the alleged unlawful activity. The protection described below is only available to employees that comply with this requirement. CIS-SA will not retaliate against an employee who, in good faith, has made a protest or raised a complaint against some practice of CIS-SA, or of another individual or entity with whom CIS-SA had a business relationship, on the basis of a reasonable belief that the practice is in violation of law or a clear mandate of public policy.
CIS-SA will not retaliate against an employee who discloses or threatens to disclose to a supervisor or a public body any activity, policy, or practice of CIS-SA that the employee reasonably believes is in violation of a law, or a rule, or regulation mandated pursuant to law or is in violation of a clear mandate or public policy concerning health, safety, welfare, or protection of the environment. 5.5.1 VI.
EMPLOYEE SAFETY AND HEALTH
6 6.1.1 Employee Safety and Health We strive to provide safe working conditions for our employees. We observe the safety laws of the governments within whose jurisdictions we operate. No one will knowingly be required to work in any unsafe manner. Safety is every employee's responsibility, and all employees are expected to do everything reasonable and necessary to keep our agency a safe place to work.
CIS-SA expects its employees to conduct themselves in a safe manner. Please use good judgement and common sense in matters of safety, and observe any safety rules posted in various areas, and follow all OSHA and state safety regulations.
To ensure our employees are capable of performing their daily duties without the fear of injury, all unsafe work conditions should be reported to the Director of Human Resources (preferably in writing).
6.1.1 6.2.1 Emergencies
IN CASE OF EMERGENCY, DIAL 911.
The campus where you work has an emergency procedure to follow in the event of fire or disaster. Exits, fire extinguisher(s), and first-aid kits should be located throughout the facility. If fire extinguisher(s) and first-aid kits are not readily accessible, it is the responsibility of that site to secure the needed equipment within their respective office. We also encourage our staff to be trained in cardio-pulmonary resuscitation (CPR) and first aide. To further assist, CIS-SA will periodically provide the opportunity for such training. All exits and areas around fire extinguishers must be kept clear at all times.
6.2.1 6.3.1 Accidents or Injury
No matter how insignificant an on the job injury may seem when it occurs, you are required to notify your Supervisor and the Director of Human Resources as soon as possible (preferably before seeking medical attention).
If a CIS-SA coworker is injured or becomes seriously ill on the job, contact the Human Resources Department for the emergency data previously provided by that employee (allergies, medications, doctors, emergency contacts..). Always place the health and safety of yourself and/or your coworker as first priority, and never hesitate to call 911 if the illness or injury warrants emergency care.
6.3.1 6.4.1 Life-threatening Illnesses
We are committed to providing equal opportunity to all employees, including those who have a life-threatening illness (cancer, AIDS, cardio-pulmonary diseases, etc.). We are also committed to providing a safe work environment that meets or exceeds state and federal regulations. Consequently, employees who have a life-threatening illness will be treated like other employees as long as they meet performance standards, and medical and other evidence indicates that their condition is not a threat to themselves or others.
We also believe all information regarding an employee with a life-threatening illness must remain private and confidential. We ask all employees to treat employees with a life-threatening illness with compassion and understanding.
CIS-SA has contacts with health care professionals who can provide educational information designed for employees who become terminally ill, work with someone who has a terminal illness or who simply want to know more about life-threatening illnesses. See the Director of Human Resources for more information.
6.4.1 6.5.1 Return to Work
If you are on a disability or medical disability leave of absence, you must return to work when your physician or a agency-appointed physician determines that you are able to resume normal duties. We require your physician's release before reinstatement to the active payroll. If you wish to extend your leave beyond this point, you must apply for a personal leave of absence.
For the health and safety of the employee, coworkers, and the agency in general, any employee out for five (5) or more consecutive days due to illness or injury must provide a physician’s release to return to work.
6.5.1 6.6.1 Ropes Related Emergencies
There are specific policies and procedures regarding emergencies experienced on the Ropes course. Because only trained and authorized staff is allowed to facilitate such activities, these specific procedures are not found in this handbook. All personnel receiving training in Ropes will receive a specialized Ropes related manual that will outline in detail emergency and injury procedures for the course.
6.6.1 VII.
STANDARDS OF CONDUCT
& CORRECTIVE ACTION
7 7.1.1 Standards of Conduct and Corrective Actions
Groups of people who are working together for any purpose require certain guidelines pertaining to their conduct and relationships. Accordingly, our employees must be aware of their responsibilities to the company and to co-workers.
We strive to take a constructive approach to disciplinary matters to insure that actions which would interfere with operations or an employee's job are not continued.
The agency reserves the right to search employee personal effects such as purse, lunch box, desks, lockers, filling cabinets, etc., in agency offices.
Violations of our standards will result in one of the following forms of corrective action: Discharge, suspension, demotion, oral warning or written warning. In arriving at a decision for proper action, the following will be considered:
The seriousness of the infraction The past record of the employee The circumstances surrounding the matter
7.1.1 7.2.1 Overview & General Rules of Conduct
Every organization has certain guidelines to reflect good business practices. In establishing any rules of conduct, the Organization has no intention of restricting the personal rights of any individual. Rather, we wish to define the guidelines that protect the rights of all employees and to ensure maximum understanding and cooperation. Therefore, employees are expected to follow these simple rules of conduct:-- failure to do so may result in disciplinary action up to and including immediate termination.
7.2.1 7.3.1 Disciplinary Action
Normally the immediate Supervisor will first advise an employee verbally if he/she is not performing at an acceptable level. In cases involving serious failures or rule violations, stronger measures of discipline may be required, to include termination. If satisfactory improvements are not exhibited after a verbal warning, a written warning will be given the employee for review and action. If the employee's performance does not improve to an acceptable level after two written warnings, or where, in the discretion of management, preliminary warnings are not warranted, further action will be taken, (demotion, suspension without pay, or termination).
Although there is no way to identify every possible violation of standards of conduct, the following is a partial list of infractions which will result in corrective action:
Falsifying employment application, timesheet, participant records or other agency documents or records. Unauthorized possession of property belonging to the agency or other employees, gambling, carrying weapons, explosives, drugs, or violating criminal laws on agency premises. Fighting, throwing things, horseplay, practical jokes or other disorderly conduct which may endanger the well-being of any employee on agency premises. Engaging in acts of dishonesty, fraud, waste, theft, or sabotage. Threatening, intimidating, coercing, using abusive or vulgar language, or interfering with the performance of other employees. Insubordination or refusal to comply with instructions or failure to perform reasonable duties which are assigned. Unauthorized use of agency material, time, equipment or property. Damaging or destroying agency property due to careless or willful acts. Conduct which the agency feels reflects adversely on the employee or agency's' reputation. Performance which, in the agency's opinion, does not meet the requirements of the position. Engaging in such other practices as the agency determines may be inconsistent with the ordinary and reasonable rules of conduct necessary to the welfare of the agency, its employees, or clients. Negligence in observing fire prevention and safety rules.
This list is intended to be representative of the types of activities which may result in disciplinary action. It is not intended to be comprehensive and does not alter the employment-at-will relationship between the employee and the company. Additional standards of conduct are described in the sections below.
7.3.1 6. 7.3.2
Ground Rules for Staff Meetings
Agree to.. respect each other (opinions, individual person...) be open to express one’s self confidentiality participate-contribute solution oriented stay on task/focus support decisions of the group start on time/end on time leave on a positive note Consistency/Flexibility Agree to.. give our best trust that our Supervisor will make the right decision, keeping the program in mind
Communication Commit to.. listen actively (no talking or working while someone is speaking) use precise language (and refer to when) try not to react defensively clarify misunderstanding with the original person (within 2-3 days) Team Work Commit to.. use precise language (and refer to when) ask for help when we need it (and offer it) share information, resources and skills engage actively in more programmatic planning accept responsibility for following through
Respect Commit to.. respect each other professionally and personally respect positions-including authority respect our students respect ourselves
7.3.2 7.4.1 Policies on School Campuses In addition to the policies and guidelines that CIS-SA has published, employees who work on or visit school campuses must be aware of and observe the rules and regulations established by School Officials for that campus. Recognize that School Officials have the added responsibility of protecting students, as well as employees. Your attitude and behavior on a campus must be above reproach; you are expected to be the example. Our mission is such that we need to be a role model for students. Whenever a school policy is more restrictive than the related CIS-SA policy, the school policy will be practiced on campus. If the employee suspects that districts policy violates state or federal law, the employee will contact the Director of Human Resources, which will ensure the agencies compliance with such laws.
7.4.1 7.5.1 Conflict of Interest
We expect our employees to conduct business according to the highest ethical standards of conduct. Employees are expected to devote their best efforts to the interests of the agency and the conduct of its affairs. Business dealings that represent, or appear to represent, a conflict between the interests of the agency and an employee are unacceptable. The agency recognizes the right of employees to engage in activities outside of their employment which are of a private nature and unrelated to our business. However, a policy of full disclosure must be followed to assess and prevent potential conflicts of interest from arising. CIS-SA has an excellent reputation for conducting its services with integrity, fairness, and in accordance with the highest ethical standards. As an employee you enjoy the benefits of that reputation , and are obligated to uphold it in every professional activity. If you are ever in doubt whether an activity meets our ethical standards or compromises the organization's reputation, please discuss it with your Supervisor.
Staff members who are assigned to work in schools and/or with minors are especially in need of seeking guidance from Supervisors when issues of a confidential or sensitive nature arises. Always be on the safe side of seeking guidance before acting.
Every staff member effected will receive a briefing and be given a copy of the CIS-SA Ethical Guidelines of professional conduct. Periodically, staff development training will relate to these guidelines and their implementation. For further information or clarification regarding these guidelines, contact the Director of Human Resources. A copy of the Ethical Guidelines may be found in appendix B of this handbook.
7.5.1 7.6.1 Outside Employment
CIS-SA does not limit an employee’s activities during nonworking hours unless those activities interfere with or are in conflict with the performance of his/her job, or create a conflict of interest. However, all employees will notify their immediate supervisors, in writing, of their intention to assume an additional job before accepting the position. If it is determined that such additional employment will interfere with the employees' current job duties, CIS-SA reserves the right to disallow such an arrangement. Servicing the same clientele (current or past), overlapping work hours, or non-flexibility are the most common reasons for refusal.
Documentation of all such requests must copied and submitted to the Director of Human Resources. These copies will then be retained in the employee’s file.
7.6.1 7.7.1 Harassment, Including Sexual Harassment
Employers interested in human dignity and protection of their employees are particularly concerned about the possibility of employee harassment, whether sexual, racial, ethnic or other type. Harassment in any form ─ verbal, physical or visual ─ is strictly against company policy and will result in corrective action.
If you believe you have been the victim of harassment, or know of one who has, report it immediately to your Supervisor, Director of Human Resources, or the President and CEO. Such a report will result in an interview with all parties involved (individually)
Sexual harassment as defined by the Equal Employment Opportunity Commission, and upheld by the Supreme Court, is unwelcome sexual advances, requests for sexual favors, and other verbal or physical conduct of a sexual nature when- submission to this conduct is made either explicitly or implicitly a term or condition of an individual's employment; submission to or rejection of this conduct by an individual is used as the basis for employment decisions affecting such individual; or such conduct has the purpose or effect of unreasonably interfering with an employee's work performance or creating an intimidating, hostile, or offensive work environment. All employees are responsible for ensuring that their conduct does not sexually harass other employees, applicants for employment, visitors, clients, or any other person in the work place.
All Supervisory staff are responsible for- ensuring that their conduct does not sexually harass other employees, applicants for employment, visitors, clients, or any other person in the work place; maintaining a work place free of sexual harassment and intimidation; and taking appropriate and immediate action to eliminate and prevent sexual harassment or to remedy its effects. CIS-SA is responsible for taking positive action, where necessary, to eliminate sexual harassment or remedy its effect; establishing and maintaining policies forbidding conduct that may constitute sexual harassment while delineating consequences of the conduct; maintaining an impartial process for employees to address their concerns or complaints of sexual harassment; training Supervisors and managers of their responsibilities in this area; and enforcing policies concerning sexual harassment in a consistent, impartial manner. Please refer to page 25 under "Complaint -Handling" for the proper procedures in reporting and investigating a complaint of any type, including harassment.
7.7.1 7.8.1 Attendance Standards
Punctuality and regular attendance are essential to the proper operation of any organization. These also help you to establish a good working reputation and add to your opportunity for advancement. In an effort to reinforce the agency’s commitment to accountability and its desire to fully realize a cooperative partnership with the schools, all CIS-SA employees will be required to sign-in and out daily. This will be arranged in the administrative office of the school locations, and in the reception area of the CIS-SA Central Office. Field staff are required to provide written notification to the school campus in cases of planned absences from the site.
CIS-SA expects employees to be at work on time and to work a full 8 hours. An employee who will be absent from work for any reason must personally call his/her Supervisor 60 minutes before the start time of that day. Except in cases of extreme emergency it is not acceptable to have other individuals placing this call for the employee. If site based, the employee must also inform the appropriate school personnel. An employee who is late to work for any reason should call in advance, and upon arrival must report to the Supervisor; this will provide the Supervisor an opportunity to be informed of the problem and its status. If you must leave work for any reason before the end of the day, you must inform your Supervisor, co-workers and the appropriate school personnel if so assigned. Repeated absenteeism and/or tardiness may lead to disciplinary action up to and including termination.
For the health and safety of the employee, coworkers, and the agency in general, any employee out for five (5) or more consecutive days due to illness or injury must provide a physician’s release to return to work.
7.8.1 7.9.1 Absence Without Notice
For us to operate our organization effectively, we ask that you keep us informed of your status when you are off work because of illness or accident from any cause. If you fail to notify us after three consecutive work days of absences, we will presume you have resigned, and you will be removed from the payroll. Likewise, you must call your Supervisor daily while off work due to short-term illness or accident, or we will presume you have resigned, and you will be removed from the payroll.
7.9.1 7.10.1 Solicitation and Distribution
Soliciting by one employee of another, or collecting from one employee by another, is prohibited while either employee is on work time unless prior approval is granted by the Supervisor. Distributing literature and circulating petitions during work time or in work areas at any time is strictly prohibited. Money raised through such endeavors, for the benefit of CIS-SA, must be used directly for the children at the school and not for the agency at large. A student’s participation or amount raised can not be used as a means to include or exclude their participation in CIS-SA activities. The students or their parents can not be financially responsible for the product.
7.10.1 7.11.1 Alcohol and Drugs
The agency recognizes that alcohol and drug abuse in the work place has become a major concern. We believe that by reducing drug and alcohol use we will improve the safety, health and productivity of employees. The object of the agency's alcohol and drug policy is to provide a safe and healthy work place for all employees, to comply with federal and state health and safety regulations, and to prevent accidents.
The use, possession, sale, transfer, purchase or being under the influence of intoxicating liquor, illegal drugs or other intoxicants by employees at any time on agency or school district premises or while on company business is strictly prohibited. Further more, the illegal use of any drug, narcotic or controlled substance is prohibited. Employees must not report for duty or be on agency/school district property while under the influence of, or have in their possession: intoxicating liquor, non-prescribed controlled medications, or any illegally obtained substances.
In compliance with our federal and state contracts, we require that any and all convictions of a drug related matter be reported to your direct Supervisor and the Director of Human Resources within 10 calendar days of the conviction. Within thirty calendar days of this notification, the agency will respond with its personnel action or a required treatment plan. Depending on the nature and/or severity of the offense, the employee may be placed on probation or suspension. A request to seek professional treatment may be made of the employee (for eligible employees, affordable treatment is possible through our health care provider). The employee risks termination if in light of this illegal activity the agency feels that they would now represent a safety risk to the population we serve or to other employees.
7.11.1 7.12.1 Weapons/ Firearms
The use, possession, sale, transfer, or purchase of a firearm or any other weapons, by employees at any time on agency or school district premises or while on company business is strictly prohibited. This policy pertains to all employees, even those who possess a valid gun permit.
7.12.1 7.13.1 Confidentiality
During the course of your employment here you will be serving our clients, working with sensitive and very personal information, future plans, and financial information, we consider these confidential. Maintaining this confidentiality is important to our agencies reputation and position in the community and ultimately, our ability to achieve success and provide employment stability. Protect this information by safeguarding it when in use, filing it properly when not in use, and discussing it only with those who have a legitimate need to know. Regarding need to know; whenever an employee questions the appropriateness of the release of information, they should first contact their immediate Supervisor.
7.13.1 7.14.1 Dress and Personal Appearance
Employees are expected to maintain an appropriate appearance that is professional, neat and clean, as determined by the requirements of the work area. Dress and appearance should not be offensive to clients, school personnel, or other employees. Apparel. Generally, you should wear appropriate, clean, pressed business attire. A complete list of inappropriate attire would be impossible to write; however, the following are some examples of inappropriate dress: Faded and/or tattered jeans, leggings, or shorts Shirts displaying advertising or slogans not related to CIS-SA/ the campus, or tank tops Overalls, sweatshirts/pants, jogging suits Any clothing that is revealing or provocative Any clothing that constitutes a safety hazard Hair. Hair should be clean, combed and neatly trimmed or arranged. This also pertains to sideburns, moustaches and beards. Shaggy, un-kept hair is not permissible. Personal Hygiene. Good personal hygiene habits must be maintained. Piercing Visible piercing should be limited to the ears Tattoos. All tattoos should be covered
*If more stringent, employees must comply with the dress code of the school in which they work. In the case of field trips, Ropes activities, or special occasions it may be acceptable to dress more casually (shorts, T-shirts, old jeans, etc.- however this will be at the discretion of your Supervisor).
7.14.1 7.15.1 Smoking
For reasons of safety, public relations, and other concerns, smoking is prohibited on CIS-SA premises except in specially designated areas. Employees will confine smoking to these designated smoking areas, if such an area is available. Smokers are further requested to have consideration for their non-smoking co-workers. Where local ordinances or school policies are in effect, they will be observed.
7.15.1 7.16.1 Telephone and Technology Use
Agency telephones, computers and other communication technology are to be used for business purposes in serving the interests of our clients and in the course of normal agency operations. Answer all calls and e-mails promptly and courteously. On occasion, personal calls and e-mails may be necessary, but we ask your cooperation in limiting them to emergencies or essential personal business and in keeping them brief. Personal long distance calls require advanced Supervisory approval and must be billed to the employee's home phone number.
We recognize that communication through social network sites is becoming more common place. Like with all other communication we ask that this be limited to work related communication. Although Twitter and Facebook may be accessed, MySpace is not to be accessed through CIS-SA equipment.
It should be noted that any communication (texts, e-mail, web access…) utilizing CIS-SA or district equipment is not confidential communication. These communications may be viewed at any time by various individuals within the agency and school.
Staff should also limit calls, texts, and web access from personal devices during work time. Again, our focus should be on our mission and the families we serve while at work. 7.16.1 7.17.1 Political & Religious Activities
CIS-SA respects employee participation in political and sectarian activities. However, employees are forbidden to participate in political or any religious/ anti-religious activity, worship, or instruction on behalf of, or as a representative of CIS-SA. Furthermore, the use of agency time or agency equipment is prohibited in the support of such activities.
7.17.1 VIII.
PROPERTY & TECHNOLOGY
8 8.1.1 Property and Technology
The increased use of technology can create a much more efficient organization. However, with the added benefits come an increased vulnerability to our confidential data and a multitude of new safety risks. In establishing these rules of conduct CIS-SA has no intention of restricting the personal rights of any individual. Rather, we wish to define the guidelines that protect the rights of all employees, funders who trust us with public resources and the clients we serve. Therefore, employees are expected to follow these simple rules of conduct along with guidelines as stated in related contract specific manuals.
Staff must take every precaution to secure all agency property and technology devices from theft or damage. No such equipment should be left unattended (including in a vehicle).
8.1.1 8.2.1 Protection of CIS-SA Property
All individuals assigned substantial CIS-SA property (i.e. valued at $50 or more) must assume financial responsibility unless he or she is otherwise specifically relieved of such responsibility by a member of the Leadership Team (in writing). All staff receiving such CIS-SA property, that could potentially be removed, will be required to sign an acknowledgment of these regulations.
CIS-SA employees are required to report any damaged, stolen or missing items as soon as possible (report must be made within one work day of the discovery). The report must be made to the appropriate authorities (district/ campus police, SAPD…) and in writing to the Director of Human Resources. In the case of a cell phone, pager, or similar device that is connected with a fee based service, the individual employee assigned the device is responsible for contacting the provider immediately to discontinue the service. Failure to do so will result in the employee being held financially responsible for any incurred expenses related to the theft/ loss.
If it is determined that the individual was negligent in their duty to secure and protect the property, they will be responsible for the cost of repair/ replacement or the cost of the insurance deductible (whichever is less).
Computers: o Staff must have prior approval before removing CIS-SA technology from the campus. o Staff may not download or upload any software without consent of Human Resources or the IT Coordinator. o Technology devices are primarily limited to CIS-SA business use. All communications utilizing company equipment should be done in a professional and ethical manner. o The use of CIS-SA technology to access or view any pornographic material is strictly prohibited.
Data: o Every CISTMS database user must request annually and comply with the TEASE security guidelines. o Any portable devices with CIS-SA data must be at least password protected and preferably have its data encrypted. o Staff must have prior approval before removing data from their campus (with technology devices or a paper hard copy). o Student files cannot be taken to a non-work site. Under no circumstances may a student file be taken home. o Staff may not enter a student into any database without parental consent and a release of information (listing the funder and the school district). o Database systems containing student data may not be accessed from a non-worksite.
Cell Phones
o Staff must have prior approval before removing CIS-SA technology from the campus. o Site cell phones should be treated like office phones and should remain on the school premise at all times. The exceptions to this are the phones used in Project Access, Field Trip phones and the ROPES phone. o For safety reasons, CIS-SA staff are prohibited from using cellular phones while driving on company time (regardless of them being agency owned or personal devices). o Staff should implement a password on the agency owned cell phone to limit access by unauthorized users. o If the phone is lost or stolen, the staff assigned this device is responsible for canceling the service immediately upon discovering the loss. This will limit the unauthorized use of the phone. 8.2.1 8.3.1 DOCUMENT RETENTION POLICY
Information is an important asset of Communities In Schools of San Antonio (CIS-SA). These policies apply uniformly to documents retained in either paper or electronic format. Our policy pertaining to the retention and destruction of email documents mirrors the policy for documents in other electronic or paper formats.
DOCUMENTS TO BE RETAINED CIS-SA will retain Agency financial documents to comply with Internal Revenue Service requirements. CIS-SA will retain programmatic and supporting documents, statistical records, inventories of nonexpendable property, and other records pertinent to program purposes to comply with Texas Education Agency or TRiO Program Operating Requirements (as applicable).
PROCEDURES FOR DOCUMENT STORAGE CIS-SA contracts with Iron Mountain for the storage and retrieval of paper Agency documents which are older than the current fiscal year in which the Agency is operating. Annually, the Quality and Standards Manager will coordinate with field staff and each Central Office department the pickup and storage of prior year documents. All boxes will be clearly labeled in accordance with Iron Mountain’s requirements. Documents attached to and transmitted by email should be stored in machine readable format in the Agency’s electronic document management system in the appropriate folders.
RETENTION PERIODS FOR VARIOUS CATEGORIES OF DOCUMENTS Accounting records Annual general ledger detail 7 years Annual Audit Report 7 years Bank statements & cancelled checks 7 years Depreciation schedules 7 years Employee expense reports 7 years Employee Timesheets 7 years Equipment records & invoices 5 yr (after disposal) Monthly financial reports 7 years Payroll files and related reports 7 years Vendors’ invoices & paid bills 7 years W-2 or 1099 forms 7 years Administrative records Accident reports and claims (after an accident or settlement) 7 yr (after) CEU records 7 yr (after termination) Corporate documents, agreements, annual reports, minutes, bylaws Permanent Agency publications & promotional brochures 7 years Insurance documents & policies 7 yr (after termination) Leases and contracts 7 yr (after termination) Personnel files (post-employment) 7 yr (after termination) Programmatic Files (student) 5 yr (after termination of grant) Retirement plan (403 (b) plan info) Permanent Tax returns (Form 990) Permanent Tax exemption documents Permanent
8.3.1 8.3.2 DESTRUCTION AND CONTROL
Destruction of documents is as important as their storage. Paper documents which are not to be retained in the Agency’s files must be shredded or incinerated if they contain confidential information or sensitive data. Any paper with a social security number, a federal ID number or a client name on it must be destroyed in this manner; never just dropped in the trash. Electronic documents are destroyed by deleting them from the medium on which they are stored, and then purging the medium itself. A written list of files (both paper and electronic) to be destroyed will be reviewed by the Director of Human Resources for files with potential issues that may require a longer retention period, such as with the case of pending litigation.
A list of files destroyed will be maintained permanently by the Director of Human Resources.
8.3.2 IX.
ORGANIZATIONAL CHARTS
9 Board
Nancy Reed President & CEO
Carolyn Lummus Executive Secretary
Pat r ick McDaniel Mel issa Kazen India Chumney Jessica Weaver Wil l ie Thomas Director of Director of Resource Director of At-Risk Director of TRIO Human Resources & IT Director of Finance Development Programs Programs
Ron Thomas Ross Trevino Francis Michael Beth Walthall Susan Athene Liz Escobar Cindy Vasquez Elizabeth Kjellstrand Dafney Bell Connie Garza-Charles Gladys Reyes Sharon Llewellyn STAR HR Coordinator IT/ CMS Resource Dev. Coord. Grants Field Operations Quality & Standards Program Support Assistant Director Support Service Assistant Director Accountant Manager Project Director Coordinator and Board Liaison Coordinator Manager Manager Upward Bound Coordinator Talent Search
Ilsa Garcia Data Entry Volunteer Clerk Coordinator
Data Entry VISTAs Clerk
Interns South San Somerset Deena Dodds Linda Sanchez Carrie Ragland Heather Lozano David Gauna Monica Silva Laura Cortez High Jr. High Project Coordinator Project Coordinator Project Coordinator Project Coordinator Project Coordinator Project Coordinator Project Coordinator Cluster 1 Cluster 2 Cluster 3 Cluster 4 Cluster 5 Cluster 6 Cluster 7 Volunteers, Mentors & Tutors Project Access/ Harlandale/ Edgewood South San Northside/ San Antonio Northside/ 21st Somerset Bexar Co. North East/ ISD ISD Somerset ISD ISD/ SanAntonio CCLC High ISD & Charter ISD
Mead Project Walzem Cisneros Athens Davis Cable Somerset Elementary Elementary Scobee Access Elementary Elementary Elementary Middle Elementary Jr. High
Coronado-Escobar Five Palms Powell Barrera Veterans Bexar Co. Adams McAuliffe Cameron JJAEP Elementary Elementary Elementary Elementary Elementary Middle Elementary McAuliffe Middle Weekend Detention H.B. Gonzalez Valley Hi Harlandale Hutchins Twain Gates Savannah Heights Project Elementary Elementary Middle Elementary Middle Elementary Intermediate South West LBJ Somerset Tejeda Kindred Somerset Brackenridge Schenck High Elementary Jr. High Jr. Elementary Jr. High Elementary TRIO
Loma Park Price Clark Burbank Briscoe Harlandale Elementary High Elementary High High Academy
Roosevelt Dwight Pershing McCullom Holmes Edison Elementary Middle Elementary High High High
Brentwood Shepard Tejeda Middle Somerset Sam Houston Westwood Terrace Middle High High High Elementary
Gus Garcia South San Anson Jones George Gervin Middle Excel Highlands High Middle Academy Academy High
Wrenn Student Success Jefferson John Jay Middle Academy High High
Kennedy High
Memorial
High 7/30/10 Board of Directors Organizational Chart
(6 meetings) Chair
Officers
Executive
7/30/10 Committee (10 meetings)
Resource Government Program Finance & Audit Board Development Development & Relations Standing Committee Communication Standing Committee Standing Committee Standing Committee Standing Committee (4 meetings) (4 meetings) (4 meetings) (4 meetings) (4 meetings)
Ad -Hoc Committees as needed
(meetings as needed) X.
ETHICAL GUIDLINES
10 10.1.1 COMMUNITIES IN SCHOOLS-SA ETHICAL GUIDELINES
Due to the population we serve, and their level of need, it is reasonable to expect that our staff may be placed in situations requiring difficult ethical decisions to be made. What follows is an outline of the more prevalent conditions and our related policy. This is not intended to be a comprehensive list of all ethical issues but simply a starting point, suggesting some major areas of concern. The staff is expected to use good common sense, and utilize their Supervisors and peers for guidance.
The individual staff member will take full legal responsibility for any actions taken which violates the following guidelines; furthermore, these actions may result in the employee's termination. Any employee with knowledge of such unethical actions must report these actions to their Supervisor, the Director of Human Resources, or the President and CEO. Failure to report such knowledge will be seen as supporting the action and will place this secondary employee in a position to accept the same personal liability and corrective action as the primary staff.
10.1.1 10.2.1 DUAL RELATIONSHIPS
The separation of personal and professional life is an important factor in servicing our clients effectively and in an ethical manner. Furthermore, this separation is vital in the protection of our staff's physical, emotional, and legal safety. When the staff develops relationships with our clients, other than professional, we call it a dual relationship (professional & personal). This type of relationship is professionally inappropriate and presents the potential for a client’s emotional vulnerability to be compromised and can result in role confusion. The following are examples of activities that tend to promote a dual relationship, and therefore are unacceptable and will not be tolerated. The agency realizes that under extreme circumstances some of these might be appropriate. However, prior to entering into one of these ethical gray areas, the appropriate Supervisor (Dir. of TS/ UB or Dir. of At-Risk Programs) and/or Director of Human Resources must be contacted. This will result in a formal conference, including written documentation of the situation, and conclusions. 1. Giving out personal numbers (phone, pager, cellular, home address, e-mail..). Due to Caller Identification the use of personal phones to contact parents or students prohibited except in cases of health, safety, or welfare emergencies. In such cases staff should block their number from Caller Identification and notify their supervisor that they have utilized their personal phone (preferably prior to making the call). In an effort to reduce such exceptions it is highly recommended that staff reserve and utilize CIS-SA cellular phones for field trips and special events. 2. Giving or loaning clients money 3. Giving clients rides in personal vehicles 4. Meeting with clients (current or past) on personal time (development of friendship, guardianship, or romantic relationship between staff and client) 5. Staff providing CIS-SA professional services to his/her own family members. 6. Staff inviting or taking clients to their home, or personal clubs to which they belong (i.e. fitness or country clubs etc.) 7. Staff & volunteers will not have students or their family members as “friends” on social network sites (i.e. Facebook, MySpace…) *** Additional Note: As of September 1, 1993; any relationship of a sexual nature, between a counselor and a client, past or present, is a Federal offense. This is regardless of client's age or date of termination. Not only should our staff refrain from such activities, but they should also make a conscience effort to protect themselves against false accusations. Always question: How would this look to others? Could this be misconstrued by the client? Is this action of a professional nature, and whose needs does it serve?
10.2.1 10.3.1 TRANSPORTING CLIENTS & HOME VISITS
Personal vehicles may not be used to transport participants but may be used for staff transportation. When transporting clients for any reason, or when doing home visits, it is mandatory that two (2) staff members be present. If the transportation is provided by more than one vehicle, and they are traveling together, it is acceptable to have only one staff per vehicle. In order to transport a student, the CIS-SA employee must first receive written consent from the parent (or the individual if they are an adult or an emancipated minor). As with any instance of informed consent, the document must be quite specific, stating the date, time, and means of transportation, along with point of departure and all destinations. The field trip permission slip must notify the parents of the consequences of failing to pick-up their child by a given time (i.e. the CIS-SA staff will release student to walk home, or give them a ride home, or notify the police). The transported student must also be a registered participant with parental consent for CIS-SA services on file. During such instances, it is also mandatory that CIS-SA employees obey the traffic laws and have all members in the vehicle properly secured by safety-belts. While on field trips a ratio of 1:10 must be maintained between responsible staff/volunteers and participants. If these trips are outside of Bexar County, a 1:5 ratio is required, except in cases where the Leadership Team provides prior approval to maintain the standard 1:10 ratio. When taking parents on field trips, it must first be determined if they are to be “volunteers” or “participants”. If volunteers, they will need to go through the background checks. If participants they should be treated as any other – the adult participant may not provide any services or be left unattended with minor clients. CIS staff must be present at all times. 10.3.1 10.4.1 INFORMED CONSENT & RELEASE OF INFORMATION
Student files cannot be taken to a non-work site. Under no circumstances may a student file be taken home. Furthermore, database systems containing student data may not be accessed from a non-worksite. All clients must be informed, prior to services, that the file notes and the information within are not strictly confidential. The files, upon specific request, may be reviewed by the client themselves, other CIS-SA staff, school administrators, CIS-SA funding sources, and legal entities (by court request or if client poses a threat to self or others). In addition to this, specific information may need to be divulged to school staff as required by district policy. All requests must be made in writing and approved by the Director of Human Resources or the President and CEO prior to the release of information. An attempt should be made to discuss the rational behind the request, in an effort to meet these needs through other means. If the release does take place, the information should be reviewed in the presence of the Case Manager to assist the individual in understanding its contents and dealing with the emotional issues that may arise.
10.4.1 10.5.1 FERPA Requirements
Due to funding and contractual obligations, CIS-SA is considered an agent of the school and of TEA. Therefore any student records that CIS creates or acquires are subject to the protection and release requirements of Family Educational Rights and Privacy Act. In order for CIS-SA to be able to provide any information related to a particular student a release of information must be obtained. Student records are to be confidential and cannot be shared with anyone without the approval of the parent or legal guardian. Without this release only non-student identifiable data can be shared.
In cases of protecting the rights of the child, these FERPA guidelines supersede all other legal guidelines (Texas Family Codes, Federal Health & Safety codes…). However, when it comes to the release of information for the purposes of protecting a child (abuse, neglect…) FERPA protection does not apply.
Keeping these policies in mind, it is recommended that information not be recorded in the students file unless it is absolutely necessary and directly related to services provided by CIS- SA. Regarding the appropriateness of releasing file information to the client (assuming minor status). Keep in mind that if the client is an adult or an emancipated minor, the entire file is available for release (following the appropriate procedures), just as when requested by the Guardian or Principal. Although there is no known mandate regarding the rights or limitations regarding file information released to minor clients, CIS-SA believes that in general the release of information should be allowed, with limitations. Only assessment information (i.e. referral reason, assessed needs, planned services, observed progress), counseling notes, and gathered educational information (i.e. TAAS scores, grades, progress reports..) should go to the minor client. Family, financial, and referral source information should NOT be released directly to the student (i.e. it may be released to guardian to then share with child at the guardian’s discretion). The legality of giving out school supplies &/or clothing to non-CIS-SA students (i.e. no P.C. form on file, no informed consent), can only be justified if the services are provided at the request of and on behalf of the school. Therefore the school becomes the client rather than the student. 10.5.1 10.6.1 ILLEGAL ACTIVITIES
Illegal activities witnessed in the clients home, during a home visit (i.e. abuse, drug activity, stolen property, etc.) must be reported to DPRS/CPS. The intent of this is not to punish or police our clients family, but rather to insure, to the best of our ability, that our clients basic needs are met in a safe environment. Knowledge of a participant’s possession of weapons or drugs while on a field trip, should be reported to the proper authorities immediately. Depending on the physical location at the time of the discovery, the policing body for that jurisdiction must be contacted, followed by a reasonable attempt to notify the participant’s guardian and then the Supervisor directly responsible for the trip. It is recommended that this policy be a part of every field trip parental consent form; further informing the guardian of our relinquished responsibility if a participant is taken into custody for any reason (i.e. we will not be responsible for their safety or transportation once in the custody of the authorities).
10.6.1 10.7.1 PHYSICAL ALTERCATION
In the event that a physical altercation breaks out in the presence of a CIS-SA employee, their first responsibility is to contact the school security or administration. It is the policy of this agency that its employees will not jeopardize their safety by attempting to stop the fight themselves.
10.7.1 10.8.1 LOST STUDENT
While on a field trip, or during an "after hours" CIS-SA activity, if a student separates from the group and fails to return, the staff will first contact the parents, if possible. If the parents are not available, contact SAPD and your Supervisor. During regular school hours the school Principal would also need to be contacted.
10.8.1 10.9.1 DISTRICT VS. CIS-SA GUIDELINES
In cases where the CIS-SA guidelines, or professional ethics appear to be in direct conflict with those of the school district, the staff will contact your Supervisor for guidance, who in turn will inform the Director of Human Resources. Each site-based employee is required to maintain a current copy of the school district policies and procedures for reference regarding ethical and legal questions. If the districts policy violates state or federal law, the employee will contact the Director of Human Resources which will ensure the agencies compliance with such laws.
10.9.1 10.10.1 HEALTH ISSUES
Communicable diseases or illnesses of unknown origins should be referred directly to the school nurse. CIS-SA employees are not responsible, nor equipped to properly deal with these issues. In the case of pregnancy, the district may require that the school administration be informed, however if this is not the case, the discretion to report or not, will be at the CIS-SA employee’s own professional discretion. In making this decision one must balance the importance of confidentiality and the physical safety of the student and fetus. Beyond informing the school of the pregnancy, the CIS-SA employee is limited to guidance counseling and referrals.
CIS-SA will not provide or administer health treatment nor will they provide transportation for these services. The only exceptions to this are: 1. Providing basic first aid to prevent further injury; 2. Emergency transportation for student harmed during a CIS-SA activity (911/ EMS should always be the first option for emergency transportation if available); 3. If requested by parent, in advance, with back-up documentation in file (and at the discretion of staff).
10.10.1 10.11.1 LOGGING/ NARRATIVES In some situations you will find it necessary and prudent to make detailed notes of given clinical situations. Be sure to do all notes in ink, sign and date the notes, place them in the CIS- SA student file and make note of it in the database system (i.e. "abuse report- see note;" "gang activities- see note"). Due to issues of privacy and liability, CIS-SA does not allow staff to keep separate records of any kind on CIS-SA clients. If a special need should arise for a second set of case notes, the situation must first be discussed with the Director of Human Resources and the appropriate Supervisor for prior approval. There has been some conflicting information given to our staff, resulting in considerable confusion regarding the appropriateness of using the "Counseling" code when logging services. This is to clarify the issue-- Regardless of past directives, the decision to log an intervention as "Counseling" or "Supportive Guidance" should only be based on the content and quality of the service. In making this professional decision, it is irrelevant as to whether the Case Manager/ Pre-College Advisor holds a graduate degree or license. Thus, all of our Case Managers/ Pre- College Advisors are capable of using the "Counseling" code if it best describes the services rendered. This controversy is the result of changes in the LPC laws in Texas; a move from Title to Practice law. However, please note, that it was never the intent nor the effect of these laws to further regulate non-profits, but rather to regulate private practitioners and for-profit agencies.
Title law vs. Practice law: Title law is the regulation of how an individual refers to their qualifications. Practice law, in contrast, is more restrictive and regulates the duties and actions of an individual. Beginning September 1, 1993 the State Legislature enacted HB 2741 which transformed the counseling regulations from title to practice law. Therefore regardless of what an individual calls the services they perform, if the actions fit the definition of "Counselor" they are legally bound by the Professional Counselor Act (Article 4512g, Vernon's Texas Civil Statutes). As defined in the Counselor Act, the "Practice of Counseling" means rendering or offering to render, to individuals, couples, families, groups, organizations, or the general public, counseling or guidance services, for compensation, involving the application of principles, methods, or procedures of the counseling profession that include: "counseling" which means assisting one or more clients through the therapeutic relationship, using a combination of mental health and human development principles, methods, and techniques, including the use of psychotherapy, to achieve the mental, emotional, physical, social, moral, educational, spiritual, or career-related development and adjustment of the client throughout the client's life; "referral" which means evaluating and identifying needs of a client to determine the advisability of referral to other specialists, informing the client of such judgment, and communicating as requested or deemed appropriate to such referral sources. This means the duties of a Case Manager/ Pre-College Advisor fits the legal definition of a counselor. Under most circumstances this would require the staff member to be licensed; because we operate as a non-profit, our professional staff is exempt from this requirement (while performing duties for our agency).
10.11.1 10.12.1 STAFFING PROCEDURES
Due to the continual growth of the CIS-SA program, and the increasing concern with Ethical responsibilities and liabilities, that case staffing occur on a regular basis (this can be by site or the combination of several sites, with the sole purpose of the meeting to discuss ethical and professional concerns surrounding CIS-SA cases). This can assist the clients we serve and prevent burnout among our staff, if these meetings are conducted on a regular bases, done in a confidential manner, not used as a means of monitoring job performance, and if the attending staff sincerely participate. When staff are faced with issues of an ethical nature and are unsure as to the appropriate course to take they should contact their Supervisor and/or the Director of Human Resources for assistance. The staff will also have regularly scheduled staffing meetings available, facilitated by clinically approved Supervisors from various social service fields. Please contact the Director of Human Resources for times and availability of these clinical staffings. Whenever the Supervisor and/or Director of Human Resources are contacted regarding an ethical issue, or a case is formally staffed, this will result in a written report. The document will be similar to a file narrative; the original maintained in the student's file and possibly a copy in the employee’s file. It is plausible that neither the Supervisor nor Director of Human Resources may be available for consultation, as suggested above. In such cases after the staff has made a reasonable attempt to contact them, and has given them time to respond, the staff person must rely on their professional discretion and act accordingly. In such instances, it is expected that the Supervisor and Director of Human Resources be informed of the actions taken.
10.12.1 10.13.1 SENATE BILL 1
There has been considerable discussion regarding the content of Senate Bill 1 and its effect on our ability to deal with sexuality issues in the schools. Section 28.004 of the bill. The Bill has been interpreted by some in the schools as restricting us from discussing anything to do with sex except the virtues of abstinence. This interpretation is not entirely accurate, rather it states that "instruction" must present abstinence as the preferred choice, devote more attention to abstinence than any other behavior, and emphasize that abstinence is the only method that is 100 percent effective in the prevention of pregnancy and STDs. In fact, it even gives guidelines for the discussion of other contraceptive devices and condom use, stating that only human and non theoretical efficacy rates be used in the discussion. Because we provide services both in the fields of counseling/socialwork and in teaching/ instruction this section pertains to our staff in various ways. When providing instructional services it is imperative that we follow the specific guidelines of the campus if they vary from ours. When considering the provision of clinical or counseling services, if there is a conflict between the specific guidelines of the school and CIS-SA, the staff must refrain from providing such services as related to this topic.
What follows is the agency's official policy regarding the issue:
It has always been CIS-SA's intention to follow the guidelines of the districts in which it operates. However, because CIS-SA provides counseling and social services there are certain ethical and legal guidelines by which we are also bound. Therefore, in regards to the issue of human sexuality, it is CIS-SA's intention to follow the letter of the law, laid out in Senate Bill 1: We will promote abstinence from sexual activity as the preferred choice of behavior in relationship to all sexual activity as it relates to our students When discussing these issues we will devote more attention to abstinence than any other sexual behavior We will emphasize that abstinence from sexual activity is the most effective method in the prevention of pregnancy and sexually transmitted diseases When discussing contraception and methods of protection other than abstinence, we will only use non-theoretical human rates Under no circumstances will we be connected with the distribution of condoms or any other contraceptive device
10.13.1 10.14.1 BACKGROUND CHECKS
No one on behalf of CIS (staff, volunteers, or community members) should have direct contact with clients without first having undergone a criminal background check (name or fingerprint based as appropriate). Contact may only begin after approval has been granted by Human Resources.
At times parents and adult participants may be receiving services in the vicinity of students. In this case, a background check is not required for the adult participant. However, the adult participants may not provide any services or be left unattended with minor clients. CIS staff must be present at all times.
There are only two main exceptions to the requirement for a criminal background check as it applies to volunteers: 1. Special event volunteers that have no contact with children. Examples of this might be volunteers for Stuff the Bus or UW Days of Caring weekend or non-school site projects. 2. Volunteers that are only coming onto a campus for a one time event to “present” to students (no “one-on-one” contact with students). One example of this might be a career day presenter or a performer.
Some districts or individual schools have more stringent guidelines in terms of who must receive a background check. In these cases CIS-SA must adhere to the stricter guidelines as required by the campus/ district.
10.14.1 10.15.1 INTERNS
When college interns are first sent out to a CIS-SA site, the first priority is their orientation to our Policies & Procedures (which includes the Ethical guidelines). This orientation is the responsibility of the site Case Manager/ PreCollege Advisor. The staff assigned to any Intern must keep in mind their first responsibility is to the clients we serve. Additionally, we must remember that these Interns will become our professional colleagues in the field of case management upon graduation, placing on us a serious responsibility to provide adequate and appropriate training.
As per our agreement with the colleges & universities that we partner with, an intern/practicum student should never be left on campus or sent on a home visit without direct CIS-SA supervision.
At times college interns or practicum students will receive a stipend for hours worked toward their college requirements. In these cases the stipend will be restricted to budgeted limits. Therefore, if students are in need of additional hours to meet university requirements these additional hours should be conducted at another agency or at CIS-SA on a volunteer basis. CIS- SA will not require a paid intern/practicum student to work more hours than what they are being compensated for.
At the conclusion of any internship placement, the direct site Supervisor is expected to conduct a performance review of the individual. This will provide valuable feedback to the intern for future professional development. Additionally, this information may be shared with the placing University for quality assurances, and CIS-SA leadership when considering these individuals for future employment.
As a regular part of university requirements for an Intern, you can expect that they will be taking notes and taping sessions. These are acceptable and appropriate so long as the notes do not contain the client’s full name, and they have a written consent for the taping (which must be placed in the participant’s file). In some cases they will be required to incorporate a research component into their experience. Any request for research must be approved by the Director of Human Resources prior to any data collection. 10.15.1 10.16.1 Defining a Crisis
A crisis is a critical moment that requires immediate attention.
The following issues are types of situations, which may require crisis intervention:
1. Child abuse & Neglect: suspicion that a child is being abused physically, sexually, emotionally or being neglected
2. Suicidal Ideation and Intent: thoughts or fantasies of suicide which may or may not lead to an actual attempt.
3. Harm to others: thoughts or plans to harm others
4. Psychotic behaviors: involves the loss of contact with reality with may include delusions or hallucinations.
5. Emotional/Traumatic Event: experiencing or witnessing events such as child abuse, violence, grief & loss or divorce.
6. Under the Influence of Drug/Alcohol: Suspicion of substance use associated with impairment in physiological functioning, psychological functioning, mood state, or cognitive processing.
7. Pregnancy: Self reported or suspected pregnancy.
8. Sexually Transmitted Diseases: Sexually Transmitted Disease is also known as sexually transmitted infection (STI) or venereal disease (VD)
9. Run away (or threat): Student has left home without parent permission or knowledge.
10. Bullying: Written, verbal, or physical conduct which can be physically/emotionally harming to a student.
11. Homelessness/Displacement (Involuntary): Individuals who lack a fixed, regular and adequate night time residence.
12. There are many other situations can be considered “crisis,” when in doubt, contact the CIS office.
10.16.1 10.17.1 Abuse &Neglect
Protocol
If a CIS-SA employee has reason to suspect physical, sexual, or emotional abuse to a child, the elderly, or the disabled (including neglect) it is their ethical and legal responsibility to report to DPRS/CPS or APS within 48 hours. An employee should not wait for proof or attempt to investigate the allegations. It is the responsibility of the State to determine the accuracy and severity of the situation. If such a report is made, a member of the school administration (as designated in school guidelines) should be made aware of the circumstances. In addition, the employee must be aware of the district's policy and procedure such that their actions will follow the district's policy. It is best that the client be informed of the report prior to contacting the appropriate agency, however under most circumstances it is not advisable to contact the party responsible for the individual whom you suspect is being abused. It is also imperative that all such cases be documented, in detailed narrative form, immediately after the report is made (narrative to be placed in file).
As professionals we have the option to report abuse in one of two ways: 1. CPS Hotline: 1-800-252-5400 2. Online: http://reportabuse.ws Username: Professional Password: report1
*In case of an emergency immediately report to administration to call the local law enforcement agency or 911.
Such reports are emotionally difficult, therefore it is suggested that these situations be staffed as soon as possible.
10.17.1 10.17.2 JJA/ TJPC
In accordance with the Texas Family Code and the Texas Administrative Code, any employee, volunteer or intern placed at the Juvenile Justice Academy must report all such allegations alleged to have occurred in that facility to the Texas Juvenile Probation Commission and law enforcement.
Allegations Occurring Inside the Juvenile System. As required by Texas Family Code Chapter 261 and Title 37 Texas Administrative Code Chapter 358, or successor provisions, Service Provider, and any of its employees, interns, volunteers or contractors, shall report any allegation or incident of abuse, neglect, exploitation, death or other serious incident involving a juvenile in a juvenile justice facility or juvenile justice program in the following manner:
A. For all allegations and incidents except sexual abuse and serious physical abuse: within twenty-four (24) hours from the time the allegation is made, to the following:
1. Local law enforcement agency (not required for serious incidents); and
2. Texas Juvenile Probation Commission by submitting a TJPC Incident Report Form to facsimile number 1-512-424-6717 (or if unable to complete the form within 24 hours, then by calling toll-free 1-877-786-7263, followed by submitting the report within 24 hours of said call). In addition, for serious incidents, a treatment discharge form or other medical documentation that contains evidence of medical treatment pertinent to the reported incident shall be submitted to the Texas Juvenile Probation Commission within 24 hours of receipt; and
3. With respect to juveniles placed by Bexar County Juvenile Probation Department, the TJPC Incident Report Form must also be sent to Bexar County Juvenile Probation Department at facsimile number (210)-335-1822.
B. For allegations and incidents of sexual abuse or serious physical abuse:
1. Local law enforcement agency immediately, but no later than one (1) hour from the time a person gains knowledge of or suspects the alleged serious physical abuse or sexual abuse. The initial report shall be made by phone to law enforcement;
2. Texas Juvenile Probation Commission immediately, but no later than four (4) hours from the time a person gains knowledge of or suspects the alleged serious physical abuse or sexual abuse. The initial report shall be made by phone by calling toll-free 1-877-786- 7263. Within 24 hours of the report by phone, the completed TJPC Incident Report Form shall be submitted by facsimile number 1-512-424-6717 or by email; and
With respect to juveniles placed by Bexar County Juvenile Probation Department, the TJPC Incident Report Form must also be sent to Bexar County Juvenile Probation Department within 24 hours at facsimile number 210-335-1822.
10.17.2 10.18.1 Suicidal Ideation and Intent
Protocol
The role of the CIS Case Manager is to ensure the safety of the students. When a student makes an outcry, make sure to reassure them that they did the right thing by telling someone. Never leave a student who has just reported feelings of suicidal ideation unattended.
Action Steps
1. Perform a suicide assessment to determine safety of the student. 2. Discuss confidentiality and need to report to parent and administration. 3. Follow your schools protocol for reporting. 4. If the student is actively suicidal, have the parent, ambulance, or police transport the student for a psychological evaluation. 5. The student should provide documentation to the school that they have been evaluated by a physician or psychiatric facility.
10.18.1 10.19.1 Harm to others
Protocol
The role of the CIS Case Manager is to ensure the safety of the student and others. When a student reports homicidal ideation, make sure to reassure them that they did the right thing by telling someone. Never leave a student who has reported homicidal ideation unattended.
Action Steps
1. Discuss confidentiality and need to report to parent, administration and law enforcement. 2. Follow your schools protocol for reporting. 3. If the student is actively homicidal, have the parent, ambulance, or law enforcement transport the student for a psychological evaluation. 4. The student should provide documentation to the school that they have been evaluated by a physician or psychiatric facility.
10.19.1 10.20.1 Psychotic Behaviors
Protocol
The role of the CIS Case Manager is to ensure the safety of the student and others. If a student is experiencing hallucinations or delusions you should never leave them unattended. It is also helpful to seek assistance if necessary from an administrator, teacher or someone who has established rapport with the student due to possible trust issues. Action Steps
1. Discuss confidentiality and need to report to parent, administration and law enforcement (if necessary). 2. Follow your schools protocol for reporting. 3. If you suspect that the student may be experiencing symptoms of psychosis, notify the parent/guardian and provide resource information if necessary for them to obtain a psychiatric evaluation. 3. If the student is violent or actively experiencing psychotic symptoms (delusions, hallucinations), call for assistance immediately and have the parent, ambulance, or law enforcement transport the student for a psychiatric evaluation. 4. The student should provide documentation to the school that they have been evaluated by a physician or psychiatric facility.
10.20.1 10.21.1 Emotional/Traumatic Event
Protocol
The role of the CIS Case Manager is to provide a safe supportive environment for the student to process or respond to immediate or delayed reactions to the event. Children who have experienced an emotional or traumatic event may have symptoms that may include; fear, shock, sadness, anger, anxiety and inability to cope.
Action Steps
1. Implement District Crisis Management plan and consult your school’s emergency/crisis procedures manual. 2. Notify parents/guardians if necessary. 3. Participate in debriefing process (if appropriate under the school’s Crisis Management Plan) in which individuals can air their perceptions, reactions and any concerns that they might have in a safe and supportive environment. 4. Provide referrals for outside services as needed. 5. Follow up with the student to address possible on-going needs.
10.21.1
10.22.1 Under the Influence of Drug/Alcohol
Protocol
The role of the CIS Case Manager is to be concerned with the safety of the child and others and therefore consultation with professionals may be necessary to determine appropriate action to include the school nurse, administrators and/or law enforcement. Our agency confidentiality policy states that CIS is duty bound to report any knowledge of any individual under the influence of drugs while on a school campus.
It is important for case managers to review the school policy and procedures regarding drug and alcohol intoxication to determine the best course of action.
Action Steps
1. Notify the school nurse so that a thorough exam can be done to determine if the student is under the influence of a substance. 2. Once school nurse is notified the school takes responsibility for notifying parents. 3. Notify the school principal or other school administrator regarding the incident and follow school/district reporting procedures (ex: incident report) 4. Follow-up with nurse and/or administration staff so that you may address any possible emotional/social concerns or needs and to provide necessary referrals.
.
10.22.1 10.23.1 Pregnancy
Protocol
The CIS case manager must become familiar with the school districts policies and procedures in regards to handling issues of pregnancy. CIS should review the confidentiality agreement with the student.
Action Steps
1. If there is a confirmed pregnancy of if there is a suspicion of pregnancy, refer to the school nurse. The school nurse will be responsible to ensure that the student’s health and safety needs are being met. 2. The parent/guardian must be notified for any underage pregnancy. 3. The case manager should be available to address possible underlying social or emotional concerns and to provide necessary referrals for assistance if needed.
10.23.1 10.24.1 Sexually Transmitted Diseases
Protocol
The CIS case manager must become familiar with the school districts policies and procedures in regards to handling issues of STD’S. CIS should review the confidentiality agreement with the student.
Action Steps
1. If there is a suspicion that the student has a sexually transmitted Disease or STD, refer to the school nurse. The school nurse will be responsible to ensure that the student’s health and safety needs are being met. 2. The parent/guardian must be notified. 3. The case manager should be available to address possible underlying social or emotional concerns and to provide necessary referrals for assistance if needed.
10.24.1 10.25.1 Runaway (or Threat)
Protocol Students run away for a variety of reasons that may include family dysfunction, child-parent, conflict, abuse, etc. The role of the Case Manager is to help the student resolve the problem and ensure safety of the student.
Action Steps
1. Refer to the school’s protocol for runaways and contact parent/guardian if necessary.
2. Report to Law Enforcement if the student is 16 years old or younger and not residing with a parent/guardian or if the student is at risk of abuse. 3. Develop a “Safety Plan” with the student if their home becomes unsafe. 4. Seek assistance from Texas Runaway Hotline: 1-888-580-HELP
10.25.1 10.26.1 Bullying
Protocol Bullying may include harm (physical or emotional) to another student, their property, or placing a student in fear of harm. It is important the Case Manager ensure safety of the victim.
Action Steps
1. Report bullying to school administration and follow school bullying policy.
2. Report to Law Enforcement if necessary and create a “Safety Plan” at school.
10.26.1 10.27.1 Student Homelessness/Displacement (Involuntary)
Protocol
The McKinney-Vento Assistance Act is a law that protects students classified as homeless and may include students living in motels, camping grounds, shelters, etc., without a fixed residence. The role of the Case Manager is to assist the student in securing a safe place to stay until permanent arrangements are made.
Action Steps
1. Assess the needs of the student such as food, clothing, hygiene, transportation, and medical. 2. Consult with school district homeless liaison and initiate homeless application. 3. Report to Child Protective Services. 4. Develop a “Safety Plan” with the student for alternative placements.
10.27.1 XI.
FISCAL POLICY
11 11.1.1 FISCAL POLICY
CIS-SA is a multi-funded agency with varying standards among its money streams. Our policy is to adhere, across the agency, to the strictest of these standards. This not only increases our level of accountability but also provides a more uniform policy, avoiding confusion and future compliance questions. Funds permitting, CIS-SA staff may request to purchase items for CIS-SA related business. For this purpose, CIS-SA has established a Purchase Order (PO) system.
The following is a general outline of our accounting guidelines. Details of these policies as they relate to specific employment classifications and funding sources will be distributed through separate documents and training throughout the program year.
11.1.1 11.2.1 Procurement Procedures
As part of the PO system, CIS-SA has established procurement guidelines for all purchases. The procurement guidelines must be adhered to when submitting a PO request.
All purchases must have prior approval which is done through a Purchase Order (PO). Each PO form has a unique control number and is issued by the Accounting Department. At the beginning of the School Year, a set of PO forms will be distributed to each site. It is then the responsibility of the site staff to manage the use of the PO forms and request additional forms as needed.
Keep in mind that bidding and approval procedures vary depending on the level of the purchase: small purchases ($500 or less); purchases requiring an invitation to bid ($501 - $24,999); purchases requiring an RFP ($25,000 and up).
In addition to the guidelines outlined above, there are some procedures that apply to the specific type of request. Staff may access CIS-SA funds in the following 3 ways: Check Request, Invoice Request, or Petty Cash Request.
11.2.1 11.3.1 Travel Policy (Mileage)
For those employees receiving a monthly mileage allowance, the allowance will be paid twice per year – in December and July. No allowances will be paid for August.
Those employees on the allowance system are not required to keep mileage logs, however the allowance will be considered taxable income to the employee and will be included on the employee’s W-2 at year end.
For those employees not on allowance system, including those who are required to keep mileage logs as mandated by specific funding guidelines, mileage will be reimbursed for approved CIS- SA related business travel.
Exception: Mileage costs incurred for travel from and to your home are allowable if traveling out of the county for CIS-SA required travel beyond the regular work schedule. Mileage costs incurred from and to your home may also be considered for reimbursement if travel is required outside of regular business hours.
Travel Policy (Out-of-Area Travel)
If the travel is out of town, a request for travel approval must be submitted detailing the total expected cost of the trip. All airfare, lodging, meal and incidental expenses must be supported by detailed receipts.
11.3.1 11.4.1 Van Procedures
Currently, CIS-SA owns 15-passenger vans which may be used by staff for field trips or other approved CIS-SA related business. Vans are available to staff through an assigned system. If a van has not been previously assigned, it will be available on a 1st come 1st serve basis.
By going through the standard PO procedures staff may also rent vans when necessary and appropriate.
If in an accident occurs, while in an agency owned or rented vehicle: 1) Insure the safety of CIS-SA staff and participants. 2) Seek emergency medical attention, if needed. 3) Do not admit to liability (fault). 4) Do not make any comments to media; refer media to the President/CEO 5) Always request/obtain a police report (this is extremely important) 6) Notify your Supervisor or a member of the Leadership team ASAP 7) Notify the school administration 8) Notify involved parties of: o Your name, office location, office phone o CIS-SA Central Office phone – 520-8440 o Agent: Hunter Mock, agent with Wortham Insurance & Risk Management (210) 377-3200 9) Complete required CIS-SA accident report available from the Director of Human Resources.
11.4.1 11.5.1 Tax-Exempt
CIS-SA is a non-profit agency, recognized by the State of Texas as exempt from paying sales tax. When making purchases on behalf of our agency, one must ensure that this status is recognized and that inappropriate taxes are not charged by using a Tax-Exempt form with every purchase. If tax charges are discovered, the staff may either return the receipt to the vendor for adjustment, pay the taxes themselves, or provide written documentation from the vendor of their refusal to accept our tax exempt status.
11.5.1 11.6.1 Contracts
All contracts, whether for services or products, must be signed by the President/CEO. Aside from the Board of Directors, only the President/CEO is authorized to enter the agency into a binding contract. The Director of Human Resources or the Director of Finance will assist with the preparation/negotiation of contracts to insure their compliance with agency policy and funding requirements in their respective fields. All original contracts are to be submitted to the Accounting Department upon signing and/or execution for filing with the Finance Director.
11.6.1 11.7.1 Fiscal Responsibility
Staff members are responsible for retaining copies of all documents submitted to the Accounting Department. Any non-emergency purchases that are made without adhering to aforementioned policies will be considered a “donation” to the agency. The agency will not be held responsible for, nor will it honor any agreements, contracts, or expenses that are made outside of these policies or without prior written approval by the President/CEO. Please be aware that if you choose to make unapproved purchases or agreements that your actions will be considered an act of insubordination and will result in appropriate consequences (reprimands, probation, termination, etc.). Aside from appropriate personnel actions, any such acquisition will require the responsible staff person to return the item or cancel the agreement or he/she may opt to retain the items and be responsible for payment (amount withheld from next paycheck, or expenditure not reimbursed). If the employee chooses to retain the item, the vendor will be notified in writing by the Accounting Department of the situation and the possible misuse of the agency’s tax identification number.
Approval for all purchases and reimbursements for CIS-SA business related expenses are subject to fund availability.
11.7.1 XII
Contract Adherence Statements
12 12.1.1
I. Conflict of Interest a. No employee of contractor, no member of contractor's governing board or body, and no person who exercises any functions or responsibilities in the review or approval of the undertaking or carrying out of this contract shall participate in any decision relating to this contract which affects his personal pecuniary interest. b. Executives and employees of CIS-SA shall be particularly aware of the varying degrees of influence that can be exerted by personal friends and associates and, in administering the contract, shall exercise the diligence to avoid situations which give rise to an assertion that favorable treatment is being granted to friends and associates. When it is in the public interest for CIS-SA to conduct business with a friend or associate of an executive or employee of CIS-SA, a permanent record of the transaction shall be retained. c. An executive or employee of CIS-SA shall not solicit or accept money or any other consideration from a third person, for the performance of an act reimbursed in whole or part by the CIS-SA, TEA/CIS, or TRIO/CIS. Supplies, tools, materials, equipment or services purchased with contract funds shall be used solely for the purposes allowed under this contract.
II. Fraud and Abuse a. CIS-SA shall establish, maintain, and utilize written internal procedures sufficient to provide for the proper, effective management of all activities funded under this contract and to eliminate any fraud or abuse. b. Failure of CIS-SA or a subcontractor of CIS-SA to comply with the provisions of this contract, when such failure involves fraud or misappropriation of funds, may result in immediate withholding of funds. c. CIS-SA shall ensure diligence in managing programs under this contract, including the carrying out of appropriate monitoring activities and in taking immediate corrective action against known violations.
III. Sectarian Involvement CIS-SA shall ensure that no funds under this contract are used, either directly or indirectly, in the support of any religious or anti- religious activity, worship, or instruction.
IV. Political Activity/ Lobbying a. No funds provided under this contract may be used in any way to attempt to influence in any manner a member of Congress to favor or oppose any legislation or appropriation by Congress, or for lobbying with state or local legislators. CIS-SA will comply with the requirements of Restrictions on Lobbying: Certification and Disclosure Requirements imposed by 29 CFR 93. b. The undersigned certifies, to the best of his/her knowledge and belief, that: c. No Federal appropriated funds have been paid, or will be paid by or on behalf of the undersigned, to any person for influencing or attempting to influence an officer or employee of Congress, or an employee of a member of Congress in connection with the awarding of any Federal contract, the making of any Federal grant, the making of any Federal loan, the entering into of any cooperative agreement, and the extension, continuation, renewal, amendment, or modification of any Federal contract, grant, loan, or cooperative agreement. d. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee of any agency, a member of Congress, an officer or employee of Congress, or an employee of a member of Congress in connection with this Federal contract, grant, loan, or cooperative agreement, the undersigned shall complete an submit Standard Form-LLL, "Disclosure Form to Report Lobbying," in accordance with its instructions. e. The undersigned shall require that the language of this certification be included in the award documents for all subawards at all tiers (including subcontract, subgrants, and contracts under grants, loans, and cooperative agreements) and that all subrecipients shall certify and disclose accordingly. This certification is a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification is a prerequisite for making or entering into this transaction imposed by Section 1352, title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $10,000 and not more than $100,000 for each subject failure. f. No implicit or explicit coercing of staff to work on any political activities on their on time. g. No working or directing other staff to work on any political activities on CIS-SA paid time. h. No using the CIS-SA facilities or equipment, including space, office equipment and telephones, for any political activities.
V. Non-Discrimination and Equal Opportunity The conduct of the parties to this contract shall be in accordance with Title VI of the Civil Rights Act of 1964, Americans with Disabilities Act and the Rehabilitation Act of 1973, as amended, and the rules and regulations promulgated thereunder. In addition, during the performance of this contract, TEA/CIS, TRIO/CIS, or CIS-SA and its subcontractors will not deny the contract's benefits to any person on the basis of religion, color, race, national origin, sex, age, physical or mental disability, nor will they discriminate against any employee or applicant for employment because of race, religion, color. national origin, physical or mental disability, temporary medical condition, age, or sex. CIS-SA will ensure that the evaluation and treatment of employees and applicants for employment are free of such discrimination.
VI. Health and Safety Standards Health and safety standards established under state and federal law are applicable to working conditions of employees in the programs under this contract.
VII. Drug-Free Workplace a. The CIS-SA agrees to comply with the requirements of the Drug-Free Workplace Act of 1988, to provide a drug-free workplace, including such training as may be required for employees. b. The unlawful manufacture, distribution, dispensing, possession, or use of a controlled substance is prohibited on the premises CIS-SA, or any of its facilities. Any employee or subcontractor who violates this prohibition will be subject to disciplinary action up to and including termination. All employees and subcontractors, as a condition of employment, will comply with this policy.
VIII. Anti-Terrorist Support Statement To the best of our knowledge, CIS-SA does not support or endorse any group or individual that appears on any U.S. recognized terrorist watch lists. 12.1.1 XIII
Payroll & Holiday Calendar
13 Communities In Schools of SA August September 2010 2010 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 6 7 1 2 3 4 Stuff the Bus
Time Sheets 8 9 10 11 12 13 14 5 6 7 8 9 10 11 All Staff Dev All Staff Dev All Staff Dev Labor Day Timesheets Board All + CO Retreat Pay Day 15 16 17 18 19 20 21 12 13 14 15 16 17 18 VIA/Target All Staff Dev. Executive Mtg. Pay Day 22 23 24 25 26 27 28 19 20 21 22 23 24 25 Time Sheets Timesheets Executive Mtg. Board Mtg.
29 30 31 26 27 28 29 30
Pay Day Pay Day
October November 2010 2010 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 1 2 3 4 5 6
3 4 5 6 7 8 9 7 8 9 10 11 12 13 Timesheets Sp. Staff Dev. CISSA GOLF Timesheets Tournamnet 10 11 12 13 14 15 16 14 15 16 17 18 19 20 Columbus Day SAISD, JJA, Executive Mtg. Timesheets + CO Pay Day Pay Day through Oct 19th 17 18 19 20 21 22 23 21 22 23 24 25 26 27 Executive Mtg. All Staff Dev. Thanksgiving SAISD, EISD, SAISD, EISD, All + CO All + CO All + CO Timesheets HISD & SWISD HISD & SWISD 24 25 26 27 28 29 30 28 29 30 Board Mtg.
Pay Day Pay Day 31
December January 2010 2011 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 1
5 6 7 8 9 10 11 2 3 4 5 6 7 8 Timesheets Board Mtg. All Staff Dev.
Timesheets 12 13 14 15 16 17 18 9 10 11 12 13 14 15 Sp. Staff Dev. Timesheets Pay Day through Dec 19th Pay Day 19 20 21 22 23 24 25 16 17 18 19 20 21 22 Christmas & Hanukkah MLK Day All + CO All + CO All + CO All + CO All + CO All + CO Executive Mtg.
26 27 28 29 30 31 23 24 25 26 27 28 29 Timesheets All + CO All + CO All + CO All + CO All + CO Pay Day 30 31
Pay Day
Holidays Staff Development Days ** Holidays subject to change due to district modification Communities In Schools of SA February March 2011 2011 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 5 1 2 3 4 5 All Staff Dev.
6 7 8 9 10 11 12 6 7 8 9 10 11 12 Timesheets Timesheets Executive Mtg.
13 14 15 16 17 18 19 13 14 15 16 17 18 19 Executive Mtg. Spring Break All + CO All + CO All + CO All + CO All + CO Pay Day Pay Day 20 21 22 23 24 25 26 20 21 22 23 24 25 26 Pres. Day Board Mtg. Timesheets JJA, HISD & CO Timesheets 27 28 27 28 29 30 31
Pay Day Pay Day
April May 2011 2011 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 1 2 3 4 5 6 7 Sp. Staff Dev. All Staff Dev. CIS-SA Luncheon 3 4 5 6 7 8 9 8 9 10 11 12 13 14
HEB Camp HEB Camp Timesheets Timesheets Pay Day 10 11 12 13 14 15 16 15 16 17 18 19 20 21 Btl. of Flowers HEB Camp────────────────────────────Birdies <──────── for Charity────────────────All + CO ────> Executive Mtg. Pay Day 17 18 19 20 21 22 23 22 23 24 25 26 27 28 Good Friday ────> Executive Mtg. All + CO Timesheets Timesheets 24 25 26 27 28 29 30 29 30 31 Memorial Day Board Mtg. All + CO Pay Day except SSISD Pay Day
June July 2011 2011 Sunday Monday Tuesday Wednesday Thursday Friday Saturday Sunday Monday Tuesday Wednesday Thursday Friday Saturday 1 2 3 4 1 2 Annual Board Meeting
5 6 7 8 9 10 11 3 4 5 6 7 8 9 Timesheets Independence
All + CO 12 13 14 15 16 17 18 10 11 12 13 14 15 16 Timesheets
Pay Day Pay Day 19 20 21 22 23 24 25 17 18 19 20 21 22 23 Timesheets Executive Mtg. Executive Mtg. Timesheets
26 27 28 29 30 24 25 26 27 28 29 30
Pay Day Pay Day 31
Holidays Staff Development Days ** Holidays subject to change due to district modification HANDBOOK RECEIPT AND ACKNOWLEDGEMENT
I have been provided an electronic copy of the Communities In Schools of San Antonio (CIS-SA)
Employee Handbook and further understand that I may access this document at anytime through the agencies webpage. I have also received an orientation to the CIS-SA Employee Handbook and acknowledge my obligation to read, understand, and abide by its contents in full while employed through CIS-SA.
I understand and agree that the handbook is intended to provide an overview of the agency's personnel policies and does not necessarily represent all such policies in force. CIS-SA may at times, add, change, or rescind any policy or practice at its sole discretion, without notice. I agree that the agency's policies and practices do not create an express or implied contract or covenant of any type between CIS-SA and me, and that employment and compensation are for no fixed term and may be terminated by CIS-SA at any time with or without cause or notice.
Likewise, I may resign at any time without cause or notice.
My signature represents an acknowledgment of receiving an orientation to the identified topics bellow and my agreement to adhere to these policies:
____ CIS-SA Mission, Purpose, & Belief Statements ____ Standards of Conduct & Corrective Action ____ Employment Relationship ____ Ethical Guidelines ____ Employment Policies ____ Step & Grade Scales ____ Wage and Salary Policies ____ Fiscal Policies ____ Employee Benefits and Services ____ Technology Guidelines ____ Employee Communications ____ Contract Adherence Statements ____ Employee Safety and Health ____ Payroll & Holiday Calendar
______Employee Name (Please Print) Employee Signature Date