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Transition Projects Personnel Policies & Practices

Last Major Revision: September 2, 2009

Savings and Authentication

We have made every effort to ensure that these policies and explanations are accurate, compliant with applicable public law and regulation, and consistent with and supportive of all contracts, specific and implicit, under which we do business. Should a conflict arise between any provision of this Handbook and a provision , enactment, or interpretation of law or regulation, the portion of this Handbook that is construed to be unlawful or noncompliant will be unenforceable. The remainder of these Policies will remain in full effect.

This edition of Transition Projects, Inc.’s Personnel Policies and Practices Handbook was adopted on September 28, 2009, by the Transition Projects, Inc. Board of Directors and the Transition Projects, Inc. Executive Director. Signatures on file.

Relationship of the Board

Relationship of the Board of Directors and Employees

Board of Directors
The Board of Directors is responsible for the overall operation of Transition Projects. The Board is responsible for establishing and maintaining Board and Corporate policies. The Executive Director of Transition Projects is hired by and responsible to the Board of Directors. The Executive Director has the responsibility to carry out the decisions of the Board of Directors. The Board of Directors includes as a minimum the following officers: Chairperson, Vice Chairperson and Secretary/Treasurer. The roles and responsibilities of the Board of Directors, its Officers, Committees and Committee Chairpersons are stated in the Transition Projects By-Laws.

The Executive Director
The Executive Director is employed at the will of the Board of Directors and is responsible to the Board as a whole and not to any individual member of the Board. The Executive Director has the Board’s authority to oversee the operation of the Agency within constraints of the budget approved by the Board, including the operation of specific programs, coordination between programs, and supervision of employees.

Other Employees
Each employee is responsible to the Executive Director, either directly or indirectly through the Management Team.
- The Transition Projects Staff will consist of the Executive Director and such additional employees as shall be determined by the Executive Director in accordance with program needs, contract requirements and any budgetary/financial limitations.
- Employees are expected to follow the Transition Projects Personnel Policies and act in a manner consistent with the goals and objectives of the organization. Employees not acting in accordance with the Personnel Policies or agency goals and objectives may be subject to disciplinary action up to, and including termination, consistent with the collective bargaining agreement for Union employees.
Personnel Policy
The Board of Directors delegates to the Executive Director authority to create, revise, implement, and enforce personnel policies. The Executive Director and Human Resources Director will review personnel policies periodically, makings revisions as they deem necessary and prudent.

About Personnel Policies

About the Personnel Policies and Practices Handbook

This handbook provides employees with a general understanding of Transition Projects, Inc., personnel policies. It supersedes any prior written or oral policies, statements or understandings on these subjects, with the exception of the Collective Bargaining Agreement. The purpose of the Handbook is to state the employment policies and procedures of Transition Projects (the Agency). It has been issued for informational purposes only and is not intended as a contract of employment or as a promise or guarantee of specific treatment in specific situations. The Agency retains both the right and the responsibility to interpret and apply its provisions.

This handbook cannot anticipate every situation or answer every question about employment. In order to retain necessary flexibility in the administration of policies and procedures, the Agency reserves the right to change or revise policies, procedures, and benefits described in this handbook, other than the employment-at-will provisions, upon due notice to affected employees and to the Union whenever the Agency determines that such action is warranted.

Employment at Transition Projects is “at will,” meaning that either the agency or the employee may terminate employment at any time, for any reason, except as provided by the Collective Bargaining Agreement for represented employees. This Handbook is not a contract of employment or a promise or guarantee of specific treatment in specific situations, nor can it anticipate every situation or answer every question.

Some of the provisions in this Handbook are required by federal and state laws and are subject to immediate change to comply with changes in those laws and regulations.

This Handbook applies to all employees and to all contractors who provide mission-related services on our premises. Where conflicts exist between this Handbook and the Collective Bargaining Agreement, the Collective Bargaining Agreement prevails for represented employees.

Equal Employment Opportunity

Transition Projects is an equal opportunity employer and, as such, bases all employment decisions on ability. Employment decisions are made without regard to race, color, religion, gender, sexual orientation, ancestry, national origin, age, physical or mental disability, on-the-job injuries, genetic information , marital or veteran status, citizenship, source of income, union participation or activities, or any other legally protected characteristic or status, unless a bona fide occupational qualification necessary to the operation of our business exists. This policy of nondiscrimination will prevail through every aspect of the employment relationship including recruitment, selection, compensation, promotion, transfer, layoff, discharge, and dispute resolution.

Unlawful Harassment

Our Commitment to Providing a Workplace Free of Harassment
Transition Projects does not allow harassing or discriminatory behavior by any employee towards any other employee or person. We are committed to a work environment in which all individuals are treated with respect and dignity, and will not tolerate the harassment of our employees by anyone, including supervisors, coworkers, clients, contractors, vendors or employees out-stationed from another agency.

The Agency encourages reporting of all perceived incidents of discrimination or harassment. It is our policy to investigate such reports. Transition Projects prohibits retaliation against any individual who reports discrimination or harassment or participates in an investigation of such reports.

Sexual Harassment
Sexual harassment constitutes discrimination and is illegal under federal, state and local laws. For the purposes of this policy, sexual harassment is defined as unwelcome sexual advances, requests for sexual favors and other verbal or physical conduct of a sexual nature when, for example:
- submission to such conduct is made either explicitly or implicitly a term or condition of an individual’s employment;
- submission to or rejection of such 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 individual’s work performance or of creating an intimidating, hostile, or offensive work environment.
Sexual harassment may involve individuals of the same or different gender. Harassing behaviors may include: unwanted sexual advances or requests for sexual favors; sexual jokes and innuendo; verbal abuse of a sexual nature; commentary about an individual’s body, sexual prowess or sexual deficiencies; leering, whistling or touching; insulting or obscene comments or gestures; display in the workplace of sexually suggestive objects or pictures; and other physical, verbal or visual conduct of a sexual nature.

Other Forms of Unlawful Harassment
Harassment on the basis of any other protected characteristic is also strictly prohibited. Under this policy, harassment is verbal or physical conduct that denigrates or shows hostility or aversion toward an individual because of his/her race, color, religion, sex, sexual orientation, ancestry, national origin, age, physical or mental disability, on-the-job injuries, marital or veteran status, citizenship, source of income, union participation or activities, or any other characteristic protected by law or that of his/her relatives, friends or associates, and that:
- has the purpose or effect of creating an intimidating, hostile or offensive work environment;
- has the purpose or effect of unreasonably interfering with an individual’s work performance; or
- otherwise adversely affects an individual’s employment opportunities.
Harassing conduct includes: epithets, slurs or negative stereotyping; use of offensive slang terms denoting race, age, national origin, disability, etc.; threatening, intimidating or hostile acts; denigrating jokes; and written or graphic material that denigrates or shows hostility or aversion toward an individual or group and that is placed on walls or elsewhere on the employer’s premises or circulated in the workplace.

Reporting Discrimination or Harassment
Management provides and supports a dispute resolution procedure for receiving and resolving complaints alleging discrimination in employment relations or harassment in the workplace. An employee who believes that he or she may have been subjected to any violation of this policy, or an employee who witnesses or suspects any violation of this policy, should report the matter immediately to his/her supervisor. An employee who is not comfortable discussing the matter with his or her supervisor, regardless of the reason, should report it directly to the Executive Director or to the Human Resources Director. Appropriate corrective action will be taken (up to and including termination) where violations of this policy have occurred.

The Executive Director is responsible for ensuring that all complaints are promptly and thoroughly investigated in as confidential a manner as is possible under the circumstances. No employee will be discriminated or retaliated against in any way for bringing up a question or complaint.

False and malicious complaints of harassment, discrimination or retaliation may result in appropriate disciplinary action.

Drug-Free Workplace Policy

The Objective.
The Federal Drug-Free Workplace Act requires federal contractors to establish and maintain a work environment free from the effects of drug use and abuse. Our goal is to prevent abuse or rehabilitate employees who abuse drugs or alcohol. However, violations of this policy may result in disciplinary action up to and including dismissal. See also Appendix B, Drug and Alcohol Policy Guidance.

Our Commitment
Transition Projects recognizes that employee substance abuse poses a significant threat to our goals. Employee involvement with alcohol or other drugs can be very disruptive, can adversely affect the quality of work and employee performance, poses serious health risks to users and others, has a negative impact on productivity and morale, and seriously compromises the integrity of our client services.

Prohibited Behavior: It is a violation of our drug-free workplace policy to use, possess, sell and/or offer for trade or sale, or manufacture alcohol, illegal drugs, other intoxicants, or drug paraphernalia while in a duty status, or present at any Transition Projects premises or on call for work. This applies to any individual who is representing or conducting business for Transition Projects, is applying for a position, or is conducting business on any Transition Projects premises or on its behalf.

Assistance: We recognize that alcohol and drug abuse and addiction are treatable illnesses. We also realize that early intervention and support improve the success of rehabilitation. To support our employees, our drug-free workplace policy:
- Encourages employees to seek help if they are concerned that they or their family members may have a drug and/or alcohol problem.
- Offers benefits-eligible employees and their family member’s assistance with alcohol and drug problems through the Employee Assistance Program (EAP).
Employee Responsibilities
Employees are responsible for following all of our work and safety rules, and for observing the standards of behavior an employer, coworkers, and clients have the right to expect.

Employees feeling that they may have a problem with alcohol or drugs are responsible for seeking assistance, whether through the agency or any other resource, before an alcohol or drug problem adversely affects work performance or results in a violation of this Policy.
Continued employment of employees with substance abuse problems may be conditioned upon:
- Entering into and completing a treatment program (including all follow-up recommendations) approved by the agency; and
- Signing and living up to the terms of a “last-chance agreement” which may include a requirement that the employee submit to testing for subsequent alcohol or drug abuse. An employee who voluntarily seeks help before any work-related problems arise may or may not be required to enter into a performance agreement to maintain employment.
Recovering Employees
A minimum of one year’s sobriety is required prior to the date of hire for people with a history of substance abuse.

Our Alcohol and Drug Rules
The following rules apply to all employees of Transition Projects while at work. An employee who violates any one of them is subject to termination.
1. Alcohol. An employee may not possess, use, transfer, offer or be under the influence of any intoxicating substance. This rule prohibits using any alcohol prior to reporting to work, during breaks or meal periods, or in conjunction with any other agency activities except social or business events where the agency has authorized the moderate consumption of alcoholic beverages.
  Drugs. An employee may not possess, use, transfer, offer, share, attempt to sell or obtain, manufacture, or be under the influence of any illegal drug, intoxicant, or substance. This rule prohibits having any drugs or substances present in the body or otherwise in an employee’s possession. Thus, an employee who tests positive for a non-prescribed drug or substance violates this rule. This rule does not apply to medically prescribed drugs utilized consistent with the prescriber’s instructions.
2. “Drugs and substances” include legal and illegal drugs and substances, such as marijuana, cocaine, heroin, peyote, opium, amphetamines, designer drugs, and “controlled substances” (as defined in Schedules I-V of Section 202 of the Controlled Substances Act and the applicable regulations), as well as legal drugs which have been obtained or used illegally (for example, using drugs prescribed for someone else or for other than prescribed purposes).
3. Alcohol Containers and Drug Paraphernalia. An employee may not possess alcohol containers (cans, bottles, etc.) or drug paraphernalia. “Drug paraphernalia” means equipment, products and materials of any kind which are marketed, designed for use, or used in connection with anything from the planting to the manufacturing, packaging, selling, concealing or introducing into the body any illegal drug.
4. Alcohol- and Drug-Related Arrests and Convictions. An employee must notify the Human Resources Director of any conviction, guilty or no-contest plea, or forfeiture of bond or bail under any criminal drug law within five days of the event so we can review the circumstances to see whether we feel a violation of this policy has occurred. We are also required by law to report all work-related drug convictions to the federal government. A citation, arrest or conviction may result in the Agency requesting that the employee sign a performance agreement as a condition of continued employment. The Agency may also apply disciplinary action or require participation in a treatment program.
5. Vehicle Use. If an employee’s job involves driving any vehicle on agency business, the employee must notify the Human Resources Director of any alcohol- and/or drug-related citation, arrest or conviction involving driving.
6. Criminal Conduct. An employee may not engage in any form of criminal conduct connected with alcohol or drugs. We may report any form of suspected criminal conduct to appropriate law enforcement agencies and may request their assistance whenever we believe it appropriate.
7. Legal Drugs/Prescriptions/Over-the-Counter Medications. The use of any substance, legal or illegal, can adversely affect an employee’s work performance and safety. Often, employees can safely perform their jobs while taking prescribed drugs and over-the-counter medications. However, we expect employees who are using prescription drugs that might impair or alter behavior or motor function to inform their supervisor in advance so that we can ensure the safety of the employee, coworkers, clients and/or members of the public.
  The misuse of legal prescriptions is a common form of drug abuse. We expect employees to only use medicine that has been prescribed for them, to follow the prescriber’s instructions, and to keep the medication in its original container (or have a copy of the prescription in their possession). The container or prescription must identify the drug, the date of the prescription, and the prescriber’s name. Over-the-counter medications must be kept in their original containers.

Situations Not Covered by Policy.
Situations will arise which are not specifically covered by this policy and these guidelines (for example, situations involving employees who have been charged, convicted, pled no contest or forfeited bond or bail, to drug-related charges). We will deal with them on a case by case basis taking into account such things as the nature of the situation or problem, the potential impact on coworkers and our Alcohol and Drug Policy, the employee’s prior employment record and job assignments, and the potential impact on production, safety and customer or public perceptions of the agency.

Whistleblower Policy

Transition Projects is committed to high standards of ethical, moral, and legal business conduct. The Agency is further dedicated to acting in good faith with those employees who raise concerns regarding incorrect financial reporting, unlawful activity, or otherwise improper conduct. This Whistleblower Policy aims to provide employees with an avenue for raising such concerns, and to reassure such employees that they will be protected from reprisal or victimization as a consequence of reporting the alleged wrongdoing of any officer, director, employee, or agent of Transition Projects.

Statement of Policy:
No officer, director, employee, or agent of Transition Projects shall take any harmful action with the intent to retaliate against any person, including interference with employment or livelihood, for providing to a law enforcement officer any truthful information relating to the commission or possible commission of any offense. Nor will any officer, director, employee, or agent of Transition Projects take any harmful action with intent to retaliate against any person for reporting to an appropriate senior management or elected official of the Agency the suspected misuse, misallocation, or theft of any Agency resources.

Safeguards:

Harassment or Victimization: The Agency will not tolerate the harassment or victimization of any employee who raises concerns under this policy.
Confidentiality: The Agency will make every effort to treat a complainant’s identity with an appropriate regard for confidentiality, with the understanding that the details of complaints may need to be shared with others in order to investigate such complaints properly.
Anonymous Allegations: Because a thorough investigation often depends on an ability to gather additional information, the Agency encourages complainants to put their names to allegations of wrongdoing. We will explore anonymous allegations to the extent possible, but will weigh the prudence of continuing such investigations against the likelihood of confirming the alleged facts or circumstances from attributable sources.
Bad Faith Allegations: Allegations made in bad faith may result in disciplinary action.

Procedure for Raising a Concern:

Reporting: The Agency intends this policy to be used for serious and sensitive issues. Such concerns, including those relating to financial reporting or unethical or illegal conduct may be reported directly to the Executive Director. In the event that an individual’s concern rises to the level that he/she reasonably believes that notice to the Executive Director will be disregarded or otherwise not fairly considered, the individual may then report violations or suspected violations either to the Chairperson of the Board or to any other member of the Board. Employment-related concerns should continue to be reported through supervisors and the Human Resources department.
Timing: The earlier a concern is expressed, the easier it is to take action.
Evidence: Although a complainant is not expected to prove the truth of an allegation, he or she should be able to demonstrate that he or she has made a report in good faith.

How the Report of Concern Will Be Handled:

Initial Inquiries: The Executive Director will make initial inquiries in consultation with legal counsel, if necessary, to determine whether or not further investigation is necessary or appropriate.
Further Information: The Executive Director may seek further information from any officer, director, employee, or agent of Transition Projects, and shall take all reasonable precautions to protect the identity of the complainant to the extent possible while doing so.
Reporting: The Board of Directors and the Finance Committee shall receive information on each complaint. In consultation with the Executive Director and, if necessary, legal counsel, the Board of Directors will determine an appropriate response to a report of concern. Officers, directors, employees, and agents of the Agency who may be implicated in such reports shall not participate in any deliberation of the Board of Directors related to the complaint, except to present information directly to the Board on his or her own behalf.

Record Retention

It is the Agency’s policy to maintain complete, accurate and high quality records. Records are to be retained for the period of their immediate use, unless longer retention is required for historical reference, contractual, legal or regulatory requirements or for other purposes as may be set forth herein. Records that are no longer required, or have satisfied their required periods of retention, shall be destroyed.

No officer, director, employee, volunteer, or agent of Transition Projects shall knowingly destroy a document with the intent to obstruct or influence the investigation or proper administration of any matter within the jurisdiction of any government department or agency or in relation to or contemplation of any such matter or case. This policy covers all records and documents of Transition Projects. Transition Projects reserves the right to amend, alter and terminate this policy at any time and for any reason.

The Executive Director or his/her staff designee shall be responsible for administering this policy. As part of this role, the Executive Director (or his/her staff designee), in consultation with legal counsel, shall ensure that the Agency documents and records retained by officers, directors, employees, volunteers, or agents are stored or destroyed in a manner consistent with this policy.

Specific record retention guidance is at Appendix C.

Standards of Conduct

This section asserts the Agency’s ethical standards, performance expectations, and the behaviors we expect between one another, those served by the agency, and our larger community.

Ethics

General
Transition Projects observes and abides by all of the laws that apply to our business and treatment responsibilities, and conducts itself at all times in ways that dignify people and recognize their worth. Even where the law may be permissive or unclear, we choose the higher ground of integrity. Customs, traditions and values differ from place to place, but honesty and respect for others are universally valued.

Employees influence the success and development of the agency through continuous effort to improve professional practices, services, training, and research.
Ethical behavior is expected at all times. If an employee has reason to believe that the behavior of Transition Projects or any employee might be unethical, he or she is responsible to attempt to rectify the situation, using our established remedies.
No employee may claim or imply professional qualifications or competencies exceeding those actually possessed.
Employees must remain ever aware of the obligations to our client relationship, and must maintain the highest respect for the client by affording client treatment needs the utmost priority.
Should an employee be in a situation where his or her ethical obligations are unclear, the employee will seek supervision and professional guidance and act accordingly.
In the interest of better service to our clients and more efficient operations in general, employees are discouraged from activities during working hours that are not related to Transition Projects business.

Management Responsibilities
Transition Projects bears a responsibility to be an ethical employer, and for its managers and supervisors to manage Transition Projects’ affairs professionally, honestly, and responsibly. Board members and management are expected to model the highest ethical and professional behavior, setting a standard for Transition Projects, its employees, volunteers and clients.

Employee Work Performance and Relationships
Transition Projects expects each employee to report to work as required, perform assigned work at high performance levels and according to established standards, and to make every effort to maintain good relationships with clients, fellow employees, and community members.

Employee/Client Interaction
Transition Projects exists primarily for the benefit of our clients. When dealing with clients, as well as others outside the agency, employees are expected to promote good will on behalf of Transition Projects.

Conflicts of Interest
All employees must avoid situations of actual, potential, or perceived conflict of interest. A conflict of interest may occur when an employee is in a position to influence a decision that may result in a personal gain, financial or otherwise, for that employee or for a relative or friend. Personal or romantic involvement with a competitor, supplier, or subordinate employee, which affects an employee’s good judgment, creates an actual or potential conflict of interest. Employees may be required to complete a conflict-of-interest form at the beginning of their employment and at any point an employee may be in a conflict. The Executive Director will review all conflict of interest forms for final approval.

To avoid conflicts of interest, the following relationships and activities are prohibited.

DUAL RELATIONSHIPS IN TREATMENT: No person shall be employed in a role of evaluation, planning, recommendation, or direct treatment of a member of their immediate family or significant others. No supervisor shall be placed in a role to direct, plan, monitor, or evaluate the activities of other staff regarding treatment of a member of their immediate family or significant others.
DUAL RELATIONSHIPS IN SUPERVISION: No person shall be employed in a position over which an immediate family member or significant other exercises line or grievance adjustment authority, nor shall any person be placed in a supervisory position in which the supervisor can make recommendations that affect the selection, transfer, promotion, or salary of an immediate family member or significant other except as approved by the Executive Director.

Further, the following relationships and activities should be reported to one’s supervisor:

OUTSIDE EMPLOYMENT: For regular employees, Transition Projects considers itself the primary employer. While employment outside of Transition Projects is permitted, we will make no accommodations to facilitate such employment. Employees are required to report such employment to their supervisors. If the outside employment results in conflict of interest or conflict in duties, schedule, or ability to perform at Transition Projects, the employee will be asked to choose between concluding the outside employment or termination from Transition Projects.
EXTRAMURAL PROFESSIONAL ACTIVITIES: Any paid or volunteer professional activities outside of Transition Projects employment must be reported to that employee’s supervisor prior to initiation of such activities. Employees shall not perform work related to outside paid professional activities during regularly scheduled working hours. Additional compensation for any work done as a representative of Transition Projects (for example, workshop fees, speaking stipends, etc.) shall be returned to Transition Projects. An employee may be asked to terminate outside professional activity which is deemed to be detrimental to their performance or ability to represent Transition Projects in the community.

REPORTING CONFLICT OF INTEREST OR ETHICAL VIOLATIONS:
Any employee who suspects that a violation of Transition Projects Conflict of Interest or Ethics policies has occurred must report this suspicion promptly as provided in Section II, Whistleblower Policy.

Business Relations
Transition Projects deals with many contractors, vendors, and suppliers of goods and services. Doing business with these suppliers can raise ethical and even legal issues.

Do not accept gifts or gratuities, except for items of no material value (e.g., holiday or thank-you cards). Accepting gifts, services or gratuities of value from any person who is, has, or seeks to contract with Transition Projects, exposes the employee to disciplinary action.
Do not encourage or solicit payment for entertainment events such as concerts, or sporting events from anyone with whom Transition Projects does business, including clients.
Contracts with agents, sales representatives, or consultants must be in writing in the standard Transition Projects or vendor contract format, and must clearly and accurately describe the services to be performed, the basis for earning payment, and the rate or fee. Payment must be reasonable and not excessive in view of the practice in the trade, and commensurate with the value of the service rendered.
Do not offer or give a gift of money, service, entertainment, or anything of value, directly or indirectly, to any government official or employee.
Software packages purchased by Transition Projects are covered by copyright law and license agreements. These copyright provisions are to be strictly followed. Software is not to be copied or used in violation of the manufacturer’s license. Employees who violate software copyright agreements are subject to disciplinary action.

Document Retention, Books and Records
Transition Projects expects that all business transactions, including client records, will be accurately recorded as required by law, and that its financial books and records will be accurate, complete, and compliant with standard accounting principles.

All documents and records will be retained as required by law. No Transition Projects employee may discard or destroy any official documents or records without management approval. As necessary, managers may seek legal counsel regarding rules governing document retention. Detailed guidance is in Section II, Record Retention Policy.

Deliberately falsifying records or improperly destroying records is not only against Transition Projects policy, but may also be illegal.

Political Activity and Contributions
Transition Projects employees are encouraged to exercise their civic rights and responsibilities through voluntary participation in the political process. Employees must ensure, however, that these activities do not interfere with fully executing their job responsibilities, do not compromise the agency, and are in compliance with all legal requirements.

Safety, Health and Security
It is the intent of Transition Projects to provide a safe environment for employees and to properly manage any incidents that occur so as to minimize injury and other forms of loss. It is the responsibility of each employee to report certain situations or events to management. These include: safety and security violations, accidents, hazardous conditions, assault, injury, or harassment of employees, clients or others while carrying out Transition Projects business; threats of violence; bomb threats; theft of employee property or Transition Projects assets; fraud; unexplained shortages or losses of Transition Projects assets; arson, sabotage or vandalism; suspected illegal use, possession, distribution or sale of drugs or alcohol; or other incidents which are considered a violation of criminal law or of Transition Projects policies and workplace practices.

Compliance
Transition Projects expects employees, officers, directors, volunteers, and others engaged in work or work-related activities at Transition Projects to comply with this Code, and with specific policies as articulated in this Handbook. All employees, managers and supervisors are expected to deal appropriately with any suspected violations of these policies, and to report any suspected behavior that is illegal, unethical, inappropriate, or injurious to the interests of Transition Projects or our clients.

Hygiene and Dress Code

Because we all serve as role models for our clients, and as representatives of Transition Projects to the community, all employees are expected to present themselves professionally and to report to work groomed and dressed appropriately and safely for their duties and their work environment.

The wide range of activities performed at Transition Projects makes it virtually impossible to prescribe specific items or categories of attire that would be suitable for all activities at all locations at all times. It is equally impossible to publish a list of “forbidden items”, as this would change constantly in tune with the larger cultural environment and the activity at hand. There are, however, overall standards that all grooming and attire must meet regardless of location or activity. Each employee’s grooming and attire must demonstrate respect for our clients, business partners, and the community; and must be safe for all activities at hand. Attire is to be clean and serviceable. Attire will conform to usual and customary standards of suitability for a customer-service business environment. Employees are expected to maintain high standards of personal hygiene and grooming.

Because of the wide array of activities at Transition Projects, department managers may implement specific dress standards for their departments so long as they meet the above standard. Standards of grooming and attire will be enforced consistently within each department and job group. Supervisors will counsel employees reporting to work in unsafe or unacceptable attire, or exhibiting poor personal hygiene or grooming, offering suggestions for how to meet the corporate standard. The supervisor has the discretion to send an employee home to correct their presentation. The period absent will be unpaid time. Employees who are in doubt, or who have Questions about what constitutes suitable and appropriate attire or appearance, should consult with their supervisor or a Human Resources representative.

Smoking

Transition Projects’ facilities (to include company-owned vehicles) are smoke-free environments. Since many individuals are sensitive to smoke, staff and clients who smoke are required to do so only in designated areas, significantly away (10 feet) from public entrances. Smokers are responsible for the safe, immediate and proper disposal of cigarette waste.

Punctuality and Attendance

Transition Projects expects all employees to be on the job promptly and consistently, demonstrating the highest standards of punctuality and attendance. Unplanned absences and tardiness create hardships for co-workers, interfere with routines and quality of service, and create an undue burden for clients.

Satisfactory attendance is demonstrated by being punctual when arriving for and leaving work, following established reporting procedures for absences, and having fewer than five (5) episodes of unplanned absences in a 12 month period. An episode can be a single day or a consecutive group of days related to the same condition (such as three days away for the flu).

Punctuality — being at one’s work location at the beginning of the shift, leaving for and returning from breaks and lunch on time, and remaining at work until the end of the shift — is also essential. Punctuality problems may result in disciplinary action, up to and including termination.

Arriving at the workplace excessively early and/or lingering at the workplace excessively after one’s shift has concluded are discouraged. Employees who are present at Transition Projects worksites but in an off-duty status may not interrupt or interfere with their colleagues’ performance of duties.

Absenteeism and chronic tardiness, even with acceptable excuses and even where some/all of the absences are covered by pay of some kind, presents serious client-service problems and may result in disciplinary action up to and including termination.

It is the responsibility of the employee’s immediate supervisor to monitor and maintain a record of the attendance of employees. Corrective action to include discipline will be taken when, in our judgment, an employee is developing an attendance problem as evidenced by both the frequency and duration/scope of absences or lateness.

Patterns of absence or tardiness are factors that are carefully considered in performance reviews and may influence decisions regarding possible salary increases, reductions in force, layoff, or disciplinary action.

Hours of Work

The workweek consists of forty hours per week; no employee may be regularly scheduled for more than twelve hours of work per day. A workday is defined as any 24-hour period. Any employee scheduled to work four or more hours per day will be entitled to a paid one-half hour lunch break after working three or more hours. Sole-coverage Residential Advocates who must be available for work during their meal break will mark an additional ½ hour of work time on that day’s time sheet. If doing so results in overtime, such overtime is automatically approved. Employees scheduled to work fewer than four hours per day may, with supervisor approval, take an unpaid lunch break. Each employee is allowed a fifteen minute paid break for each four hours worked. These breaks may not be combined to extend the lunch break, or to shorten the work day.

Unplanned Absences or Tardiness: Call-in Policy

Unplanned Absences or Tardiness: Call–in Policy

Employees are responsible to notify their supervisor or other designated contact on the program notification tree as early as possible prior to starting time if they are to be late or absent due to illness or other unforeseeable emergency. Employees must call in each day of the absence unless they have been granted an inclusive leave of absence.

Any employee who is absent for two consecutive workdays or shifts without proper notification will be considered to have voluntarily resigned. Any employee who violates our call in rules three times in any 12 month period will be subject to discipline up to and including termination.

Confidentiality

Transition Projects touches the lives of many people. It is our legal and ethical responsibility to require all staff, both paid and volunteer, to hold in confidence all personal information which they receive while working at Transition Projects.

Our clients and residents may experience mental health or alcohol/drug issues that are covered under federal regulations of confidentiality (42 CFR Part 2) and/or under the HIPAA (Health Insurance Portability and Accountability Act of 1996). Transition Projects has made a commitment to respect all personal and private information whether or not the information falls under one of these standards.

To facilitate confidentiality, Transition Projects requires adherence to the following policies:

All files, charts, notes and other written materials concerning clients or former clients will be secured at all times.
No information about clients or former clients will be shared with families, friends, agencies or professionals outside of Transition Projects.
Information regarding a client will not be released unless:
1. the client has provided written consent, or
2. the disclosure is part of a court order, or
3. there is immediate danger or medical emergency, in which case employees may disclose essential information to authorities responding to the situation.
Releases of information must be specific and name the information that has been approved to share. We do not release information about clients to anyone not authorized by the client on a signed release of information. All current ROIs are located in the client’s file. ROIs with a signed date that exceeds one year are considered expired and therefore no longer valid.
Discussions concerning clients or former clients may not be conducted in public areas.
Access to client files must be approved by the Case Manager or program supervisors.
Information about agency business and its employees is also of a confidential nature and must not be discussed with unauthorized persons.
The personal information of employees, interns and volunteers of Transition Projects will receive the same respect and be subject to the same code of ethics and rules as that of clients.
Employees may not remove documents or printouts of electronic data or forward electronic data from Agency premises unless doing so is specifically authorized by a supervisor or manager.
Client paperwork that is no longer needed, including anything with a client’s name on it, should be shredded or placed in a shred bin. Confidential paperwork should never be recycled, turned into scrap paper or taken out of the building.
There are many times when client issues need to be shared between co-workers. Information should only be shared if applicable to the work being done. Staff should never talk about client information just for the sake of sharing or talking. Information should be objective and professional.
Confidential information should not be shared in common areas of buildings. Information shared at the RA or CSC desk should be kept at a minimum and with discretion.
Mental health information is to be shared from staff to staff on the need to know basis.
We do not confirm or deny that a client is a resident or is receiving services from Transition Projects unless it is known that a caller has been included on a ROI signed by the client.
Callers asking to speak to residents will be informed they have reached a message phone only. Tell the caller we can take and post a message.
If someone wants to leave a message for a client or a resident, we do so stating that we are a public message center, not a homeless shelter.
No surveys of residents will be conducted without the prior approval of the supervisor.

Information concerning the care of a client is always personal in nature and, therefore, any information about her/his condition, care, treatment or personal data is absolutely confidential and must not be discussed with anyone other than those directly responsible for her/his care and treatment. Only designated employees of the agency may release information about clients including acknowledging whether a client receives services/lives at Transition Projects. Unauthorized release of information about clients, due to carelessness or thoughtlessness, is unethical. We urge you to be discreet in your conversations.

A violation of confidential information is a violation of agency ethics. Staff may be dismissed immediately for breaching confidentiality and actions deemed unethical.

At in-processing, each employee receives an overview of Transition Projects rules on confidentiality, and is required to sign a Confidential Information Agreement.

Staff-to-Client Boundaries

Staff–to–Client Boundaries

To ensure a safe environment and fairness between all residents, clients and employees, we must maintain consistent boundaries. Because of the inherent imbalance of power and control between employees and clients, there will be no socializing between employees and clients. This is necessary to maintain a professional work environment characterized by focus on the client, and respect for individual feelings and the convictions of others. This policy is in effect on and off of Transition Projects premises. Employees violating this policy will be subject to discipline, up to and including termination.

If an employee has a previous or existing social relationship with a resident or client, they should immediately inform their supervisor. Steps will be taken to minimize any possible problems arising from this situation.

Employees must respect this policy for a minimum of six months once a client has stopped receiving services from Transition Projects.

Below are some basic boundary guidelines:

Never lend cigarettes to clients/residents
Never borrow cigarettes from clients/residents
Never buy anything from clients/residents
Never give clients/residents your own pocket change for bus fare
Never give residents money from the coffee drawer in the shelter
Never loan clients/residents money
Never sell anything to clients/residents
Never take clients/residents out to lunch/coffee/drinks
Never give clients/residents rides in your car
Never take clients/residents to your home
Never accept gifts from clients/residents
Never become romantically or sexually involved with clients/residents
Never play favorites
Never promote your religious or political beliefs

Employees who are unclear on any of these or are having problems maintaining these boundaries, or who observe other employees violating these boundaries, should discuss the matter with their supervisor. Scrupulous observance of boundaries is essential to the ethical operation of the agency.

Media Policy / Public Relations

All calls from the media (press, radio, television) should be referred to the Executive Director or the Development Director, who will respond directly or coordinate the response.

Solicitation

Solicitation is not permitted at any Transition Projects facility.

Computer Use

Transition Projects provides electronic systems to enhance productivity. These systems include computers, software, electronic mail (e-mail), copiers, fax machines, telephones, voice mail, surface messengers, communication tools, and various on-line services. All of the systems are operated and managed based upon this policy. Employees are expected to learn about and make use of these tools. The agency provides training on how to use them.

Privacy & Confidentiality
Computer workstations are provided by Transition Projects for business purposes. As with paper files and documents, all files and documents stored on Transition Projects computers are the property of Transition Projects.

The use of information systems, Internet access, and other office automation, and documents and/or data created on or as a result of this equipment/access, is not private. The agency, within the bounds of current and future laws, reserves and intends to exercise the right to review, audit, intercept, access and search these business systems at will, monitor data and messages within them at any time for any reason, and disclose selected contents without notice or other restrictions. Use of the Agency equipment, systems, and/or Internet access constitutes acceptance of such monitoring.

Employees shall not use a code unless authorized to do so. All computer pass codes must be provided to supervisors. No pass code may be used that is unknown to the agency.

Employees shall not access a file, or retrieve any stored information, unless authorized to do so. Employees should not attempt to gain access to another employee’s messages without the latter’s permission.

The confidentiality of any message should not be assumed. Even when a message or document is deleted, it is still possible to retrieve and read that message.
Notwithstanding the agency’s right to retrieve and read any electronic mail messages, such messages should be treated as confidential by other employees and accessed only by the intended recipient. Employees are not authorized to retrieve or read any e-mail messages that are not provided to them.

Personal Use
The use of any and all Transition Projects property is primarily for the purpose of Transition Projects business. Although limited personal use of computers and Internet access is allowed by Transition Projects, such use is expected to be minimal, on the user’s own time, is not to interfere with the person’s job responsibilities, and is not to expose the system to viruses or overload.

Employees are prohibited from using Transition Projects systems for any other business or profit-making activities. Any posting to public forums must include a disclaimer that the views are those of the employee and not Transition Projects. These forums should be used with care and not cause any adverse publicity or embarrassment to Transition Projects.

Workstation Maintenance
All staff are responsible for informing the Data and Technology Specialist or other assigned staff person if their workstation appears to be malfunctioning. A maintenance request form is available.

Internet Access and Electronic Mail
Employees are prohibited from accessing the Internet for any unethical or criminal purposes, including pornography, violence, gambling, racism, harassment, or any illegal activity. Use of the e-mail network for broadcasting of jokes or other non-business-related communications is not permitted. Employees are forbidden from using profanity or vulgarity when posting electronic mail via the Internet or posting to public forums (newsgroups, blogs, and other media). Any electronic mail sent through sent from our system or postings to public newsgroups, blogs, etc. by Transition Projects employees must fall within these ethical standards.

Employees should meet the same professional and courteous standards in drafting and transmitting messages over the Internet as they would when writing a memorandum and should assume that their message will be saved and reviewed by someone other than the intended recipient.

Confidential or sensitive information is best conveyed with a memo or phone call rather than by e-mail. E-mail is a valuable tool, but it is inherently not a secure means of communication. It is easy to enter an improper addressee or to send as “reply to all” when only selected individuals have a need to know. Additionally, no one can control how a received e-mail is subsequently forwarded. Each user must keep these security limitations in mind when composing and sending messages.

Client Identification: When it is necessary to allude to a client in an e-mail message, Agency practice is to use initials and Service Point number, or last name and bed number only. Under no circumstance should an e-mail contain combinations of information which enable identity theft (name, SSN, and DOB, for example). All statements that could be considered inappropriate or harassing are prohibited.

Downloading Software and Streaming
Employees are prohibited from downloading software from the Internet without prior approval from the Data and Technology Specialist. Downloading of games from the Internet is prohibited. Downloading of any executable files or programs that change the configuration of your system by anyone other than approved personnel is prohibited.

The employee should take extreme caution when downloading software or files from the Internet. All files or software should be passed through virus protection programs prior to use. Failure to detect viruses could result in corruption or damage to files and/or unauthorized entry into the Agency’s network.

Streaming of audio or video signals on any company workstation is not allowed except in limited cases with supervisor approval for training participation or other job-related activities.

If the employee finds that any damage occurred as a result of downloading software or files, the incident should be reported immediately to the Data and Technology Specialist.

Housekeeping

Employees are individually responsible for keeping their work areas clean and safe. In shared work areas, employees are to divide the responsibilities among themselves so as to keep the area clean and safe.

Donation Policy

All materials, food, clothing, supplies, etc. which are donated to, and received by Transition Projects are to be designated exclusively for distribution to and use by residents, volunteers and clients of the agency. Donations are not to be taken, used or borrowed by employees at anytime. To do so will be considered theft and is grounds for discipline up to and including termination. With the exception of perishable items, no donated item may be distributed or placed into service until it has been reviewed and/or catalogued by the Development Director or proper designee.

If residents and/or clients of the agency do not find use of donated materials within an allocated amount of time, the items will be donated to another non-profit agency.

Respect

Employees are to treat each other with respect and courtesy at all times. Employees will not use derogatory or obscene language when referring to or communicating with coworkers.

Situations Affecting Productivity

Employees experiencing situations that affect their work or a work-related matter should discuss the matter frankly with their supervisor. If this does not adequately address the problem, the employee may discuss the matter with the Human Resources Director.

The Agency offers benefits-eligible employees access to an Employee Assistance Program (EAP) which offers counseling and assistance in the following areas: family relationships; marital problems; work problems; legal problems; financial concerns; alcohol and drug dependencies; and emotional problems. Contact information is in the Benefits Synopsis.

Categories of Employment

An employee is a person who is hired for a compensated full-time, part-time or temporary position by the agency. Depending upon employment status, s/he may be eligible for fringe benefits.

The employment status is defined by the function performed by the employee, the number of hours the employee works in a week, the length of hire, and local, state and federal law. The employment anniversary date of an employee shall be the original date of hire into a regular position in the agency, regardless of any subsequent transfers within the agency.

The following employment categories will be used:

Temporary. An employee who is hired to work on a temporary basis for no longer than 180 days. Temporary employees may be full-time, part-time, or on-call, and may resign or be terminated without cause or notice at any time for any reason. Temporary employees are only eligible for benefits as required by law. Temporary employees are not eligible for internal hire.
Trial Period. For any employee in a regular position, the first six months from date of hire constitutes the initial Trail Period. Current employees reassigned to positions in another classification or of a substantially different nature from their current assignment will also serve a six-month trial period. Temporary hires and on-call hires are exempt from Trial Period. Trial Period employees may resign or be terminated without cause or notice at any time for any reason. Trial Period employees are eligible for Transition Projects’ benefit package as described in Section X. Trial Period employees are not eligible for internal hire.
Regular Full Time. An employee (other than a temporary employee) who is normally scheduled to work a full 37-40 hour work week and who has completed the six month trial period. Regular employees are eligible for the full Transition Projects benefit package as described in Section IX. Regular Full Time employees are eligible for internal hire.
Regular Part Time. An employee (other than a temporary employee) who is normally scheduled to work fewer than 37 and at least 20 hours a week and who has completed the six month trial period. Regular part time employees are eligible for the benefit package with accruals and premium offsets prorated. Regular part time employees are eligible for internal hire.
Regular Limited Part Time. An employee (other than a temporary employee) who is regularly scheduled to work fewer than twenty hours per week and who has completed the six month trial period. Limited part time employees will not be entitled to fringe benefits, or holiday, sick or vacation time. Limited part time employees are eligible for COLA and step increases. Limited part time employees are not eligible for internal hire.
On-Call. An employee who works on call and who, other than for brief periods, has no regular shift. On-call employees are not entitled to fringe benefits, holiday, sick or vacation time, or annual step increases. On-call employees are not eligible for internal hire.
Represented. Employees represented by the Union and subject to the provisions of the Collective Bargaining Agreement.
Unrepresented. Employees who are not represented by the Union and who are not subject to the provisions of the Collective Bargaining Agreement.
Exempt. An employee whose position meets the tests for exempt status under the Fair Labor Standards Act and Oregon Bureau of Labor and Industries standards. Exempt employees are salaried and are not compensated for overtime hours.
Nonexempt. An employee entitled to overtime compensation under wage and hour provisions of the Fair Labor Standards Act and Oregon Bureau of Labor and Industries. Overtime compensation is calculated as required by law. As a basis for computing overtime compensation, the Agency’s normal workweek is Sunday through Saturday.
Interim. Employee hired or temporarily reassigned to fill a full- or part-time position until the position can be permanently filled or deleted. Interim assignments will not exceed six months’ duration. Interim employees have the full authority and responsibility of the position. Interim positions that become permanent positions will be opened for recruiting. The interim employee will be eligible to participate in the internal hire process only if they so eligible before transferring to the interim position. Interim employees shall be considered regular employees for determining eligibility for benefits.

The following categories perform services on Transition Projects premises but are not considered employees:

Independent Contractor: An individual or agency may be engaged as an independent contractor when expertise is required which cannot be reasonably or profitably performed by agency employees, as determined by the Executive Director. Such individuals or agencies shall be hired to render a service or result and shall be responsible for their own supervision or method of rendering the desired result. All independent contractors must be “Qualified Independent Contractors” by the State of Oregon. Independent Contractors are not eligible for internal hire.
Volunteers: Individuals who freely agree to volunteer their services to the agency, either for a temporary project or for a longer-term assignment. Volunteers do not receive compensation for their services. Volunteers are expected to comply with the agency’s procedures and standards of conduct. Volunteers are not eligible for internal hire. Employees may volunteer so long as their volunteer activities are substantially different from their employment duties. Volunteer activities overall are coordinated by the Volunteer Coordinator. Policy guidance is in the Volunteer Handbook.
Interns, Practicum Students, and Other Contract Personnel: Individuals who are enrolled in an academic course of study, training, and/or work experience programs may be provided work experience at Transition Projects. Transition Project’s sponsorship of such events is normally subject to terms agreed upon between Transition Projects and the school or training activity concerned. Interns and practicum students are considered volunteers, Their overall activities are coordinated by the Volunteer Coordinator. Transition Projects may occasionally agree to paid internships or practicum sponsorships, or may agree to sponsor intern/practicum assignments for current regular employees enrolled in degree-producing programs of study. In these cases, provisions for compensation, rights and benefits are to be determined by a Memorandum of Understanding between Transition Projects, the program in which the individual is enrolled, and the individual. Interns, practicum students, and other contract personnel are not eligible for internal hire. Such individuals are expected to comply with the agency’s procedures and standards of conduct.

Personnel Records

The Executive Director shall ensure that the Human Resources Director maintains all employment records and personnel files in a confidential manner and as required by law. Employees are responsible to assure the accuracy of personal information in files. Employees must notify the Human Resources office of critical changes such as:

Changes to physical address, mailing address, telephone number, and/or personal e-mail.
Changes to identity and/or contact particulars of emergency contacts.
Change in marital or dependent status
Achievement of professionally-relevant licensure, certification, or academic credential.
Changes to citizenship or work-authorization status.
Any other substantive change in their employment situation.

Employees have access to their individual records during normal work hours. Supervisors may access the files of those they supervise. In all cases, access will be coordinated in advance with the Human Resources Director and will take place in the Human Resources office. Under no circumstance will original personnel files be allowed to leave the Human Resources office. Information from personnel records will be released externally only by court order or written consent of the employee. Employees may add statements or other appropriate information to their files but may not remove any items from the file. Salary information, records on performance, and other personal information are considered confidential and released only when a valid Information Release Form exists or pursuant to subpoena or court order.

Wages and other Compensation

Full-Time Equivalence:
FTE is the formula for calculating hourly, monthly, and annual compensation as well as determining the pro-rated schedule for benefits accruals, A full-time employee works 40 hours per week, equivalent to 173.33 hours per month or 2,080 hours per year. This is one Full Time Equivalent (1.0 FTE). For employees regularly scheduled for fewer than 40 hours per week, their weekly hours scheduled will be divided by 40 to yield FTE. For example, an employee working 32 hours per week is 0.8 FTE (32 divided by 40 equals .8). Accrual benefits will be calculated at 80% of the full-time rate.

Salary Administration:
The Board of Directors will establish the salary for the Executive Director and will approve all changes in the Executive Director’s rate of compensation.

Based on regional market comparables and on budget constraints, the Executive Director will ensure that an equitable salary schedule and salary ranges are in place for all other employees.

Changes in employees’ salary levels may result from:
1. demonstrations of extraordinary performance;
2. increased or decreased levels of responsibility
3. changes due to contractual agreements with a funding source;
4. annual step and COLA increases; or
5. changes approved by the Executive Director and Board of Directors, and/or as set forth in the collective bargaining agreement.

Initial Salary:
Each position is assigned an hourly wage or salary range. Job classifications and ranges are regularly reviewed to ensure that they promote internal equity and market fairness within our funding constraints. Transition Projects may adjust classifications or wage ranges at any time.

The Agency hires applicants at the beginning wage in a range. However, a new employee with substantial prior experience or who demonstrates skill and ability to perform at an advanced level may be an exception. Exceptions require the approval of the Executive Director. No employee will be hired at more than two steps above the beginning wage for that position.

Current wage ranges for unrepresented employees are at Appendix D.

Salary Review:
Each employee’s salary is reviewed on the anniversary of their date of placement into a regular position. Employees who receive a degree or certification that is directly job related will receive a one step increase upon providing proof to their supervisor of such degree or certification.

Manager’s salaries will be reviewed at the beginning of the fiscal year. Increases, if any, will be determined by the budget and fundraising outlook as well as the manager’s performance. These increases typically range from 0 – 8% of gross income.

Foreign Language Differential:
Transition Projects offers a one-step increase to those direct service employees who are fluent speakers of a foreign language that we have designated as necessary for our conduct of business. Those positions that require bilingual ability have this factored into the pay scale.

A qualified third party will test employees for fluency. The tester will inform the Human Resources Director of the employee’s level of fluency. The test will cover conversational fluency. This requires fluency beyond simple phrases. Reading and writing skills are not required.

It is the employee’s responsibility to request the foreign language differential. The Human Resources Director will arrange for testing. .

Salary Range:
Salary ranges are established by the Executive Director. Salary levels for an employee may not exceed the maximum in the employee’s salary range. Employees assigned to work in two or more positions will be paid the appropriate wage for each position for hours worked in that position.

Change of Job within the Agency:
If an employee is reassigned into a new position classification, the salary review date will change to the date of reassignment. If an employee is promoted, the employee will be moved to a step in the new salary range affording a compensation increase of at least 2%. If an employee returns to a former position, the annual salary review date will be the anniversary of initial assignment into the position. Compensation will adjust to the rate they would have received had they continued in that position. Employees who are laterally reassigned into a position within the same pay classification will continue at the same rate of pay.

Salary Advance:
Upon the recommendation of the employee’s supervisor and the approval of the Executive Director, employees may receive salary advances of up to 75% of the net wages earned to date in that pay period. On-call employees are not eligible to receive salary advances. An employee can request a salary advance no more than once per quarter.

Time Sheets:
Each employee is responsible for his/her own time sheet; and each supervisor is responsible for verifying the correctness of the information on the employee’s time sheet.

Employees must accurately record their hours of work each day. In recording the time beginning or ending work, the employee will indicate the time to the nearest quarter hour. If an employee is late for work, the beginning time will be the next quarter hour after the employee reports for work. Likewise, if an employee is leaving work early, the ending time will be recorded as the last quarter hour worked. Arrival and departure times will also be recorded in the sign-in log at each facility. Falsifying a time sheet will be grounds for disciplinary action, up to and including termination.

When an employee is absent from work, either sick leave or vacation time must be utilized if it has been earned. If the employee does not have sufficient sick or vacation time accrued, Payroll will treat it as a leave without pay and will notify the supervisor and the Executive Director.

Mileage Reimbursement:
Some positions require employees to use their personal vehicles to perform Transition Projects business. Employees in such positions must provide proof of proper licensure and of liability insurance coverage to the fiscal department. Employees must submit mileage reimbursement forms to their supervisor for authorization. The supervisor will forward the form to the fiscal department, who will issue reimbursement so long as proof of current licensure and liability insurance are on hand.

The use of vehicles for normal commuting between home and work or between Transition Projects facilities is not reimbursable.

Overtime

Non-exempt employees are eligible for overtime compensation as provided by law. Overtime computation shall be based on a workweek period of 12:01 AM Sunday until 12:00 PM Saturday. Excluded from “hours worked” are sick leave, vacation time, holiday hours, disability leave, family and medical leave, bereavement leave, witness duty leave, jury duty leave and military leave. An employee is not to be regularly scheduled to work over twelve hours in any one day. A day is defined as a 24-hour period.

Any non-exempt employee working more than forty hours in any week must have prior written authorization from the supervisor for all hours worked over forty. Authorization is also required to work over the regularly assigned hours per week. The overtime authorization request form must be signed by the supervisor prior to working any overtime hours.

Making Up Lost Hours

With supervisory approval, employees may work to make up hours missed due to unforeseen circumstances such as inclement weather. State law directs that any makeup time must be worked in the same workweek as the time that was missed. Transition Projects’ workweek is from 12:01 AM Sunday until 12:00 PM Saturday.

Pay Period

There are two pay periods per month. Employees shall submit time sheets on the 7th and 22nd of each month. Paychecks are issued on the 15th and on last day of every month. If time sheets or paychecks are due on a Saturday, Sunday or holiday, they are to be delivered on the weekday prior to that weekend or holiday.

Inclement Weather

Inclement Weather is defined as any severe weather that restricts road travel and prohibits employees from arriving safely at their work site. Conditions arising from floods, earthquakes, ice, or windstorms are considered inclement weather for this discussion. Employees are expected to make every reasonable effort to be present for duty as scheduled so long as roads remain passable to the public transportation system.

If TriMet is not running, essential employees living within eight miles of their work site may, with their supervisor’s authorization, use taxi service. The Agency has an account with Radio Cab (503-227-1212) to be used for this purpose.

Employees who will be tardy or absent because of inclement weather must comply with call-in procedures discussed above. Additionally, Residential Advocates should attempt to arrange on-call coverage. Time missed due to inclement weather may be made up during the same workweek if supervisors so approve, or may be charged as sick leave or vacation leave so long as the employee has a leave balance. Otherwise, time missed will be considered unpaid time off.

Inclement Weather On-Call: This is a group of employees who are on call during inclement weather because they live close to their work site or have reliable transportation. Up to 8 hours of overtime will be authorized for employees who cover extra shifts in times of inclement weather. However, no employee will work a double shift. Employees willing to be in this pool should so advise their supervisors.

Closure Policy

When experiencing emergency conditions such as severe weather, fire, earthquakes, etc., it may become necessary to close the agency or specified sites. The Executive Director will decide whether closure will occur, and the timing and scope of the closure. In the absence of the Executive Director, the decision will be made by the most senior director or manager immediately available. Employees are to know and adhere to agency and department emergency procedures at all times. Any employee departing without authority prior to the designated closure time will be subject to disciplinary action.

Separation from Employment

RESIGNATIONS: “Resignation” means the employee’s conclusion of the employment relationship with Transition Projects. Employees may not “resign their position” in favor of another position or status. That action is a reassignment.
Employees may resign at any time. As a professional courtesy, we request at least two weeks’ notice so that an orderly transition can be made. Notice must be in writing (paper or electronic) to the employee’s supervisor with a copy provided to the Human Resources Director. The Executive Director and other supervisory employees will give at least one month’s written notice of intent to leave the agency. In the case of resignation by the Executive Director, notice will be given in writing to the Chairperson of the Board of Directors. Employees who do not provide timely and proper notice generally will not be considered for reemployment.

JOB ADJUSTMENTS AT EMPLOYEE REQUEST: Employees may request certain non-promotional adjustments to their current job. For example, an employee may request to go from full- to part-time, or from regular to on-call status. In all cases, the concerned supervisor is the approval authority. If the supervisor approves the request, s/he will coordinate with Human Resources for implementation. Human Resources will not implement any action based solely on the affected employee’s request. Adjustments of this sort do not require performance of a trial period. The new status may impact benefits eligibility/accrual, appraisal cycle, and annual wage adjustments.
An adjustment from on-call to regular status is considered a promotional reassignment, and does require performance of a trail period.

DISMISSAL FROM EMPLOYMENT: Transition Projects’ conclusion of the employment relationship with an employee. It is a disciplinary measure, part of both the represented and unrepresented disciplinary hierarchies. Dismissal results from misbehavior, poor performance, violation of policies, or acts or omissions of an egregious nature.

REDUCTION IN FORCE: “Reduction in Force” refers to a general downsizing of full-time equivalency across a program, programs, or the entire organization. It may result from facility closure, loss of contracts, revenue decrements, or other environmental shifts. Reductions in force usually take three forms, which may be applied in any combination:
1. Attrition: Hiring freezes, allowing vacant positions to remain unfilled.
2. FTE Reductions: Reducing hours worked either among specific employee populations or across the board.
3. Layoff: Concluding the employment relationship, either temporarily or permanently. Involuntary unpaid furloughs may be considered layoffs. See following discussion.
Lay-off: Lay-off refers to temporary or permanent separation from employment when a position is abolished for any reason..The employee to be laid off will be afforded at least two weeks’ notice of the lay-off. For purposes of final paycheck preparation and COBRA entitlements, both temporary and permanent layoffs will be viewed as conclusion of the employment relationship.

Employees in Temporary Layoff status will return to work either as scheduled in the layoff notice or when business circumstances allow a return to work.

Recall: Regular full- or part-time employees in permanent layoff status and who have had Performance Appraisal average scores of “Good “or higher are eligible for recall for a period of twelve months following their date of layoff. Any such employee not recalled within twelve months of the layoff date will have no further recall rights An employee is ineligible for recall if Performance Appraisal scores have averaged less than “good”.

Employees shall be recalled to their former position if it becomes available while the employee is on recall status. If a position becomes available and more than one employee in recall status has held that position, then the employee with the greatest seniority will be recalled first.

Employees on recall status are responsible to assure that the e Human Resources Director has current contact information (telephone, mailing address, and/or e-mail)e. The employee shall advise the Human Resources Director should they no longer be available for recall. Employee’s who fail to notify the Human Resources Director of a change of contact information forfeit further recall consideration.

Lay-off/Recall Status: Any offer of recall will be sent to the employee’s home by Certified Mail. Failure of an employee to respond to a recall notification within ten (10) days of the mailing will be considered forfeiture of further recall rights. Any employee who declines reemployment or fails to report on the date specified will also be considered to have forfeited all recall rights. Employees on recall status may participate in the Agency’s internal hire process. Appeals to any decision regarding employee qualifications, skills and abilities in a lay-off or recall situation will be made through the grievance procedures.

Seniority: When considering reductions in force and layoffs, demonstrated performance is a primary factor. Seniority is a secondary factor. Seniority with Transition Projects is defined as the period of time from date of hire during which an employee performs paid work or is on an approved paid leave of absence. Seniority shall not include any time the employee spends on lay-off or unpaid time off status. Also not included in seniority calculations are periods of volunteer service or internship/practicum assignment unless these were concomitant with paid employment. Employees who resign or are discharged from Transition Projects forfeit all seniority. Employees recalled from layoff have their seniority restored to its level on the date of the layoff.

RETURN OF AGENCY PROPERTY
Upon termination of employment, employees must return all agency property, including building keys, supplies and equipment in their possession, to their supervisor on the last day of employment.

FINAL PAYCHECK
Employees who provide the Agency at least 48 hours’ notice of resignation (excluding Saturdays, Sundays and holidays) will receive their final paycheck on the last day worked. On less notice, they will receive their final paycheck within five days, excluding Saturdays, Sundays and holidays, or on our next regularly scheduled payday, whichever first occurs. Employees who are dismissed, involuntarily discharged, or discharged by mutual agreement will receive their final paycheck by close of business the next business day.

RELEASE OF INFORMATION AND REFERENCES
No references or any other information about an employee or former employee will be given to any outside person or organization except by the Human Resources Director. This information can only be given with the specific written permission of the employee or former employee.

Senority

Seniority with Transition Projects is defined as the period of time from date of hire during which an employee performs paid work or is on an approved paid leave of absence. Seniority shall not include any time the employee spends on lay-off or unpaid time off status. Also not included in seniority calculations are periods of volunteer service or internship/practicum assignment unless these were concomitant with paid employment.

Seniority influences a variety of situations, such as eligibility for benefit programs, promotions, reductions in force/layoff, and vacation scheduling.

Except as specifically required by law, seniority rights and employment will be concluded by any of the following:

Any voluntary or involuntary separation from employment, with the exception of a layoff;
Refusing a job offer while on recall status for an available position for which qualified;
Failure or inability to return to work at the end of an approved leave of absence;
Failure to report to work as scheduled for two consecutive workdays (1) without notice, unless in our opinion the failure to notify was clearly beyond the employee’s control, or (2) without an acceptable excuse even where notice was given;
Seeking or accepting employment of any kind (including self-employment) while on a leave of absence without obtaining the Executive Director’s advance written permission and (in the case of any disability leave) the advance written permission of the treating physician(s).

Employees may also lose length-of-service rights and employment if involved in any of the situations identified in Leave for Disabled Workers (Section IX), or Rules Governing Leaves of Absence (Section IX).

The last day an employee is physically at work will be regarded as the actual date of separation for all employment related purposes. Employees separating from employment should contact the Human Resources Director about converting agency benefits such as health insurance to private coverage.

The Recruiting System

GENERAL: The Executive Director is responsible for ensuring that a fair and equitable hiring process is carried out for each employment position, and that application forms and job descriptions are readily available to all applicants. Job descriptions are the fundamental recruiting document. Job descriptions must include: job title, supervisor, salary range, fringe benefits, hours, general responsibilities, specific duties and minimum qualifications for the position.

POSITIONS OPEN FOR RECRUITING: Positions that are newly-created and unassigned, or that are unassigned or anticipated to be unassigned due to attrition, and that we seek to fill, are considered to be open for recruiting. Additionally, existing positions that undergo revisions such that they make a significant change (for example, temporary to permanent or unrepresented to represented) will be considered “open for recruiting” for internal hire purposes. For already-assigned represented positions, minor adjustments such as shift or FTE changes need not be posted.

INTERNAL POSTING: Actively recruiting permanent positions regularly scheduled for more than 20 hours per week will be posted internally for five days before opening externally and for general recruiting. During these five days, regular full- or part-time employees seeking the position have priority for consideration. In order to become an internal applicant, the employee must submit a letter of interest stating that s/he meets all qualification for the position to the Human Resources Director. Current employees may apply after the five-day internal posting has ended, but in this case will compete with external applicants. Should an internal applicant be selected, the procedures discussed in INTERNAL HIRE, below, preempt those immediately following.

EXTERNAL/GENERAL POSTING: Once internal posting obligations are met, vacancies may be promoted in the community at large by posting on employment websites, placing classified ads, or working with employment networks. The Job Description is the base document from which promotional text is derived.

EXTERNAL APPLICANTS: In order to be considered an applicant, an individual must submit a letter of interest and a resume or Curriculum Vitae to the Human Resources Director. This submission may be paper or electronic. Individuals submitting these materials directly to other managers have not properly applied and may not be considered for employment.

INTERVIEWS: All viable applicants for the position, internal and external, will be interviewed. Each cycle of interviews will use identical questionnaires developed by the hiring manager for the position. Interviewers must record notes (directly on the questionnaire if they wish) on each interview. Panel interviews will be the norm.

FINALIST CANDIDATE: The external applicant (or two or three applicants) achieving the highest score(s) on the initial interview become the finalist candidate(s). They will be asked to complete a Transition Projects application packet, which includes releases and authorization for criminal background checks. Second interviews may be scheduled at the discretion of the program manager concerned.

BACKGROUND CHECKS: Agreeing to and completing necessary authorizations and releases for criminal background checks is an absolute prerequisite to employment at Transition Projects. The Human Resources Director will initiate criminal background checks. Once concluded, the Human Resources Director will advise the program manager either that no disqualifications resulted or that disqualifying results were returned. Should a check reveal disqualifying information, all rights due the applicant under FCRA will be implemented. Background checks are intended solely to determine qualification or disqualification for hire. They are not intended to be used as selection criteria among candidates qualified for hire.

JOB OFFER: The Hiring Manager or Human Resources Director may initiate the job offer. This is normally telephonic as it requires some dialogue with the selection candidate. The elements of the job offer are: the name and category of the position being offered; wage or salary; benefits eligibility; represented or unrepresented; primary duty location; shift; supervisor. Should the candidate accept, the date and time that employment will commence is mutually agreed to.

JOB OFFER LETTER: The Human Resources Director prepares a letter detailing everything agreed to in the job offer as well as in-processing instructions and provides it to the candidate by USPS, e-mail, in person, or a combination of the above, so that it is received prior to commencement of work.

IN-PROCESSING: This is usually the first event of the first day of employment, although if there are scheduling conflicts it may take place anytime during the first three days of employment. At in-processing, the new employee completes all mandatory employment documentation such as I-9 and W-4. The employee receives copies of this Handbook and, if represented, of the Collective Bargaining Agreement. Other administrative matters are concluded.

TRIAL PERIOD: All new hires serve a trail period of six full months from date of hire. This is intended as a period during which the employee will receive initial training and orientation, both organizational and department- or job-specific. During this period, the program manager will assess the employee’s suitability. Trail-period employees may be terminated for any reason. Initial trial service employees may not seek voluntary reassignment.

INITIAL TRAINING AND ORIENTATION: This occurs over the trial period, and consists of an array of topics deemed necessary for optimal performance of the job to which assigned. Much of the activity is on-the-job instruction, showing the employee how to do things. The employee will be briefed on organizational policies and procedures and on job-specific skills such as charting. Specific skill training required for the position category (such as first aid and CPR or bloodborne pathogens for some positions) will occur at company expense.

RESTRICTIONS ON HIRING:
Applicants in Recovery: A minimum of one year’s sobriety is required prior to the date of hire for applicants with a history of substance abuse.

Hiring Clients: No person may be an employee and a client of Transition Projects simultaneously. Persons receiving ongoing services of any kind from Transition Projects must be discharged as a client and services discontinued prior to hire. Further, clients who have received residential services are ineligible for employment consideration for a period of six months following the last date of shelter occupancy. Exceptions to this policy may be granted for individuals selected to serve as mentors.

Family Members: No one may be hired into a position that supervises or is supervised by a member of that person’s immediate family. For this paragraph, “immediate family” includes spouse, sibling, children, step-children, parents, grandparents, grandchildren, or any of the preceding “in-law”.

CURRENT EMPLOYEES must have served in their present positions for six months before they can be considered for voluntary inter-program reassignment. On-call and temporary staff are exempt from this restriction.

Internal Hire

Transition Projects’ overall objective is to fill each vacant position with the most qualified applicant. The Internal Hire Procedure gives preference to existing employees over outside applicants. Only regular full-time or part-time employees may participate in the internal hire procedure.

Internal hire procedures will be used for regular part- or full-time positions (positions that are twenty or more hours per week and expected to last more than 180 days). Management Team positions are exempt from the internal hire process, as are limited part time, on-call, and temporary positions.

When a position as described above opens for recruiting, Transition Projects will provide five days’ advance notice to current staff and to laid-off staff eligible for recall before promoting the position externally. The notice will consist of a job description with internal application instructions specified. These notices will be posted conspicuously at each facility.

Interested employees apply by submitting a letter of interest (and, if they wish, an updated resume) to the Human Resources Director within the posting period. The letter must affirm that the employee meets all stated qualifications for the position. Letters arriving after the posting period closes will be considered, but without “internal applicant” preference.

Fully-qualified internal applicants will be screened and scheduled for interview prior to external applicants.

The hiring manager, in consultation with the interview panel, will select the most fully qualified applicant for the position.

If an internal applicant is selected for the position, date and time of reassignment will be coordinated between the gaining and relinquishing Program Managers. The applicant is expected to conclude fully and thoroughly all obligations to the relinquishing program (closing out caseloads, etc). The applicant is also expected to commit to at least six months’ tenure in the new position before voluntarily seeking another reassignment or promotion.

For employees transferring to new job positions within the agency, the Executive Director and the Human Resources Director will set the wage or salary consistent with the Collective Bargaining Agreement or customary compensation procedures.

Any employees accepting a position in a different classification or of a substantially different nature from their current assignment will serve a six-month trial period, and are subject to 3- and 5-month performance evaluations.

Employees transferred to new regular positions will retain their current benefits status (with accrual rates adjusted if appropriate for FTE), and will keep their sick leave and/or vacation leave accrued balances.

Transition Projects will not guarantee that an employee selected for internal hire can return to the former position if the new position does not work out; or that s/he can continue to work for Transition Projects if and/or when the new employment opportunity ends. If an employee is allowed to revert to their former position, compensation will be adjusted to the rate they would have received had they not left the former position.

Trial Period

Employment begins with a trial period of six (6) full months. The purpose of the trial period is to allow both the employee and Transition Projects to assess their mutual suitability and probability for long-term success. It is also the period during which initial training and orientation will occur. New hires will not be permitted to use their accumulated vacation time until they have completed the trial period. However, new hires may use accumulated sick leave.

During the trial period, the supervisor will evaluate the employee after three months and five months from the hire date. Based on the supervisor’s five month evaluation and recommendation, the Executive Director will : a) end the trial status and make the person a regular employee; b) terminate the employee; or c) under extraordinary circumstances such as the lengthy absence of the supervisor, extend the trial period for up to three (3) months.

Current employees transferring to positions in a different classification or of a substantially different nature from their current assignment must complete a six- month trial period beginning with the effective date of the transfer. In this circumstance, employees will continue to accrue and may use their leave entitlements.

Any person on trial status may be terminated for any or no reason by the Executive Director at any time during the trial period. The employee on trial status is without right of appeal. Termination of employees on trial status can be effective upon notification of such termination.

Reassignments

REASSIGNMENTS: These are actions involving current employees. They typically fall into one of two categories:

A transfer is a reassignment into an identical or virtually identical position. A transfer usually does not cause a pay adjustment. Transfers may be within a program (for example, to adjust an employee’s shift and/or FTE) or between programs (for example, to move an employee from RA duties at Clark Center to RA duties at Jean’s Place). Transfers within a program are entirely at the discretion of the Program Director. Transfers between programs require the concurrence of both Program Directors involved and the approval of the Executive Director. A transition plan must be implemented addressing such matters as conclusion of obligations to the relinquishing program, performance appraisal change-of-rater adjustments, etc.

A promotion is a reassignment into a different position at a higher pay scale. These may also be within a program or between programs. Promotions result from (a) a current employee’s voluntary participation in either the internal or external hiring process for a vacant position or (b) a reclassification action that determines a position has evolved to one of a higher classification. In the former case, employees in promotional assignments will perform a six-month trial period as discussed in the section above, and will receive 3- and 5-month performance appraisals in the new assignment. In the latter case, trial period may be waived if the reclassification authority determines the incumbent has already demonstrated competence in the position.

Employees accepting reassignments from one program to another are ineligible to seek further reassignment for six months.

Reclassifications

Positions evolve over time. Too, as employees gain confidence, experience, and expertise, their actual duties performed and level of performance may transcend the boundaries of their nominal position. When there is evidence of either significant position evolution or performance evolution, concerned employees or managers may request a reclassification review.

Both the incumbent and the immediate supervisor, working independently, will complete a job inventory listing all essential duties, required skills, education, competencies and abilities, and outcome expectations for the position as it is currently performed. The Executive Director and/or Human Resources Director, acting as Reclassification Authorities, will analyze these inventories and determine whether the job should be adjusted to another classification.

If the position is adjusted to another classification, the incumbent will automatically be adjusted (promoted) at the same time. Because the incumbent has already been performing the duties, trial period may be waived at the recommendation of the supervisor concerned and approval of the Executive Director. If it is determined that performance at the higher level of classification had been ongoing, promotion and pay adjustments may be made retroactive for up to six months.

Should the Reclassification Authorities determine that some duties transcend the current position classification but not enough to justify a position reclassification, they may direct that the duties inconsistent with current classification be removed.

Job Description

An understanding of one’s job is the foundation for effective performance. Job descriptions are required for all jobs in all classification including temporary and on-call. Job descriptions list at minimum the job title, department to which assigned, pay range, specific responsibilities, performance responsibilities, physical requirements, and qualifications. Within two weeks of an employee’s assignment in a new position, that employee will be provided a formal job description and a clarification of performance parameters and expectations by his/her immediate supervisor.

Work Plan and Supervision

Each employee, in collaboration with his/her supervisor, shall prepare a work plan listing tasks to be accomplished, professional development goals, and training objectives for the upcoming rating period. This is a formal, written document, and must be completed no later than thirty days into the rating period. Should unforeseeable events demand the addition of new goals or the removal or adjustment of previously-stated goals, revision may be accomplished jointly by the employee and the supervisor.

Coaching and supervision are scheduled on a regular basis to all employees. At these sessions, both the employee and the supervisor participate in an open discussion of performance expectation, obligations, and challenges, performance enhancements, successes, disappointments, job enrichment, and other topics bearing on the improvement of performance and job satisfaction. At least four individual coaching/supervision sessions will take place in the course of each annual rating period. Individual session may be augmented with general performance-objective discussions at staff meetings.

Although supervisors are responsible to provide performance guidance and expectations, employees share the responsibility to seek supervisory guidance or clarification regarding problems, processes, expectations, etc.

Performance Evaluation

General
Performance evaluations are used not only to assess performance, but also as a tool when considering promotions, transfers, reductions in force, or layoffs. Full-time, part-time, and limited part-time employees receive formal performance evaluations. Temporary and on-call staff do not receive Performance Evaluations. Each rated employee will receive a Performance Evaluation Report at least once a year. The employee will sign the report, acknowledging review and receipt of a copy of the report. An employee wishing to rebut an element of the report must do so in writing within ten days of acknowledgement of the report. This rebuttal will be attached to the report. The written report will become a part of the employee’s file.

3-Month Evaluation
All rated employees will participate in a performance evaluation with their supervisor after three full months of employment with the agency or of performance in a promotional reassignment. This review is structured to provide the supervisor and employee with the opportunity to discuss the employee’s progress in meeting job expectations and training/orientation requirements. If there is an area of the employee’s job performance that can be improved before the end of the trial period, the supervisor may complete a Performance Improvement Plan and attach it to the 3-month review. All 3-month reviews will be maintained in the employee’s personnel file.

5-Month Evaluation
Immediately prior to conclusion of the employee’s trial period, the supervisor will prepare a five-month evaluation and will schedule a performance interview. At this meeting, the supervisor will review the employee’s job performance. A copy of the 5-month review will be maintained in the employee’s personnel file.

Annual Evaluation
Employees receive annual evaluations on the anniversary date of their assignment into their current position. All annual evaluations will be maintained in the employee’s personnel file.

Reassignments
Reassignments into promotional or substantially different positions will reset the evaluation cycle. Employees so reassigned will once again be evaluated at 3 and 5 months. Their annual evaluation will be on the anniversary of the reassignment date.

Training

Transition Projects supports an active formal training program consisting of both group classroom events, either on or off premises, designed to address generally-observed skill deficits, and individual or group participation in programs, on- or off-premises, designed to address narrowly-observed skill deficits. Training may be traditional classroom, on-the-job mentoring, or internet or computer-based. Whenever Transition Projects directs an employee to participate in a training event, Transition Projects will pay all costs.

In-service events are those addressing a general skill deficit, sponsored by Transition Projects, scheduled as part of a normal duty day, and usually taking place on a Transition Projects premises. Unless participation is specifically circumscribed, these events are open to all employees. Employees participating voluntarily during non-work hours will be in an unpaid time status unless their supervisors approve paid time. Voluntary participation in in-service events is not considered justification for overtime authorization.

Transition Projects has no obligation to pay for training, licensure, or certification which is a prerequisite for hire into a given position.

To encourage employees to seek professional skill enhancement, Transition Projects provides a training allowance. This allowance may be used to reimburse expenses associated with voluntary participation in training events. The training in question must support a goal on the employee’s work plan or directly relate to the essential duties of the employee. The amount of this allowance is set each year as part of the budgeting process. It is a fiscal year allowance, effective from July 1 until June 30. It is available to benefits-eligible employees (prorated for part-time). Unused portions of the allowance may not be carried forward from year to year. In order to be eligible for reimbursement, the employee’s supervisor must have approved participation in the event, and the employee must have completed the entire event with a passing grade or a certificate of participation.

Performance Deficiency and Correction

Transition Projects’ policy is to encourage each employee to develop to the highest level of his/her ability. Occasionally, problems develop where a candid conversation is required to bring a deficiency to an employee’s attention. Our goal is to encourage employees to correct problems and improve or eliminate a deficiency in its early stages. If routine supervisory coaching does not result in reduction or elimination of the deficiency, a specific corrective action plan with time frames will be implemented. A corrective action plan is a training and development action, not a disciplinary action. Failure to attain satisfactory performance standards, however, can lead to disciplinary action up to and including discipline.

Discipline

Transition Projects is an at-will employer. Employees are hired for an indefinite period and may resign or be terminated without cause or notice at any time.

Our goal is to overcome performance deficiencies and to correct violations of policies and workplace rules. Each deficiency or violation involves a different mix of circumstances and complexities, and may require varying degrees of corrective or disciplinary action. The measures below do not represent an inflexible hierarchy. Any of the actions or combinations of actions below may be used to address a performance problem. These corrective actions need not be used in the following order.

Counseling.
Counseling is any discussion with an employee designated to help the employee identify and remedy performance deficiencies or violations of policy or workplace rules before more severe disciplinary measures are implemented. “Counseling” is a disciplinary action. It is not to be confused with “coaching”, which is a training and development action. Counseling will be used whenever possible before taking more formal action. It may be used as often as is prudent. Supervisors are to make informal notes of counseling sessions and to maintain these notes in their supervisory files. The dates and subjects of counseling may be referenced in subsequent more severe disciplinary actions.

Verbal Notice.
A verbal notice is a notice to the employee that his/her behavior or performance must be improved immediately. It defines the areas where improvement is needed, sets performance goals and/or deadlines, and informs the employee that failure to improve may result in more serious action. The supervisor shall record the date and content of all verbal notices. Both the employee and the supervisor must sign these notes. They will be held initially in the supervisor’s files. They will be forwarded for enclosure in personnel files only if there are subsequent, more severe disciplinary measures relating to the same deficiency or violation.

Neither counseling nor verbal notice are suitable remedies for deficiencies or violations which abuse or endanger staff, clients, or the agency; for criminal conduct; or for egregious ethical violations.

Written Notice.
Written notice is the minimal suitable disciplinary measure for acts, omissions, performance deficiencies, or policy violations that jeopardize the safety or well-being of clients, other employees or the agency. This measure is also suitable for repeated instances of misconduct which counseling and verbal notice have not remediated.

A written notice is a formal notice that performance or behavior must be improved immediately. It can be used in conjunction with a written plan for improvement in the employee’s behavior. Both the supervisor and the employee will sign and date the written notice. A copy of the written notice will be given to the employee. Another copy will be forwarded for enclosure in the employee’s personnel file. The employee may rebut the notice in writing. The rebuttal will be place in the personnel file with the notice.

Probation.
Probation defines a period during which or a date by which an employee must show improvement in job performance. If the employee does not meet the terms of the probation, dismissal from employment at Transitions Projects will result. The probationary period may not exceed three months. The supervisor must prepare a written notice describing the cause for the probationary status, an objective means of determining the necessary improvement in the employee’s performance, and a deadline for making such improvements. The Executive Director must approve the probation before it is implemented. The probation notice will be formal notification to the employee of pending dismissal from employment at Transition Projects. The notice must be signed by the employee and supervisor to acknowledge receipt. Refusal of the employee to sign the notice can result in immediate termination The employee will be provided one copy of the signed notice. A second copy will be forwarded for placement in the employee’s personnel file. If the conditions of probation are satisfactorily met, this will be documented in writing and signed by the supervisor. One copy will be provided the employee. A second copy will be forwarded for placement in the employee’s personnel file.

Suspension.
Suspension is temporarily removing an employee from his/her duties without pay for a period of up to two weeks. Only the Executive Director or his/her designee can implement a suspension. A written notice of suspension must be prepared, signed by the Executive Director or his/her designee, and a copy provided to the employee, with another copy forwarded for enclosure in the employee’s personnel file.

An employee may be suspended without pay either as a disciplinary action or to allow the Executive Director or his/her designee to conduct an investigation of serious misconduct. If it is found that the employee is free of misconduct, the employee will be reinstated and receive payment for lost wages. If the employee has acted improperly, the Executive Director will take the appropriate disciplinary action.

Dismissal from Employment.
The Executive Director may dismiss an employee at any time. Employees in trail period may be terminated with or without cause. The just cause provisions of the Collective Bargaining Agreement apply when disciplinary actions involve Union personnel.

Employees are subject to dismissal for any deficiency or violation of workplace policy that seriously endangers clients, other employees or the agency, or for continuing deficient performance or violation of workplace policies for which written notice and/or suspension have been implemented. Employees may also be terminated for habitual deficiencies and/or violations of workplace policies. If the employee receives notice of a dismissal orally, a written statement of dismissal will be mailed to the employee’s address on file within 24 hours of the oral notice. The Executive Director may choose to provide the employee with a written notice of dismissal at the time of the termination.

Conflict Resolution Procedure

This procedure is intended for general conflict resolution. Employees must use this procedure. Employees wishing to proceed must comply with all aspects of this procedure. Failure to do so will forfeit the employee’s right to any further consideration of the complaint by the Agency or by any court.
There are alternative procedures available to resolve allegations of unlawful discrimination or of harassment. They are outlined in the sections of this handbook discussing discrimination and harassment.

The Procedure.
All actions filed by Transition Projects employees under this Procedure are treated confidentially. An employee having a complaint or question relating to wages, hours or working conditions (including termination of employment or any other discipline, any aspect of the job, an employee’s relationship with the agency or a coworker, etc.), or the interpretation of any of the provisions of this Handbook or any of the agency’s policies or rules, must follow these procedures:

STEP 1: Discuss the problem with your immediate supervisor. You must discuss the problem with your supervisor within ten calendar days of the occurrence of the complaint or problem (or when you knew or should have known of its occurrence). If you are supervised by the Executive Director, skip step 1.

STEP 2: If you are not satisfied with your supervisor’s response, refer your written complaint to the Executive Director with copies to your immediate supervisor. Within seven working days of receiving a written request for further consideration of the complaint, the Executive Director will schedule a conference with the aggrieved employee. Within five working days of the conference, the Executive Director will provide a response to the aggrieved employee with a copy to the program manager.

STEP 3: If you are not satisfied with the response at Step 2, or if your complaint is against the Executive Director, you may refer your complaint to the Board of Directors by making a written request within ten calendar days of receiving a Step 2 response. If you do not make a written request within ten calendar days, your right to further consideration is forfeited.

The Board must review the complaint and hear discussion of it within fifteen working days of receipt of the written complaint. All parties in the hearing/discussion process may have legal counsel and if meetings between the parties are held, legal counsel may be present.

The Board will rule only on whether the Executive Director’s actions or resolution is consistent with the Personnel Policies. If so, no further action will be taken. If the action or ruling was inconsistent with established Personnel Policies, the Executive Director will be directed to resolve the matter within the established policies. If so directed, the Executive Director will provide the Board the revised resolution within ten working days. If the Board accepts the new resolution, they will inform all involved parties in writing within ten working days. This resolution will be binding.

Final and Binding Effect.
Our answer at any step is final and binding on all of us unless the matter is appealed to the next step within the time limits. Our Board of Directors’ answer at Step 3 will be similarly final and binding.

Safety and Security

A safe and healthful work environment is a top priority at Transition Projects. Transition Projects makes every effort to minimize injury and other forms of loss. It is the responsibility of each employee to report certain situations or events to management. These include: safety and security violations, accidents, hazardous conditions, assault, injury, or harassment of employees, clients or others while carrying out Transition Projects business; threats of violence; bomb threats; theft of employee property or Transition Projects assets; fraud; unexplained shortages or losses of Transition Projects assets; arson, sabotage or vandalism; suspected illegal use, possession, distribution or sale of drugs or alcohol; or other incidents which are considered a violation of criminal law or of Transition Projects policies and workplace practices.

General Safety Rules

Safety Awareness:
During their trial period, employees must familiarize themselves with any environmental hazards they may encounter in duty performance, and to become proficient in the safety procedures for each task they attempt.

Employees are expected to follow all safety rules at all times. Any employee observing or involved in an incident that threatens the safety of Transition Projects staff, or clients must alert his/her supervisor immediately.

Guidance relating to specific threats is contained in the Hazard Communication Plan (chemicals and other hazardous materials) and the Exposure Control Plan (bloodborne pathogens and universal precautions).

The Agency will not be liable for claims arising from employee failure to comply with established safety procedures.

On-The-Job Injury or Illness:
1. Employees who become ill on the job or who suffer any work-related injury, no matter how minor, must report the matter to their supervisors. The report must be provided as quickly as practicable, and must detail what happened, the cause or suspected cause of the illness or injury, the nature and extent of any injury and, if applicable, how long the employee may be off work. Failure to report an injury or illness promptly may preclude or delay the payment of any benefits. These reports may be rendered informally initially. It may be required to follow up with OSHA Form 801.
  When the situation demands immediate medical intervention, the employee will be directed or taken to the nearest available emergency treatment facility. The report can follow later. Except in extremely serious situations, employees should obtain authorization from their supervisors before seeking medical intervention.
2. Employees who miss any work must follow our call-in rules. Employees who miss three or more consecutive workdays must follow our policies on medical documentation and releases.
3. First Aid Supplies.
  First aid supplies are available at each job site for the emergency treatment of minor injuries. Employees are responsible to know the location of first aid kits and supplies. Employees using supplies from the first aid kit or noticing that supplies are low should inform their supervisor so that supplies can be replenished.
4. Filing a Workers’ Compensation Claim.
  Employees can obtain a Worker’s Compensation claim form for an on-the-job injury or illness from the Human Resources Director. All claims must be submitted within three days of the injury, or as quickly as the employee is physically capable of doing so, so that the completed form can be submitted to our insurance carrier within five days of the event as required by law.
5. Medical Limitations/Restrictions.
  Injured or ill employees are required to maintain regular contact with us, and to keep us advised of when a release to work will occur. We will consider accommodating light duty work if required as a temporary condition of release to work.
6. Employees off work and receiving Workers Compensation payments must follow all contact rules for leaves of absence. Failure to do so may result in termination of employment with Transition Projects.

Safety Committee

A joint staff/management safety committee has been established. Its purpose is to promote safety and health in the workplace, and to identify and reduce or eliminate obstacles to a safe, healthful workplace. The Safety Committee makes advisory recommendations regarding policies, procedures, training, and practices, and serves as primary communicators regarding safety matters.

The safety committee consists of at least one manager, one line-staff representative from each facility, and an additional line-staff member selected as representative of the collective bargaining unit. The Committee meets twice each quarter, and conducts facility inspections once each quarter. Minutes are posted on the staff bulletin board at each facility.

Employees are encouraged to submit any safety concerns to their manager and/or a safety
committee member.

First Aid and Emergencies

Injuries should be treated only by people with first aid training. Selected individuals are required to maintain up-to-date certifications in First Aid and CPR. This includes but is not limited to all full-time, part- time, or limited part time Residential Advocates and Community Service Center front-desk positions.

During trial period, all employees must be familiarized with the location of first aid kits, location and use of universal precautions equipment, location and use of fire extinguishers, identity of qualified first aid administrators, hospital and ambulance telephone numbers, and the location of fire/safety exits and evacuation procedures.

All employees must assure that emergency equipment such as fire extinguishers, fire alarms, fire hoses, exit doors and stairways are clear of obstacles and accessible at all times. All work areas must be kept clean. Each employee is responsible for cleaning up any hazards that he or she may create. All doorways, walkways, electrical panels, and fire extinguishers are to be kept clear at all times.

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