IL NET an ILRU/NCIL National Training and Technical Assistance Project Expanding the Power of the Independent Living Movement PERSONNEL ISSUES: SUPPORTING YOUR CULTURE, PHILOSOPHY & STRATEGIC PLAN A National Teleconference Participant's Manual September 19, 2001 Contributors to the training materials: Burt Danovitz Maria Dibble Darrell Lynn Jones Raweewan Buppapong Kristy Langbehn Anne-Marie Hughey Carri George Richard Petty Dawn Heinsohn (c) 2001 IL NET, an ILRU/NCIL Training and Technical Assistance Project ILRU Program NCIL 2323 S. Shepherd Street 1916 Wilson Boulevard Suite 1000 Suite 209 Houston, Texas 77019 Arlington, Virginia 22201 713-520-0232 (V) 703-525-3406 (V) 713-520-5136 (TTY) 703-525-4153 (TTY) 713-520-5785 (FAX) 703-525-3409 (FAX) ilru@ilru.org 1-877-525-3400 (V/TTY - toll free) http://www.ilru.org ncil@ncil.org http://www.ncil.org Permission is granted for duplication of any portion of this manual, providing that the following credit is given to the project: Developed as part of the IL NET: an ILRU/NCIL National Training and Technical Assistance Project. IL NET is funded through a special provisions cooperative agreement with the U.S. Department of Education, Rehabilitation Services Administration, Agreement No. H132B99002. Personnel Issues: Supporting Your Culture, Philosophy & Strategic Plan A National Teleconference Participant's Manual Table of Contents Agenda i About the Trainers ii List of Trainers and IL NET Staff iii About ILRU v About NCIL v About IL NET vi Employee and Agency Policies and Procedures Manual 1 Performance Appraisal 46 Musings of an Overworked, Totally Hassled Director 51 Personnel Issues: Supporting Your Culture, Philosophy & Strategic Plan A National Teleconference AGENDA This will be an interactive teleconference with several opportunities for questions and sharing your best practices. Welcome and Introductions Why Do We Need to Do This? Developing a Policy Manual That Supports Your Culture, Philosophy and Strategic Plan Strategic Planning Issues Other Cultural Concerns Wrap-up About the Trainers Burt Danovitz is Executive Director of the Resource Center for Independent Living located in Utica, NY. RCIL is one of the larger independent living centers in the country serving in excess of 15,000 people per year through a combination of direct services and individual and systems advocacy. RCIL's current budget is $5.6 million with 300 full and part time employees. Burt has been involved in the promotion of several key disability rights activities in NY including: voting access, transportation, and long term care. In addition Burt serves on a number of boards including: Workforce Investment, United Way, Central New York Arts Council and Mohawk Valley Physicians. Maria Dibble is a graduate of Binghamton University with a B.A. in Sociology and is one of the founders of Southern Tier Independence Center in Binghamton, New York. She has been its Executive Director for the last seventeen years and is also Chairperson of the Association of Independent Living Centers in New York. Maria has also just been re-elected to serve another three-year term on the New York Statewide Independent Living Council. Maria has either led or participated in several major advocacy efforts, and was especially active in working for passage of Consumer Directed Personal Assistance legislation in New York (a three-year effort). As an advocate she has organized and built coalitions with other groups; coordinated and led protest rallies, lobbied on the local, state and federal levels; researched and written position papers; and developed long term strategic advocacy plans. Personnel Issues: Supporting Your Culture, Philosophy & Strategic Plan A National Teleconference Trainers Burt Danovitz, PhD Executive Director Resource Center for Independent Living 409 Columbia Street P.O. Box 210 Utica, New York 13503 315-797-4642 (V) 315-797-5837 (TTY) 315-797-4747 (Fax) burt.danovitz@rcil.com Maria Dibble Southern Tier Independence Center 24 Prospect Avenue Binghamton, New York 13901 607-724-2111 (V/TTY) 607-722-5646 (fax) mdibble@stic-cil.org IL NET STAFF ILRU Lex Frieden Laurie Gerken Redd Executive Director Administrative Coordinator lfrieden@ilru.org lredd@ilru.org Richard Petty Carri George Program Director Publications Coordinator richard.petty@bcm.tmc.edu cgeorge@ilru.org Laurel Richards Dawn Heinsohn Training Director Materials Production Specialist lrichards@ilru.org heinsohn@ilru.org ILRU Program 2323 S. Shepherd Suite 1000 Houston, TX 77019 713-520-0232 (V) 713-520-5136 (TTY) 713-520-5785 (FAX) ilru@ilru.org http://www.ilru.org NCIL Anne-Marie Hughey Executive Director hughey@ncil.org NCIL 1916 Wilson Boulevard Suite 209 Arlington, VA 22201 703-525-3406 (V) 703-525-4153 (TTY) 703-525-3409 (FAX) 1-877-525-3400 (V/TTY - toll free) ncil@ncil.org http://www.ncil.org Kristy Langbehn Project Logistics Coordinator kristy@ncil.org Darrell Lynn Jones Training Specialist darrell@ncil.org Raweewan Buppapong Project Assistant toony@ncil.org ABOUT ILRU The Independent Living Research Utilization (ILRU) Program was established in 1977 to serve as a national center for information, training, research, and technical assistance for independent living. In the mid-1980's, it began conducting management training programs for executive directors and middle managers of independent living centers in the U.S. ILRU has developed an extensive set of resource materials on various aspects of independent living, including a comprehensive directory of programs providing independent living services in the U.S. and Canada. ILRU is a program of TIRR, a nationally recognized, free-standing rehabilitation facility for persons with physical disabilities. TIRR is part of TIRR Systems, a not-for-profit corporation dedicated to providing a continuum of services to individuals with disabilities. Since 1959, TIRR has provided patient care, education, and research to promote the integration of people with physical and cognitive disabilities into all aspects of community living. ABOUT NCIL Founded in 1982, the National Council on Independent Living is a membership organization representing independent living centers and individuals with disabilities. NCIL has been instrumental in efforts to standardize requirements for consumer control in management and delivery of services provided through federally-funded independent living centers. Until 1992, NCIL's efforts to foster consumer control and direction in independent living services through changes in federal legislation and regulations were coordinated through an extensive network and involvement of volunteers from independent living centers and other organizations around the country. Since 1992, NCIL has had a national office in Arlington, Virginia, just minutes by subway or car from the major centers of government in Washington, D.C. While NCIL continues to rely on the commitment and dedication of volunteers from around the country, the establishment of a national office with staff and other resources has strengthened its capacity to serve as the voice for independent living in matters of critical importance in eliminating discrimination and unequal treatment based on disability. Today, NCIL is a strong voice for independent living in our nation's capital. With your participation, NCIL can deliver the message of independent living to even more people who are charged with the important responsibility of making laws and creating programs designed to assure equal rights for all. ABOUT THE IL NET This training program is sponsored by the IL NET, a collaborative project of the Independent Living Research Utilization (ILRU) of Houston and the National Council on Independent Living (NCIL). The IL NET is a national training and technical assistance project working to strengthen the independent living movement by supporting Centers for Independent Living (CILs) and Statewide Independent Living Councils (SILCs). IL NET activities include workshops, national teleconferences, technical assistance, on-line information, training materials, fact sheets, and other resource materials on operating, managing, and evaluating centers and SILCs. The mission of the IL NET is to assist in building strong and effective CILs and SILCs which are led and staffed by people who practice the independent living philosophy. The IL NET operates with these objectives: ? Assist CILs and SILCs in managing effective organizations by providing a continuum of information, training, and technical assistance. ? Assist CILs and SILCs to become strong community advocates/change agents by providing a continuum of information, training, and technical assistance. ? Assist CILs and SILCs to develop strong, consumer-responsive services by providing a continuum of information, training, and technical assistance. EMPLOYEE AND AGENCY POLICIES AND PROCEDURES MANUAL Southern Tier Independence Center Binghamton, New York Southern Tier Independence Center EMPLOYEE AND AGENCY POLICIES AND PROCEDURES MANUAL TABLE OF CONTENTS About Independent Living and Southern Tier Independence Center History of Independent Living in New York Independent Living Philosophy STIC Mission Statement STIC Values Statement The Board of Directors Being Hired and Working at STIC Affirmative Action/Equal Opportunity Employment Policy Equal Access and Reasonable Accommodation Probationary Employment Period Permanent Employment Temporary Employment Full-Time and Part-Time Employment Orientation Performance Evaluations In-Service Training and Continuing Education Sign Language Personnel Records Readiness for Work Attendance Work at Home Employee Code of Ethics Contact with Consumers at Other than Normal Work Times Smoking Policy Changing or Leaving Your Job Change of Job within the Agency Resignation Layoff Leaves of Absence Elimination of Positions Demotion Severance Pay Employee Compensation and Benefits Rates of Pay Time Off Leaves Sick Leave Sick Pool Policy Bereavement Leave Maternity Leave Paternity Leave Personal Leave Jury Duty Compensatory Time Banking Time Meal Breaks Vacations Holidays Medical Benefits Health and Dental Insurance Workers Compensation (injuries on the job) New York State Disability Resolving Work Problems Grievance Procedures Policy for Prohibiting, Preventing and Reporting Harassment Disciplinary Procedures Disciplinary Guidelines Items that May Result in Progressive Warnings Items that May Result in Immediate Dismissal Miscellaneous Policies Solicitation and Distribution or Posting of Literature Hiring of Relatives Drug Free Workplace Policy Changes to These Policies ABOUT INDEPENDENT LIVING AND SOUTHERN TIER INDEPENDENCE CENTER Southern Tier Independence Center is operated as an Independent Living Center. Not only does STIC comply with the laws both of New York State and of the United States of America, but also its commitment to human rights requires a standard that goes above and beyond those rights that are protected by law. In the following pages, the policies and procedures of this agency will strive to uphold our standards, ethics and philosophy. HISTORY OF INDEPENDENT LIVING IN NEW YORK 1979 saw the birth of a new concept in New York State known as Independent Living. At that time, nine Independent Living Centers were established using federal funds. In 1983 New York State decided to start nine new programs, followed in 1987 by the addition of 16 centers. In 1997, the Harlem Independent Living Center was added to the state list of CILs, after several years of advocacy by CIL organizations. Independent Living is still a young program in this state. New York, with its 35 centers, however, has emerged as a leader nationwide, advocating change, affecting policies and revitalizing the movement. Southern Tier Independence Center (STIC), one of the centers established in 1983, primarily serves three counties, including Broome, Tioga and Chenango. Some of our programs serve a wider area. We are also part of a statewide network, the Association of Independent Living Centers in New York (AILCNY), which represents and advocates for the rights, needs and viewpoints of member centers and their consumers. This association of centers gives strength and unity to the many voices that are seeking better quality of life and increased opportunities for people with disabilities in the state. INDEPENDENT LIVING PHILOSOPHY People with disabilities should be empowered to control the direction of their own lives. This means choosing their goals, plotting their course and taking responsibility for their actions and the results. People with disabilities have the right to make their own choices and decisions and the right to make mistakes and learn/benefit from those mistakes. Centers for independent living (CILs) foster independence, help disabled people to develop networks and supports, promote self-reliance, and advocate for the inclusion and integration of people with disabilities in all aspects of community life. STIC MISSION STATEMENT STIC's mission has three parts. We provide assistance and services to people with all disabilities of all ages to increase their independence in all aspects of integrated community life. We also serve their families and friends and businesses, agencies, and governments to enable them to better meet the needs of people with disabilities. Finally, we educate and influence our community in pursuit of full inclusion of people with disabilities. STIC VALUES STATEMENT * We value the ability of every human being to reach for their dream. * We hold that each individual has strengths and weaknesses that must be taken into account in their journey toward their dreams. Each individual must accept the responsibility for the dream, the journey, as well as the work to get there. * We offer support, ideas, tools, training, respect and concern. * We will not do for, when it can be done by the person. * We will not patronize for the sake of efficiency, or in the guise of caring. We will try to understand when this causes fear, anger and frustration. * As we develop programs and policies, we will be guided by the dreams and abilities of the people we serve. * No matter how difficult the road, we will always choose the path of inclusion and integration. * We will not sacrifice our principles or values for money, convenience or expediency. * We will not shy away from controversy if that controversy will further our mission. * We offer hope and continue to look at each person as a unique and joyful experience that will teach us, and take us on a journey where we have never been. THE BOARD OF DIRECTORS Community service agencies, such as Southern Tier Independence Center, are commonly perceived by the public as relating to the community through the provision of services to members of the community. Just as essential to the relationship between agency and community, however, is the Board of Directors, whose members both represent the community and provide general oversight of the work of the agency. The official role of the Board of Directors is limited and specific: it determines the policies by which Southern Tier Independence Center is governed. Implementation of these policies is the responsibility of the Executive Director, who is accountable to the Board of Directors. The members of the Board have no formal organizational ties to the other staff or the agency. Except in extraordinary circumstances, therefore, the Board of Directors does not become involved in the day-to-day operation of the agency. Because the membership of the Board is composed largely of people with disabilities, and is required by law to maintain a 51% majority of disabled representatives, the relationship between the Board of Directors and the agency is a microcosm of the relationship of the Board to the community. The directors may themselves perhaps benefit from the sorts of programs the agency maintains; and, as area residents, the Directors are likely to perceive the needs of the community for services the agency might develop. In view of all this, it is apparent that the perspectives of the Board of Directors will be personal and frequently empathetic rather than paternalistic toward consumers of agency services. It is this feature that makes centers for independent living such as Southern Tier Independence Center distinctive in their response to the community and in their responsibilities towards it. The Board of Directors wants Southern Tier Independence Center (STIC) to be operated well for the sake of its consumers and to be operated fairly for the sake of its employees. One of the best ways to do this is to put in writing the policies by which the agency is operated. That is why this Employee Manual has been printed and given to everyone who comes to work at STIC. If you have a question about your job, we recommend that you look first in this manual to find the answer. If you still have a question, please ask your supervisor or the Executive Director. BEING HIRED AND WORKING AT STIC AFFIRMATIVE ACTION/EQUAL OPPORTUNITY EMPLOYMENT POLICY In accordance with state and federal guidelines, Southern Tier Independence Center, Inc. is an equal opportunity employer. It is our policy to hire the best-qualified applicant for the position, without regard to disability, race, color, ethnicity, religion, gender, sexual orientation, national origin, age, or veteran status. It is our first preference to give staff an opportunity for advancement through promotions within our agency. Any openings not filled in this manner will be advertised with, at a minimum, the following entities: local offices of state agencies including VESID and the Department of Labor; poverty and minority organizations; religious organizations including minority churches; agencies/organizations working with people with disabilities. When feasible, job openings will be announced in our newsletter, which reaches thousands of individuals, agencies, etc. Southern Tier Independence Center continually and actively seeks methods to guarantee equal opportunity and strives to develop and promote policies and practices that discourage or prevent discrimination. EQUAL ACCESS AND REASONABLE ACCOMMODATION As a disability rights organization, STIC strives to be a model of equal access and reasonable accommodation for our consumers and staff as well as the community at large. Toward this end we provide the following: A. Physical Access: Our facility, and all of our sponsored events, are accessible to people with all disabilities including mobility and sensory disabilities. B. Communication Access: Upon request we provide sign language interpreters for deaf consumers and staff as well as materials in alternate formats such as: braille, large print, tape, or computer diskette. Staff or volunteers will read program/service related materials to consumers if such an accommodation is needed. Additionally, STIC has assistive listening devices available to both staff and consumers. C. Program Access: STIC will provide services in an alternative manner, such as at an alternate site, if an individual's disability requires such an accommodation. D. Reasonable Accommodations for Employees: As mandated by our philosophy and the requirements of the Americans with Disabilities Act and New York State Human Rights Law, STIC will offer and provide reasonable accommodations to employees with disabilities if they are "otherwise qualified" for the position and inform us of the need for such accommodations. This could include: flexible work schedule; assistive devices; minor task modifications of non-essential job functions; etc. PROBATIONARY EMPLOYMENT PERIOD It is impossible to tell for sure how well you are going to work until you have been an employee for a while. For this reason, as a newly hired employee or as a newly rehired employee, you are considered a probationary employee for the first six months of your employment. This probationary period may be made longer if your supervisor and the Executive Director agree that more time is needed to permit you to reach an acceptable level of work performance. However, this cannot be done unless the supervisor writes an evaluation of your work performance with specific notes of what you have to do to be made a permanent employee and how many additional weeks are being allowed for this to happen before a final decision is made. The probationary period is, in other words, an opportunity for you to demonstrate what you can do in the agency and also for you to learn more about the agency and the position so that you can decide whether or not to continue. If your performance on the job does not measure up to the agency's expectations and/or standards, the employment relationship can be terminated by the agency or by you without blame or stigma towards you and without advanced notice by the agency. When you have been working for STIC for almost six months, your supervisor will conduct a performance evaluation, which may include: an assessment of the work you have been doing; a review of your initial application/resume to STIC; another interview with your supervisor. All of this information is put together to make a decision whether or not you will become a permanent employee and what sort of work assignments you will receive in the future. PERMANENT EMPLOYMENT Southern Tier Independence Center knows that most people want job security. If you are named a permanent employee after successfully completing your probationary employment period, this means that you will not be dismissed from your job without warning, unless you have done something that puts in danger the operation of the agency or its other staff or consumers, or unless you have engaged in conduct that seriously violates the laws, rules or regulations by which the agency is legally required to operate, or if you seriously violate the agency's code of ethics, values and/or philosophy. (See Disciplinary Guidelines, page 27 for more details.) Your employment status could also be affected by our funding. If STIC loses funding for some reason, the agency may need to lay off one or more employees. (See Layoff, page 13 for more details.) If you work a regular schedule for STIC, you can become a permanent employee whether you work full-time or part-time. TEMPORARY EMPLOYMENT Temporary employment is employment that from the beginning of the employment period is understood by both the worker and the agency to be temporary. Temporary employees are hired full- or part-time to substitute for or to supplement permanent staff. The anticipated length of employment, the scope of duties, the amount of compensation, and the conditions of employment pertaining to the temporary position are clearly defined in the job description or a letter of employment or both. Temporary employees receive at least the minimum salary for the job classification under which each is employed; they work the same schedule of days and hours; but they have no claim to agency benefits such as retirement, health insurance, and days of paid absence excepting those benefits required by law. A temporary employee is not a permanent employee, regardless of whether the person works a regular schedule or not and regardless of how many hours the person works per week. For example, Employment Specialists (job coaches) are considered to be temporary employees, hired to work with a specific consumer(s) until there is no longer any need for their support. FULL-TIME AND PART-TIME EMPLOYMENT Sometimes this manual talks about full-time employees or part-time employees. You are a full-time employee if you work for STIC at least 35 hours per week. You are a part-time employee if you work for the agency at least 15 hours per week but less than 35 hours per week. ORIENTATION Southern Tier Independence Center recognizes that as a new employee you must become acquainted with the agency to learn not only your job responsibilities, but also the rules, regulations, policies and procedures under which STIC operates. This will include official policies as well as day-to-day routines. Accordingly, during the probationary period, you will take part in an appropriate program of orientation to familiarize yourself with this necessary information. Your supervisor will orient you to the specific duties and responsibilities associated with your particular job. Other designated staff may assist the supervisor in orienting you to the personnel and general policies of STIC. This is the time for you to learn as much as possible about your job description, the equipment to be used, and the methods of work required, thus laying the foundation for future successful job performance and job satisfaction. The orientation permits you to help determine your suitability for the job, your adaptability to the work environment, and your potential to progress under actual working conditions. PERFORMANCE EVALUATIONS Most workers like to know how their superiors view their job performance, and STIC is of the opinion that you have the right to a periodic evaluation of your job efforts. The purpose of such an evaluation is to give feedback to employees about how they are doing as well as to offer positive opportunities for change. They may also be used as a tool to develop future goals for professional growth and career advancement. For these reasons, a formal written appraisal of your job performance is made by your supervisor near the conclusion of your probationary period of employment. After that, such a performance appraisal is made of your work at least once each year or more often if there is a particular reason to do so. Other such reasons include times when you are being considered for promotion or other change of job within the agency, or times when there appears to be difficulty with your work. You are entitled to a copy of your formal job appraisal, whenever it is written, and you also have the rights to discuss the appraisal with your supervisor and to respond with comments in writing, on computer diskette or on tape. Your response must be submitted within ten working days of the date you receive the appraisal, and it will be placed in your personnel file along with the performance appraisal. If you disagree with points in your appraisal you should discuss them with your supervisor and take the opportunity to have your response included in your file. After the discussion, if your supervisor is in agreement, he/she may choose to make changes to the performance appraisal and only include the final version in your file. If your supervisor does not agree, she/he may, but is not required to, provide you with a written response. Under no circumstance will an employee be informed for the first time of an issue or concern with their work performance or employment at STIC in the performance appraisal. You have the right to expect to be advised of and given an opportunity to correct problems/issues before they appear in your evaluation. If the situation was not serious and/or was resolved easily, the problem may never even be mentioned in an annual performance appraisal. If the problem was serious, but was satisfactorily resolved, it may be mentioned in the appraisal and the satisfactory resolution will also be included. IN-SERVICE TRAINING AND CONTINUING EDUCATION The development of programs and options for people with disabilities is a relatively new and growing field. For the agency to keep on doing a good job for its consumers, it is necessary for the employees to keep on learning more about their jobs and about the work of the agency and to keep abreast of current developments in the area of Independent Living. Because of this, you are likely to be required from time to time to attend in-service training programs for continuing education purposes. You may also hear of such events (workshops, conferences, etc.) which, although not required, would enhance your work at the Agency. The approval of the Executive Director is required for attendance at any continuing education event to be counted as time worked. Your attendance at such training opportunities may be reviewed/considered when your work performance is being evaluated, if you are applying for a different position, or if you are eligible for a promotion. Southern Tier Independence Center does recognize, however, that certain sorts of continuing education that are required may not always be available at a time when it is reasonable to expect the employee to attend due to his or her circumstances. If this should occur, discuss the situation with the Executive Director. If your reasons are valid, you may be excused from attending and/or other arrangements may be made to provide the training to you. SIGN LANGUAGE Whether one perceives deafness as a disability or as tending to create a cultural minority who use sign language as a means of communication, STIC recognizes that it is highly desirable for all people who deal with deaf individuals whether as co-workers or consumers to be able to communicate with them in sign language. Accordingly, unless an employee already has basic proficiency in sign language or has a disability that prevents him or her from using sign language, every employee will be expected to take a course in sign language at his or her earliest convenience after being hired. STIC makes every opportunity to offer this class in-house, but it may not always be feasible and an employee may need to take a course elsewhere. PERSONNEL RECORDS It is important that you assist in keeping your personnel records correct and up to date and that you also inform your supervisor of any changes as soon as possible. Current information about any change in your name, address or telephone number enables the agency to reach you in case of emergency and to forward paychecks or any notices to you that may be necessary. A completed application, letters of reference, pertinent insurance notices, letters of recommendation and other correspondence, and copies of certificates of completed continuing education are to be kept on file in your individual personnel folder as appropriate. Such records remain the property of STIC. Employees may review their personnel file by submitting a request to the Executive Director. READINESS FOR WORK Southern Tier Independence Center must represent the philosophy of Independent Living not only in written statements and execution of programs, but also in the impression the staff make on consumers and the public at the agency headquarters and other assigned work locations. As an employee of STIC, therefore, you must be on duty appropriately dressed and must maintain appropriate standards of neatness and cleanliness. You must appear at your job location at the time designated by the agency ready for work. You must end the work day at the designated time, unless specifically assigned by your supervisor or by the Executive Director to modify your schedule, or unless work requirements unexpectedly make an extension of the work day necessary. If circumstances should require a change in schedule, the Executive Director must approve the change in advance (except in the case of an emergency). ATTENDANCE As an employee of Southern Tier Independence Center, you are expected to be on the job according to your work schedule/assignment, unless you are sick or injured or unless you have another reason for being absent in accordance with the provisions of this manual. If you are going to be away from your job, you are expected to call into the agency just as soon as possible, but at least before the start of the work day. If you have made work-related appointments for a day you must be absent, you must notify the agency of these also when you call in. If you are absent too much, especially, if you are absent more than the number of days you have earned for sick leave and other days of paid absence, you may lose your job. Repeatedly being absent from work or repeatedly being late to work will result in disciplinary action. Habitual tardiness will be considered a negative reflection on your attendance record. Failure to report to work for three consecutive work days without notifying the agency is ordinarily interpreted as your voluntary resignation. WORK AT HOME A. Working at home is a privilege, not a right. B. No one is to work at home without prior approval from the Executive Director. C. If you fail to get approval to work at home, your work time will not be approved and you will have to use personal, vacation or compensatory time. D. If you are granted approval to work at home, you will need to keep a log of your time and activities. The log must be turned in to the Executive Director immediately upon your return to work. Below are some examples of what is required in your log. They are just examples and are therefore not inclusive. Phone calls: Whom you talked to and for how long. Research on the internet: Subject/issue you were researching and for how long. Paperwork: What type of paperwork you were doing and for how long. EMPLOYEE CODE OF ETHICS In keeping with STIC's independent living philosophy and values, the code of ethics is intended as a brief guide for dealing with ethical issues or dilemmas in the course of everyday work. A. Our primary commitment is to people with disabilities seeking independence. B. We respect and promote the right of people with disabilities to self-determination and assist them in their efforts to identify and clarify their goals. We will not, however, assist consumers in achieving goals that violate STIC's philosophy, values, ethics or the law. C. Confidentiality: All consumer records and information are confidential and will not be discussed or released to agencies, organizations, professionals or other individuals without a legal release signed by the consumer, except as noted below. Legal releases will be for specific information to be released to a specific individual/organization/agency for a specific reason, which will appear on the release form. They will also be time-limited. As mandated by law, STIC also complies with confidentiality requirements that are specific to people with AIDS or who are HIV positive and to their records. Exceptions to confidentiality policy: 1. We are required to release information about who receives which services to auditors and funding sources at their request except where specifically prohibited by laws and/or regulations. 2. Except for information provided to psychotherapists (Professional Counseling Services), we must release any and all records to legal entities serving a subpoena, and any STIC employee except psychotherapists may be required by subpoena to testify in a court of law about interactions with consumers. 3. Any STIC employee who sincerely has good cause to believe that someone encountered in the course of their work is engaging, or intends to engage, in emotional, physical or sexual abuse of children, has been or intends to physically harm another person, or intends to commit suicide, must report this information to the proper authorities. If at all possible, employees must discuss such suspicions with their supervisor before making any report. D. Consumer Records: 1. All information about a consumer, whether contained in the consumer records, obtained through discussions with consumers and/or others, etc., will be treated in a respectful and professional manner. 2. Consumers have the right to see any information in their records generated by STIC staff and any other information received by STIC that can legally be disclosed to the person. 3. In addition to containing demographic and service data, records may contain other factual information that directly contributes to meeting the consumer's service needs. Records shall not contain personal judgements or conclusions, or information that could have a negative impact on a consumer if subpoenaed by a court of law, or if seen by a funding source during a record review. 4. Any information that cannot legally be released to a consumer will not become a permanent part of any consumer record and will be destroyed or returned to its source as soon as feasible, generally meaning as soon as it has been reviewed by the appropriate staff. E. Employees may not accept gifts of significant value, or cash in any amount, from any recipient of STIC services or any person encountered in the course of their work. Employees may encourage those who wish to show appreciation for services received to make a donation to the agency. Gifts of appreciation such as a box of candy, flowers, a plant, a small trinket, etc. are acceptable. Gifts such as expensive jewelry, appliances, out-of-town trips, etc. should not be accepted. F. Employees will not expect or require consumers to render a personal service to any employee as a condition for receiving services from that employee, nor will they exploit consumers in any way or violate any laws or regulations in the course of their relationships with consumers. G. Employees should use discretion about when and where they discuss confidential/consumer issues with co-workers to ensure that conversations are not overheard. H. Personal relationships with consumers: It's an essential component of the Independent Living service model that employee interactions with consumers be friendly and informal, and convey a true sense of caring concern and involvement. However, there are limits on these relationships that must be observed in order to ensure that consumers remain in control of the process and that there is no opportunity for exploitation. 1. Employees shall not engage in sexual activities or relationships with consumers they are serving, or with those consumers' families, friends or other close associates. It is the responsibility of employees to set/define appropriate boundaries for relationships with consumers. 2. Employees shall not stop providing services to a consumer or the consumer's family members, friends or other close associates, or refer them to another employee, for the purpose of pursuing a sexual relationship with that person. 3. Employees shall not verbally, physically or emotionally harass or abuse consumers in any way. (See harassment policy, page 23.) 4. Employees shall not touch the service animals, wheelchairs, or other personal assistive devices of consumers without the consumer's consent. I. Employees shall not provide peer, personal or professional counseling services, or any other extended or intensive service, to their family members or close personal friends, except in situations where it is culturally unavoidable (such as in the Deaf community or other close-knit minority groups). J. Under certain extraordinary circumstances, employees have the right to refuse to serve a specific consumer and to refer that consumer to other appropriate staff. In all cases, staff will obtain permission from their supervisor to do so. K. When representing STIC on other boards, committees, etc. in the community, employees will uphold and represent the philosophy, values and ethics of STIC. L. Employee interactions: 1. Employees are responsible for expressing their wants, needs and concerns in an assertive manner to each other, their supervisors, or the Executive Director, as appropriate to the situation. Employees are expected to speak only for themselves and not for others. 2. Employees shall treat each other with courtesy and respect. 3. Employees shall listen to each other and give others an opportunity to express differing views and opinions without fear of ridicule or derision. 4. Employees shall not verbally, physically or sexually harass or abuse other employees based on their gender, race, cultural background, disability, ethnicity, sexual orientation, language or in any other way, as provided for in our harassment policy (see page 23). 5. Employees shall not give out the personal addresses or telephone numbers of other STIC employees without their consent. CONTACT WITH CONSUMERS AT OTHER THAN NORMAL WORK TIMES It is an important part of the Independent Living philosophy for employees of this agency to develop informal peer relationships with consumers. However, there are two potentially serious problems that can result from this. First, employees may become overburdened, and their on-the-job performance, as well as their health, may suffer as a result. Second, relationships of dependency can develop. It is not in the best interest of any consumer to become accustomed to making service demands on employees outside of the employee's work schedule, and it violates the Independent Living principle of self-reliance. We recognize, however, that some cultures may view this issue differently, and in such cases those cultural preferences will be taken into consideration when applying the policy below. While each employee must exercise personal and professional judgment in these matters, the following guidelines should be adhered to: A. Employees will not regularly provide any non-emergency service to a consumer during non-work hours that can be provided during the employee's scheduled work hours, even if the consumer must be placed on a waiting list for the service. B. Employees should not give their home phone numbers to consumers for the purpose of conducting work at home, except in rare cases when the employee, as part of their regular job duties, may be expected to render legitimate emergency services, AND a specific consumer is likely to legitimately need emergency services. C. If a consumer somehow obtains an employee's home phone number and calls the employee to request an after-hours service other than a legitimate emergency service, the employee will politely inform the consumer to call at work, during work hours, and terminate the conversation. The employee will NOT provide the service under any circumstances. Note that the above does not prevent an employee from developing a friendship with a consumer and pursuing non-work-related activities together. Nor does it prevent, under special circumstances, employees from arranging in advance to provide a limited (generally one-time) after-hours service to a consumer such as transportation, or accompaniment to an advocacy-related meeting. However, even in such cases, professional judgment and discretion are required to avoid encouraging consumers to become dependent on employees. Accrual of compensatory leave will not be granted for conducting unauthorized work at home, unless the situation is deemed an emergency by the staff person and the Executive Director gives subsequent approval (see Work at Home, page 8). SMOKING POLICY There is no smoking allowed anywhere inside STIC's building including in rest rooms, elevators, stairwells, etc. Employees may smoke outside only. Employees may not smoke in the presence of consumers and employees will not meet consumers outdoors or in indoor locations where smoking is permitted in order to smoke while working with them. CHANGING OR LEAVING YOUR JOB CHANGE OF JOB WITHIN THE AGENCY People change. Most people want to improve themselves. Some people find that the job that they were hired to do is not the right job for them after a while. With these things in mind, STIC informs its workers of any vacancies or new positions being created. Employees who are interested and qualified will ordinarily be given the first chance at the opening before non-employees are considered. If you make such a change within STIC, you will again be put on probation. However, you won't lose your benefits and you won't get a probationary wage. You will be on probation for all other purposes (as described elsewhere in this manual, see page 4) for a period of three months. If the new job turns out not to be right for you, the agency will not guarantee that you can have your old job back again. RESIGNATION Many reasons may occasion the resignations of employees from their jobs at STIC; but, however personally significant those reasons may be to the employee, the resignation of any worker has an impact on the work of the agency. Accordingly, if you decide to leave employment with STIC for any reason, it is requested that you submit your resignation in writing, on computer diskette or on tape. The amount of notice you give should be equal at least to the amount of vacation you have accrued plus compensatory time accrued, or three weeks, whichever is greater. This makes it easier to find a suitable replacement worker or to make other arrangements for the fulfillment of your former job responsibilities, allowing STIC to continue providing effective, quality services. A resignation requested by the agency as an alternative to dismissal shall, insofar as the rights of the agency and the employee are concerned, be construed as equivalent to dismissal. LAYOFF Sometimes economic conditions or circumstances within the agency cause a position to be abolished temporarily or permanently. When this occurs, STIC may choose to terminate the employment of a worker without prejudice to him or her. This is commonly called layoff. Whenever such a reduction of staff is necessary, such a decision shall be expressed to the employee in writing by the Executive Director in advance of the effective date of the notice; the amount of advance notice shall be at least 30 calendar days, unless otherwise required by the applicable funding source. Decisions regarding layoff of an individual employee at any given time shall be made based on such considerations as funding restrictions/cuts, importance of the position to the operation of STIC in general, length of employment with the agency, and/or evaluation of job performance. Employees who are laid off may be eligible for unemployment benefits as allowed for under New York State and Federal labor laws/regulations. Any employee who is laid off has the opportunity, if he or she wishes, to resign formally and be recorded as having resigned in good standing. An employee who is temporarily laid off shall be so advised and shall receive priority for rehiring should the position be reinstated. LEAVES OF ABSENCE Southern Tier Independence Center recognizes that there may be times when an employee needs to take a leave of absence. Permanent employees, whether full- or part-time, are eligible. No request for a leave of absence will be approved unless the following requirements are met: A. The request must be made in writing, on tape or computer diskette, to the Executive Director stating the reason for the leave and the period for which it is desired. This period shall not exceed one year. B. During such leave accruable benefits such as vacation, personal and sick leave do not accumulate. When you return to work you will be at the same benefit level as when you left. Protection under the health insurance program may be continued if you wish, but you must contact the insurance company to make the necessary arrangements and you are responsible for paying the entire cost of the premiums. C. If your request for a leave of absence is approved, the agency expects to return you to your work position at the conclusion of your leave. Since the agency cannot anticipate extenuating circumstances such as federal and/or state budget cuts, the guarantee of a return to your job cannot be absolute. If the agency cannot return you to your position, the agency may offer you the first available position for which you are qualified and appropriate, in keeping with the other provisions in this manual. An employee who does not return to work at the end of the authorized period and has not been granted an extension of the leave, will be considered to have voluntarily resigned his or her position effective the day the leave began. ELIMINATION OF POSITIONS Unfortunately, it is sometimes necessary to abolish a position due to unforeseen cuts in funding or other non-work performance related issues. If this should occur and there is another open position in which the affected employee is interested, then he/she will be considered for the other position. The employee will be given the first opportunity to change jobs, before it is offered to other employees within the agency. However, there is no guarantee that the affected employee will be hired, unless he/she is qualified for and capable of doing the job to the agency's satisfaction. If the new position results in a cut in pay, the salary will not be reduced for 30 calendar days. If the salary is higher, the increase will go into effect immediately upon the job change. As with any other change of job within the agency, the employee will be on probation for three months. If no open positions are available, the employee will be laid off and may be eligible for unemployment benefits as allowed for under New York State and Federal Labor laws/regulations. (See Layoff, page 13.) DEMOTION After an employee has worked for STIC a while, we may discover that he/she is unable to carry out the responsibilities of his or her position, but the agency may have an unfilled position for which it considers the affected worker suitable. When such a lesser position is offered, the reasons for the change shall be expressed to the affected employee in writing (and other accessible formats as necessary). However, if another position is open, we do not guarantee that a demoted employee will be hired for it. The person must be qualified for and capable of doing the job to the agency's satisfaction. With this in mind, when such a lesser position is offered to an employee, the employee being demoted shall have prior consideration over other employees who may be interested in the position (with the exception of an employee who is being terminated due to funding cuts or other non-performance related issues). Additionally, if the salary for the new position is lower, his/her rate of pay shall not be reduced for 30 calendar days. As with any other change of job within the agency, an employee so demoted will be on probation for three months. The employee shall also be afforded the opportunity to resign in accordance with the other provisions of this manual. SEVERANCE PAY Ordinarily, the agency owes an employee whose employment it has terminated only accrued salary and benefits. When an employee is dismissed for reasons beyond his or her own control, however, and the individual has contributed substantially to the development of the agency, the Executive Director may recommend to the Finance and Personnel Committees that an amount of severance pay be awarded to the individual. The final decision on such matters shall be made by the Board of Directors. EMPLOYEE COMPENSATION AND BENEFITS RATES OF PAY This agency endeavors to pay its workers fair wages and salaries in keeping with the philosophy of Independent Living. A number of factors are considered in determining your rate of pay. These may include: prevailing rates of pay for similar jobs locally and at other CILs or disability organizations; economic conditions; the duties and responsibilities of your job; the length of time you have been employed by STIC; applicable work experience you have had elsewhere; training and education you have had pertinent to the job; and budgetary constraints and requirements. If you should ever notice a mistake in your paycheck, notify the Fiscal Manager or the Executive Director immediately. Corrections are ordinarily made in the next paycheck. TIME OFF Leaves For the purpose of calculating the number of hours/days of leave a permanent employee is entitled to, we must determine an average work day for each employee. One "day" is therefore defined as one-fifth of the hours worked each week, regardless of the employee's work schedule. This insures that every employee gets the same amount of time off, pro-rated to the number of hours they work. In the case of paid holidays, if you are a part-time employee and you do not ordinarily work on the official holiday, then you may take the appropriate number of hours off at a different time that week, or accrue the time and take it off later with permission from the Executive Director. Similarly, if you are a part-time employee and ordinarily work on a day that is a holiday, and you work a higher proportion of your hours on that day (than your average work day) then you may actually owe time to STIC. This may simply mean that you work additional hours during the week or take the remaining hours off as personal, compensatory or vacation time. Sick Leave Permanent employees, whether full-time or part-time, are entitled to the equivalent of twelve days of sick leave during each year of service, accruing at the rate of one day per month. A day is equal to 1/5 of the employee's hours per week. New employees may use sick leave as they accrue it. No more than 100 days may be accumulated. Sick leave is not earned during leaves of absence; it is given only for illness and cannot be applied as additional vacation time. When you are ill, it's required that you or someone on your behalf notify the Office Manager or Clerical Assistant promptly. They will, in turn, convey the information to your supervisor and Executive Director. If you are absent more than three consecutive days, the Executive Director may require you to obtain a physician's authorization to return to your job. Under no circumstances will you be paid for unused sick leave when you leave or are dismissed from STIC's employ. If an employee exceeds the 100-day limit, the additional days will be added to the Sick Pool until such time as the employee's accrual drops below 100 days. (See Sick Pool Policy, page 17, for more details.) Sick Pool Policy In order to offer additional support for employees during times of illness or other health-related issues, STIC has developed a "sick pool" of extra days, which an employee could apply to use if he/she has used all of his/her sick leave. When employees leave the agency for any reason, their unused sick leave will be put into a general sick leave pool. Also, if an employee reaches the maximum number of allowable sick leave days, his/her extra days will be added to the sick pool. If there are no days remaining in the pool, the Executive Director may ask other employees if they wish to contribute time to cover a request. The names of both the contributor(s) and the employee making the request will be kept confidential. No employee will be permitted to donate to the pool if he/she has ten days or less of sick leave accumulated. Contributions to the pool are completely voluntary. Employees will not be penalized if they do not wish to donate time. The following steps and criteria must be met in order to apply to and be approved for the sick leave pool: A. An employee is in need of major surgery or is experiencing a serious physical or mental illness that requires more leave than the employee has accumulated. Minor illnesses such as colds, flu, sinus infections, etc. are not covered by the pool. B. The request for sick leave from the pool must be made in writing, on tape or computer diskette, and be approved by the Executive Director. C. The request should contain specific information on the nature of the illness/health issue and the number of days being requested. D. The Executive Director may require a note from a doctor under some circumstances. E. If the time to be missed is longer than ten work days, the employee will be advised to apply for NYS Disability coverage (which can be explained in more detail by the Fiscal Manager or Executive Director). The employee may still request hours from the pool to be used for the portion of time to be missed that is not covered by NYS Disability. Each request for sick pool coverage will be evaluated on an individual basis by the Executive Director. Final approval will be left up to his/her discretion. Bereavement Leave In the event of the death of a member of the immediate family or household of an employee, the agency grants limited paid bereavement leave to permanent employees not to exceed the equivalent of three days. "Immediate family" refers to spouse, parent, brother, sister, foster parent, foster child, or child. It also includes the following in-laws: brothers, sisters, mothers and fathers. Please check with the Executive Director for approval. Maternity Leave A permanent employee may take up to three months of maternity leave after delivery or adoption of her child, which may be extended with the approval of the Executive Director to up to six months. She shall be allowed to use all sick leave, vacation, and compensatory time if necessary, with the remaining time unpaid. A request for maternity leave should be submitted to the Executive Director at least one month before the employee's due-date to allow arrangements to be made for coverage of the position during the employee's absence. A pregnant employee who is determined to be medically disabled from the performance of her duties, will be treated the same as any other temporarily disabled employee. (See NYS Disability, page 21.) Once the child is delivered, the employee will be eligible for the same maternity leave benefits if the disability coverage is terminated. A request for maternity leave should be submitted to the Executive Director at least one month before the employee's due-date to allow arrangements to be made for coverage of the position during the employee's absence. Paternity Leave A father who is a permanent employee may take up to three months paternity leave at any time within a year after delivery or adoption of his child, which may be extended with the approval of the Executive Director to up to six months. He shall be allowed to use all sick leave, vacation, and compensatory time if necessary, with the remaining time unpaid. A request for paternity leave should be submitted to the Executive Director at least one month in advance, to allow arrangements to be made for coverage of the position during the employee's absence. Personal Leave Southern Tier Independence Center realizes that on occasion you may have personal business to attend to that cannot be accomplished other than during work hours. Accordingly, if you are a permanent employee, either full-time or part-time, you are allowed the equivalent of three days of paid absence per year for this purpose, starting with the day that you begin work. (A day is 1/5 of your weekly hours.) On the anniversary of your date of hire you will again be given three days for personal use, but you may not carry over any unused personal days from the previous year; no employee may use more than three paid days of personal leave in one year. Although you can use these days any way you think appropriate, remember that STIC anticipates that you will need this time for legal appointments, court appearances, medical appointments, or any other personal need not otherwise accommodated by other provisions of this manual, such as those for illness or bereavement. You will not be paid for unused personal time if you are dismissed from your position at STIC. If you resign from your position or are laid off and are leaving in good standing, the Executive Director may pay you for any remaining hours of personal leave, if funding permits. If you are resigning in lieu of dismissal, no such consideration will be given. You must notify STIC as soon as possible when you realize that you will have to use a paid personal day of leave. Ordinarily these days must be approved in advance by the Executive Director. If you need more than three such days per year, STIC will not guarantee that you can take days off without pay. Jury Duty This agency recognizes the obligation of citizens to serve as jurors from time to time and promotes the notion that people with disabilities are the peers of any citizen. If you are summoned to such duty, you are to inform your supervisor immediately in order that plans may be made to have your job done in your absence. The agency will continue to pay you according to your regular rate of pay and according to your normal work schedule at STIC. Compensatory Time The work of this agency is planned so that ordinarily it can be accomplished by each employee within the bounds of her or his regular work schedule. From time to time, however, it becomes necessary for some workers to stay longer hours than usual; on occasion, other considerations such as special assignments or approved continuing education required by the agency extend the number of hours worked by an employee. Inasmuch as funding restrictions prevent STIC from paying overtime for such hours worked, the employee may accumulate limited additional hours to be used as time off with pay at a later date. At no time shall an employee work more than forty hours in one week. Ordinarily the accrual of compensatory time must be approved in advance by the Executive Director. The approval of the Executive Director is also required before such hours can be used as time off by the employee. The number of hours off shall be equal to the number of additional hours worked. Because job descriptions themselves must be reviewed from time to time to determine whether they adequately reflect work requirements and working conditions at STIC, all records of the accumulation and use of compensatory time shall be maintained in the file of the worker. If you have accumulated more than fourteen hours of compensatory time, you may use it by delaying your arrival at work no more than two hours in any one day, but only if you have no appointments scheduled during that time. You are required to notify STIC, however, no later than the beginning of that work day. Banking Time Southern Tier Independence Center has been authorized to pay employees by check. Applicable laws require an employer who pays by check to allow twenty minutes to each employee for banking time. All employees are eligible for this time, whether they physically receive a paycheck or have elected to have direct deposit. If you need time to go to the bank, please advise the Clerical Assistant, Office Manager, or other personnel staffing the front desk each time. Banking time can only be taken on pay day, or the day you receive your check, and must be attached to your lunch hour. This 20 minutes time is to be used only for your personal banking needs, and for no other reason. Meal Breaks The eating of meals by employees is a matter both of ordinary human need and of governmental regulation in the form of labor law. Accordingly, full-time employees shall ordinarily be given an uninterrupted one hour unpaid meal break to be scheduled with their supervisor, but normally, this break must be taken no later than 6 hours after the beginning of your work shift. For a variety of reasons, some employees prefer a shorter meal break. Therefore, we will permit a meal break to be shortened to 30 minutes as long as the length is consistent from day to day. Vacations Southern Tier Independence Center believes that all employees need vacation time for personal relaxation and refreshment and to provide a change from the activities of the workplace. Vacation is an earned benefit of permanent employment. It is accrued during the probationary period conditional upon that period's successful completion. Vacation is earned at the rate of one and one quarter (1 1/4) working days per month (i.e., the equivalent of 15 days per year) for each of the first two years, and one and two thirds (1 2/3) working days per month (i.e., the equivalent of 20 days per year) each year thereafter. A day is 1/5 of the hours worked in a week. No more than the equivalent of 40 days of vacation leave may be accrued at any time by an employee. Vacation leave may carry over from year to year as long as it doesn't exceed the 40-day limit. All requests for vacation time must be approved by the Executive Director. Approval is given on a first-come, first-serve basis, but such factors as staffing levels, seniority and length of advanced notice may be taken into consideration in granting requests for vacation time. Vacation pay may be paid in advance upon request with the approval of the Executive Director. Holidays Employees typically enjoy being with family or friends on popularly observed national and religious holidays; and, for that matter, the agency is closed on many of them. All permanent employees, therefore, will receive the following days off with pay: New Year's Day, Martin Luther King Day, Presidents' Day, Memorial Day, Independence Day, Labor Day, Columbus Day, Veterans' Day, Thanksgiving Day, and Christmas Day (or equivalent religious holiday). Additionally, Election Day and Washington's birthday are given as floating holidays (accrued in the months they occur) and must be used within one year of their accrual. (With approval of the Board of Directors, the Election Day floating holiday is usually taken on the day after Thanksgiving and the agency is closed on that day.) Holiday time can be taken off in the same manner as vacation, personal or compensatory leave, requiring the submission of a time-off request and permission from the Executive Director or other applicable staff. Some of these national or religious holidays may occur on a Saturday or Sunday. When this happens, the Executive Director will decide whether the agency will be closed on the Friday preceding or the Monday following. MEDICAL BENEFITS Health and Dental Insurance STIC offers health and dental insurance to all of its permanent employees. STIC covers the full cost of the health and dental plans for full-time permanent employees. Part-time permanent employees may also enroll in the health and/or dental plans but you must contribute a portion of the premium costs, determined on a pro-rated basis. Your share of the premium payments will be deducted from your paycheck. For example, if you work half-time, STIC will pay half of the insurance premium and you would need to pay the other half. Both full-time and part-time permanent employees may purchase coverage for family members, at your own additional expense to be paid as a payroll deduction. Details are explained to you when you are hired. If you should decide to apply for the health or dental insurance, you may be asked by the insurance company to furnish evidence of insurability. Workers Compensation (injuries on the job) Southern Tier Independence Center wants to have safe working conditions at its facility in order to prevent accidents or injuries. When there is an accident, it must be reported as soon as possible. Prompt reporting by the injured person, if able, or by witnesses is necessary to prevent further accidents and to be sure that the injured person receives all the benefits to which he or she is entitled. The amount of such benefits is determined by the Workers Compensation Board of the State of New York. Forms may be obtained from STIC's Fiscal Manager. New York State Disability (non-work-related injuries/disabilities) Sometimes an employee is unable to work for a long period of time because of an injury or extended illness. Southern Tier Independence Center provides benefits for the employee when this happens in accordance with the disability benefits law of the State of New York. Because the rules, benefits, and applicable laws change from time to time, this manual does not contain detailed information about it. Ordinarily, however, the agency endeavors to pay the difference between the disability allowance and full pay for as many days as a temporary disability continues, up to three months. If your condition continues but you still expect to be able to return to work, this period may be extended to six months with the approval of the Executive Director. Upon granting such an extension, the Executive Director will assess the agency's financial situation and determine whether or not STIC can continue to subsidize the disability payments. Early attention to disability claims is highly advisable. Forms may be obtained from STIC's Fiscal Manager. This benefit applies only to disability, illness or injury that is not related to work. RESOLVING WORK PROBLEMS GRIEVANCE PROCEDURES As in any other workplace, people at STIC are expected to maintain good communications with their coworkers and to try to work out constructive solutions to problems that may arise. It is recognized as well that it is best for workers not to bring their personal problems into the workplace in such a way that they will interfere with their work or the work of others. Nevertheless, in any organization there are bound to be disagreements about issues relating to work. Southern Tier Independence Center has a procedure to use if you ever believe that you've been unfairly treated. Before turning to this procedure, however, you should frankly explain your feelings to your supervisor. In most cases he or she will be able to help you resolve the problem satisfactorily. If not, you may appeal to a higher authority through the procedure outlined below. In no case will you be reprimanded for following this procedure in the event of a work problem. A. If your issues/concerns are not directly related to your work performance (such as a minor disagreement with your supervisor or another co-worker), you may choose to seek advice/assistance from STIC's Conflict Resolution Advisor. He/she will give suggestions on ways to informally resolve the issue and may also mediate discussions between you and the other employee if necessary. However, if he/she determines that the situation is more serious than you originally thought, he/she may ask you to bring the issue formally to your supervisor or Executive Director. Additionally, you may consult with the Conflict Resolution Advisor at any time during the entire conflict resolution process. B. If you have an issue/problem/conflict and wish to make a formal complaint, state your concerns in writing, on computer diskette or on tape to your supervisor. Your supervisor will meet with you to discuss your concerns and may also choose to interview other employees who are involved or may have witnessed the situation. You will receive your supervisor's decision and the reason for that decision within ten working days, either in writing, on computer diskette or on tape. If the conflict is with your supervisor, you may discuss the situation with another supervisor or go directly to the Executive Director with your concerns. C. Once you have discussed the situation with your supervisor, you may talk informally with the Executive Director. He or she will aid you in resolving the disagreement, guide you by offering suggestions, and do his or her best to help you resolve the disagreement. The Executive Director may choose to interview other employees if he/she feels that the situation warrants it and that they could shed light on the issues. Since this is informal, the Executive Director may not give a formal response to your situation. D. If you are not satisfied with the response from your supervisor and the informal discussion with the Executive Director, you may request a formal meeting with the Executive Director to explain the issues and to seek his or her formal decision. The Executive Director will meet with you to discuss your concerns and may also choose to interview other employees who are involved or may have witnessed the situation. You will receive a reply in writing, on computer diskette or on tape within ten working days of your meeting. E. If you are still not satisfied with the decision after working through the previous steps, you may wish to contact the Personnel Committee of the Board of Directors if you feel that the situation is still unresolved and warrants further attention. The Personnel Committee will under no circumstances accept such a contact unless the previous steps have been followed. If you choose to bring your concerns to the Committee, you should state your complaint in writing, on computer diskette or on tape, with a copy to the Executive Director. The Personnel Committee will discuss the matter with the Executive Director and with you. The Committee may also choose to interview other employees as the situation warrants. The Personnel Committee will report the matter to the Board of Directors whose decision shall be final. The Personnel Committee will endeavor to make its recommendation to the Board of Directors at its next regularly scheduled meeting. Ordinarily, a special meeting of the Board will not be called to deal with such a situation. The Board of Directors will respond to you in writing, on computer diskette or on tape within ten working days of their decision. F. If your conflict is with the Executive Director, you should still meet with your supervisor first. He/she will attempt to resolve the situation between you and the Executive Director. If this is not possible, or if the problem is very serious (such as an accusation of harassment, etc.) your supervisor may choose to take the matter directly to the Personnel Committee of the Board of Directors. You should never go to the Personnel Committee yourself in such circumstances, unless specifically asked to do so by your supervisor. It is advisable that an employee who wishes to follow this procedure for the resolution of problems avoid unnecessary discussion of the issue with other workers who are not involved in the situation. POLICY FOR PROHIBITING, PREVENTING AND REPORTING HARASSMENT Southern Tier Independence Center views harassment of any kind as totally unacceptable and reprehensible behavior requiring immediate and decisive action if/when it occurs. The diversity among humans is natural and valued by STIC, and harassment related to any aspect of diversity (e.g., race, class, gender, sexual orientation, culture, language, disability, ethnicity, etc.) will not be tolerated in any form at the workplace or while conducting agency business, even if at a different location (e.g. a fundraising event, conference, etc.). Harassment from customers, suppliers, consultants or other independent contractors working with the agency, and directed at employees, volunteers, consumers of the agency or visitors, also will not be tolerated. Both women and men can be the victims of sexual and/or other types of harassment. Harassment could include, but is not limited to: A. Distribution or display of "hate literature". B. Unwanted touching or contact of a sexual nature, including brushing against the body "accidentally" or a "friendly" pat, pinch or squeeze. C. Comments like "put out or get out". D. Pressure to engage in sexual activity as a condition of employment or promotion. E. Sexual or physical assault. F. Persistent and unwelcome advances and/or requests for sexual favors. G. Persistent, unsolicited and unwelcome sexual remarks, or any racial slurs or other derogatory comments about an individual's ethnic/cultural background, disability, etc. H. Persistent and unwelcome sexual, racial, cultural or ethnic jokes. I. Persistent and unwelcome offensive gestures or physical contact. J. Display or circulation of written material or pictures derogatory to either gender, different cultures, people of minority status, people with disabilities, etc. K. Personnel decisions based upon an employee's response to sexually-oriented requests or racial or other discrimination or motivations. L. Explicitly or implicitly making submission to requests for sexual favors, etc. a term or condition of an individual's employment, promotion, receipt of benefits, etc. It is the responsibility of every employee of STIC to see that no other employee, volunteer, visitor or consumer is subjected to any form of harassment. Should an employee become aware of the occurrence of such harassment, irrespective of whether the affected individual files a written complaint, it is the employee's responsibility and obligation to notify the appropriate staff person as described in the procedures below. Individuals who believe they are being subjected to harassment should make it absolutely clear to the alleged offender that the actions/comments, etc., are unwelcome and that they must stop immediately. The following procedures must be followed when there is any indication that sexual, racial or other harassment is taking place or may have occurred: A. An employee who believes he/she is experiencing harassment is very strongly urged to file a formal complaint (in writing, on cassette tape or computer diskette) with his or her immediate supervisor as soon as possible after the occurrence of the harassment. If the complaint concerns the immediate supervisor, the employee may report the problem to another supervisor or the Executive Director. If the complaint is against the Executive Director, the situation should be reported to your supervisor who will contact the President of the Board of Directors. If your supervisor is the Executive Director, then you should report it to the Program and Services Coordinator who will bring it to the President of the Board. B. If an employee is aware of an occurrence of harassment against or involving another employee, visitor, consumer or volunteer, but discovers that no complaint has been filed by the affected individual and that the individual is unwilling to file a complaint, the employee is still obligated to report the situation to a supervisor who will then inform the Executive Director. C. Immediately after receiving a complaint and/or becoming aware of harassment, supervisors will inform the Executive Director of the situation and circumstances, both verbally and in writing. If the complaint is against the Executive Director, the supervisors will immediately report it to the Program and Services Coordinator who will then contact the President of the Board of Directors. D. The Executive Director and other appropriate staff will investigate all harassment complaints. This will include, but not be limited to, interviewing the complaining party, supervisors, possible witnesses, and any other personnel necessary, to obtain sufficient factual information upon which to base a final decision. E. An employee, consumer, volunteer, visitor, etc. believed to be affected by sexual, racial or other harassment but who has not filed a complaint, will be contacted immediately to discuss the situation. If the individual contends that no harassment took place, the issue will be dropped. If, however, it is determined that an incident occurred, then an investigation will be conducted as per this policy. F. All employees will be expected to cooperate in any investigation. Failure to do so could result in disciplinary action or dismissal. Confidentiality will be maintained to the greatest extent possible, although there can be no guarantee that all matters will remain confidential during the course of an investigation. G. If at the conclusion of the investigative procedure it is found that harassment has occurred, the Executive Director will take immediate steps to discipline the employee(s) appropriately and implement any remedies necessary to insure that such an incident does not occur again. Such discipline may include but not be limited to one or more of the following: 1. A written warning in the offender's file 2. Requirement to attend training on sexual, racial and/or other harassment 3. Requirement to seek counseling 4. Placement on probation 5. Dismissal if warranted H. The affected employee will be advised by the Executive Director, and the supervisor who reported the occurrence, of the final results of the investigation. I. Every effort will be made to complete each investigation within ten working days of the initial report. J. The Executive Director will keep the Board of Directors apprised of the situation throughout the investigation, and will inform them of the final results. K. If the affected employee is dissatisfied with the results, he/she may bring his/her concerns to the Personnel Committee of the Board of Directors, once the Executive Director has rendered a decision. The employee must submit a complaint in writing, on computer disk or tape to the Committee and give a copy to the Executive Director. L. In the event that the accused is the Executive Director, the Personnel Committee of the Board of Directors will conduct the investigation, using the same steps as outlined above. They will report their findings and recommendations to the full board, which will render the final decision on the matter. If you have any questions about this agency policy or the procedure for investigating possible workplace harassment, please discuss it with one of the supervisors or the Executive Director. DISCIPLINARY PROCEDURES Southern Tier Independence Center insists that you maintain a good standard of work behavior on the job consistent with your job description and the provisions of this employee manual. In this way, consumers of the agency will be served properly, other employees will have a pleasant and safe place to work, and the agency will be run in the best way possible. If you do not maintain a good standard of work and of behavior on the job, the agency has to decide how bad the situation is and what to do about it. What the agency would like to do whenever possible is to help the employee resolve the problems and become a good worker again. Occasionally, the problem is bad enough that the agency must immediately terminate the employee who has not kept up a proper standard of work and on-the-job behavior. This happens when keeping the employee would probably mean danger to consumers or other staff members or a serious problem with the operation of the agency, or a violation of laws or governmental rules or regulations by which the agency is legally required to operate, or a serious violation of STIC's philosophy, values or code of ethics. If the problem is not as bad as that, the agency gives the employee a chance to improve, but the agency pays close attention to how the employee is doing. The supervisor of the employee and the Executive Director work together to try to solve the problem. If your supervisor thinks that you are not doing as good work as you should be or that there is some other problem with your work-related behavior, the first thing that will happen is that your supervisor will talk to you about the problem. If your supervisor considers the situation serious enough, he or she will issue an "oral warning" and suggest remedies for the situation. He/she will then make a written record of the talk and put it in your employee file. If the problem or a similar problem happens again within a month, your supervisor will talk with you about it again. If possible, the Executive Director will talk with you about it at the same time. This time, you will get a written copy of the warning and another copy will be put in your employee file. This is a "written warning". The warning will also specify some possible remedies for the problem and/or expected outcomes from the employee. If the problem happens again within two months, your supervisor will discuss the matter with the Executive Director. They may decide to tell you in writing that you may be dismissed from your job permanently if the difficulty happens again. This is a "second written warning." At this time, the remedies and outcomes will be restated in the memo so that the employee will have a clear understanding of what is expected. If the problem happens again within a year, your supervisor will discuss the matter with the Executive Director. Together they may decide to dismiss you from your job, permanently. It should also be pointed out that one or more of the warnings described in the above paragraphs, whether an oral or written warning, may be skipped to speed up the process; this will happen only if the problem is particularly serious or if it appears that the employee is unwilling/uninterested in cooperating to correct the situation. Also, if you already have received two written warnings for any reasons, and it becomes necessary for you to receive an oral or written warning regarding something unrelated to the other warnings within a year, this may also be grounds for immediate dismissal. If the situation is resolved promptly and does not recur, your supervisor, in conjunction with the Executive Director, may remove any mention of the problem from your personnel file. This is left to their discretion and may be influenced by: length of your employment, level of your cooperation to remedy the situation, previous record of warnings, other extenuating circumstances contributing to the incident/behavior. If you ever receive a warning, whether an oral warning or a written warning, you have the right to submit your comments/response in writing, on computer diskette or on tape within ten working days, for inclusion in your personnel folder. In such a response, you can explain or defend your behavior. At any time that you receive a written warning, you will be requested to sign the warning in acknowledgement that you have received it. When an employee signs such a warning, it does not mean that he or she agrees with what has been said in the warning. Written records of warnings will be withdrawn from the personnel folder of any employee when the employee presents clear and convincing evidence that the allegations made against him or her were inappropriate. Sometimes when a problem happens with the work or on-the-job behavior of an employee, it takes time for the supervisor to find out what really happened, but the problem might be serious enough for the agency to suspend the employee. If this ever happens to you, one of two things will occur: if the agency determines that you are not at fault, you will be put back at your job and paid for the time lost as if you had worked those hours according to your regular work schedule; if the agency determines that you are in the wrong, you will be dismissed from your job permanently and you will not be paid for any time other than the time that you worked plus the applicable accrued benefits. Sometimes when the supervisor notices a problem with the work performance of an employee, he or she may feel that the employee needs time to think about the difficulty away from job responsibilities. In such situations, the Executive Director, in consultation with the supervisor of the employee, may suspend the employee from his or her job without the employee losing pay. Such paid suspensions will in no event exceed five work days. DISCIPLINARY GUIDELINES When an employee fails to live up to standards of work expectations and of behavior on the job, the supervisor and/or the Executive Director must decide whether a warning is appropriate in an effort to restore the employee to proper performance or whether the situation warrants dismissal without notice. Items that May Result in Progressive Warnings Here is a list of the sorts of things that are cause for a warning on the first occasion and for progressive discipline on subsequent occasions. They are listed by category. This list is to provide a sampling of examples and is by no means comprehensive or complete. Problems with Dependability and Reliability Being absent more than the number of sick, vacation and personal leave days accrued without permission; stopping work before quitting time; leaving the job or leaving the agency headquarters during working hours without notification; taking time away from the job in addition to time allowed for meals and breaks; interfering with the work of other employees; using work time to do work other than work for the agency; numerous or long personal telephone conversations; not attending required in-service training or required meetings; habitual tardiness; returning late from lunch; failure to follow through on commitments. Problems with Substandard Work Performance Inability and/or unwillingness to do the job correctly; habitually submitting required paperwork late; unwillingness to follow recommendations to resolve problems; inaccurate paperwork, reports, etc.; incomplete statistical data collection/reporting; failure to meet major goals/objectives; failure to comply with major components of job description. Problems with On-the-Job Behavior Being discourteous to consumers or visitors; smoking anywhere other than places where the agency permits smoking; violation of STIC's policies as outlined in our employee manual/handbook; use of nicknames or familiarities toward consumers without their permission; harassment including verbal expression, inappropriate physical touching, and/or other actions; talking back to the supervisor or to others in authority at the agency; refusing to cooperate with the supervisor and other employees; carelessness that causes or might cause an accident or that might make the agency liable for damages; illegal manufacturing, distribution, dispensing, possession or use of controlled substances at the workplace as defined in our Drug Free Workplace Policy (see page 30); loafing on the job; treating co-workers, consumers, visitors, etc. in a disrespectful manner; sleeping on the job. Repeated warnings for any combination of offenses is also cause for progressive discipline. Items that May Result in Immediate Dismissal Here is a list of the sorts of things that are cause for dismissal without advanced warning. Remember once again that this is a list of examples and cannot include every possible reason for an employee to lose his or her job permanently. This is also by category. Because of the seriousness of taking such a step, only the Executive Director can fire an employee. If the situation is urgent, the supervisor may send the employee home. Problems that May Cause Danger to Consumers, Staff or Other Visitors Fighting or other violent behavior on the job (whether at agency headquarters or elsewhere); working when under the influence of alcohol or illegal drugs; damaging the property of the agency intentionally; carelessness or doing something deliberately that causes injury or is likely to cause injury to someone; making threats against the agency or its consumers, staff members, Board of Directors, etc.; bringing firearms or other weapons onto the property of the agency. Serious Problems with Work Behavior Affecting the Operation of the Agency Stealing; falsifying documents for reimbursement such as travel sheets, time accrual forms, etc.; removal of property from the agency or from consumers without authorization; misrepresenting the agency or its staff, consumers, etc., deliberately; walking off the job; refusing to do your job; being absent from your job for more than three consecutive work days without giving notification and/or getting approval; knowingly writing false information in the records of the agency or making false records; covering up mistakes or covering up faulty work; obstructing the work of the agency on purpose; using keys, equipment, or supplies belonging to the agency without permission; using confidential information gained by working with the agency without permission; making personal long distance calls and deliberately charging them to the agency; lying in your employment application/resume. Serious Violation of Laws/Regulations and/or of STIC's Values, Ethics or Philosophy Illegal manufacturing, distribution, dispensing, possession or use of controlled substances at the workplace as defined in our Drug Free Workplace Policy; threats to those in authority or colleagues or to consumers; taking a tip or personal payment for agency services from consumers; unethical, immoral or indecent behavior; intentionally violating the civil rights of a staff member or consumer; violating a consumer's confidentiality; physically, sexually or verbally harassing and/or abusing a consumer, staff person, or visitor to STIC; violating the confidentiality of another STIC employee (reading their personnel file without authorization, gaining unauthorized access to payroll information, etc.) MISCELLANEOUS POLICIES SOLICITATION AND DISTRIBUTION OR POSTING OF LITERATURE The policy of Southern Tier Independence Center concerning solicitation and distribution or posting of literature at the agency headquarters is designed to prevent interference with service to consumers. Each of the restrictions is intended to help us accomplish our goal of providing the best possible service for our consumers. People not employed by Southern Tier Independence Center may not solicit or distribute literature or post literature at the agency headquarters for any purpose at any time without the permission of the Executive Director. Any employee who is aware of a non-employee doing so is to report the matter to the Executive Director right away. An employee may not solicit or distribute literature anywhere on STIC property without prior approval of the Executive Director. Under no circumstances will an employee post political campaign literature favoring a particular candidate. Employees may post material on the bulletin boards of the agency only in keeping with the concerns expressed in the above paragraphs. No other posting of material is permitted on the property of the agency. The policy concerning solicitation, distribution, and posting applies unless a written waiver has been obtained from the Executive Director. HIRING OF RELATIVES Southern Tier Independence Center recognizes that in any workplace problems may occur in relationships between individuals. A particular example of this may occur when the people employed, in this case at Southern Tier Independence Center, are related to one another by ties of family, marriage, or affection. Southern Tier Independence Center does not assume that the development of personal relationships as described above among employees automatically causes difficulties, but it recognizes the potential for problems; therefore, it asks affected employees to have the same attitudes. Further, if a person is hired who has such a tie to another member of the staff, those affected will be advised to guard against allowing the relationship to interfere with the work of the agency. Out of concern for the civil rights of people who are employed at Southern Tier Independence Center or who may become employed at Southern Tier Independence Center, it should be noted that the decision to hire or not to hire an applicant for employment will not be made on the basis of factors such as marital status but upon the criteria of what is best for the agency and the qualifications of the applicant. Ordinarily, the hiring decision is made by the Executive Director. However, if such a decision presents a personal conflict or other conflict of interest, the Executive Director will consult with the Board of Directors before making a final decision. DRUG FREE WORKPLACE POLICY In accordance with state and federal laws and regulations, STIC is a drug free workplace. Employees may not illegally manufacture, distribute, dispense, possess or use controlled substances in the workplace. (In this case, workplace is defined as any location where the employee is conducting work including: consumers' homes, other organizations/agencies/businesses, etc. as well as STIC's premises.) Employees must report any criminal convictions for the illegal manufacturing, distribution, dispensing, possession or use of controlled substances within five days of the conviction. They must also notify the employer of the penalties for the conviction. Violation of this policy will result in either progressive disciplinary procedures or immediate dismissal, depending on the nature of the infringement. CHANGES TO THESE POLICIES This manual is published by Southern Tier Independence Center for the use of its employees. It is the property of the agency and is, therefore, subject to amendment and revision at the discretion of the Board of Directors of Southern Tier Independence Center. Your suggestions are welcome and should be submitted to the Executive Director of Southern Tier Independence Center. Amendments to this manual are ordinarily made upon recommendation of the Personnel Committee and must in any event be approved by the Board of Directors. A absence, employee calling in to inform the agency, 8 absent too much consequences for, 8 abuse of children must be reported, 9 of consumers, 10 of other employees, 11 affirmative action, 4 AIDS additional confidentiality requirements, 9 assistive devices as reasonable accommodation, 4 of consumers, 11 Association of Independent Living Centers in New York, 1 attendance, employee, 8 B banking time defined, 19 bereavement leave defined, 17 Board of Directors and harassment complaints, 25 defined, 2 final authority on severance pay, 15 may approve use of Election Day floater on the day after Thanksgiving, 20 must be informed of harassment complaints against the Executive Director, 24 must consult with the Executive Director on hiring decisions concerning the Executive Director's relatives or significant others, 30 penalties for making threats against, 28 procedure when Executive Director is accused of harassment, 25 role in grievance procedure, 22 role in harassment complaints, 24 role in revison of personnel policies, 32 role of, 2 will be informed of all harassment investigations, 25 C change of job, 13 changes to these policies, 32 CIL. See independent living center CILs. See independent living center code of ethics. See ethics compensatory leave not granted for unauthorized work at home, 12 compensatory time and maternity leave, 18 and paternity leave, 18 must be approved in advance by the Executive Director, 19 using more than 14 hours of, 19 complaint formal grievance procedure, 22 formal harassment, 24 of harassment, 24, 25 procedure if disasstisfied with results of a harassment investigation, 25 procedure if harassed individual is unwilling to file a complaint, 24 to Personnel Committee, 23 confidentiality and harassment investigations, 25 exceptions to confidentiality policy, 9 of consumer records and information, 9 conflict, 22 formal complaints, 22 of interest and hiring of relatives, 30 with the Executive Director, 23 Conflict Resolution Advisor, 22 consumer and harassment, 24 calling employees at home, 12 confidentiality of records and information, 9 consent for touching service animals, wheelchairs, assistive devices, 11 discretion when discussing, 10 friendships with, 12 information in consumer records, 9 information that cannot legally be released to, 10 non-emergency services to during non-work hours, 11 penalties for violating civil rights of, 29 refusing to serve, 11 relations with employees outside of work, 11 temporary employees hired to work with specific consumers, 6 consumer records, 9 contact with consumers, 11 continuing education and compensatory time, 19 defined, 7 in personnel records, 7 counties served, 1 D demotion, 14 dependability and reliability problems with resulting in discipline, 27 disciplinary guidelines, 27 disciplinary procedures, 26 dismissal, 27 for harassment, 25 for refusing to cooperate with harassment investigations, 25 for violations of drug free workplace policy, 31 grounds for immediate, 27, 28 resigning in lieu of, 18 substituting resignation for, 13 diversity defined, 23 drug free workplace policy defined, 30 penalties for violating, 28, 29 E elimination of positions, 14 emergency services for consumers during non-work hours, 12 employee compensation and benefits, 16 employee interactions ethics guidelines, 11 equal access, 4 communication access, 4 physical access, 4 program access, 4 equal opportunity, 4 ethics discipline for violating, 26 penalties for violating, 29 evaluations deadline for responding to, 6 defined, 6 disagreeing with, 6 mention of resolved problems in, 7 modification by supervisor, 6 never the first instance of notification of a performance problem, 7 Executive Director and probationary periods, 5 approaching about grievances against a supervisor, 22 approval required for attendance at continuing education, 7 automatically notified of employee sick leave by front-office staff, 16 can answer questions about the harassment policy, 26 can approve emergency work at home, 12 conflicts with, 23 determines when holidays occurring on Saturday or Sunday are celebrated, 20 discretion to recommend severance pay, 15 has discretion to pay employees for unused personal leave at resignation or layoff, 18 in relation to Board of Directors, 2 keeps the Board of Directors apprised of all harassment investigations, 25 may ask employees to contribute to the sick pool, 17 may extend payment of make-up salary to employees out of work due to disability, 21 may grant permission to take holidays off at a different time to part-time employees, 16 may grant waivers to the policy concerning solicitation, distribution and posting, 30 may require doctor's note for use of sick pool, 17 must approve all soliciting or posting or distribution of literature by non-employees, 30 must approve all uses of sick pool, 17 must approve bereavement leave, 17 must approve compensatory time, 19 must approve extended maternity leave, 18 must approve extended paternity leave, 18 must approve personal leave, 18 must approve solicitation or distribution of literature by employees, 30 must approve use of floating holiday time, 20 must approve vacation, 20 must approve work at home, 8 must be informed of all harassment complaints, 24 must consult with Board of Directors on hiring decisions involving his/her relatives or significant others, 30 must investigate all harassment complaints, 25 must receive work at home logs, 8 notifying about paycheck mistakes, 16 only person who can fire an employee, 28 procedure when accused of harassment, 25 provides permission to employees to review their personnel records, 8 provides written notice of layoff, 13 requesting leave of absence from, 14 responsible for disciplining employees who harass others, 25 role in disciplinary procedures, 26, 27 role in harassment complaints, 24, 25 role in scheduling employee work days, 8 role in suspensions, 27 will receive suggestions regarding changes to personnel policies, 32 F firearms cannot bring to work, 28 Fiscal Manager can explain disability benefits, 17 notifying about paycheck mistakes, 16 will provide NYS Disability forms, 21 will provide workers compensation forms, 21 full-time, 5 and family health coverage, 21 and health and dental insurance, 20 and meal breaks, 19 and personal leave, 18 and sick leave, 16 defined, 6 G gifts to employees, 10 grievance procedures, 22 H harass of consumers, 10 of other employees, 11 harassment, 11 by Executive Director, 23 defined, 23 discipline steps, 25 harassers and victims defined, 23 how to file complaints, 24 investigation of, 25 of others witnessed by an employee, 24 penalties for, 28 questions, 26 sexual, 24 training required for guilty employees, 25 hate literature form of harassment, 23 health and dental insurance, 20 hiring of relatives, 30 history of Independent Living, 1 HIV. See AIDS holidays, 20 and part-time employees, 16 defined, 20 on Saturday or Sunday, 20 I independent living training in, 7 independent living center comparative rates of pay, 16 definition, 1 Harlem, 1 independent living philosophy defined, 1 employees must uphold, 11 governs impression staff make on others, 8 informs STIC code of ethics, 9 limits assistance provided to consumers, 9 reasonable accommodations for employees, 4 requires fair wages for employees, 16 requires informal peer relationships with consumers, 11 J jury duty, 19 L labor laws unemployment benefits, 13 layoff defined, 13 leave, 14 bereavement, 17 calculating, 16 maternity, 18 more sick leave required than available, 17 of absence, 14 paternity, 18 personal, 18 sick leave and new employees, 16 use of unaccrued time without permission, 27 vacation, 20 leave of absence defined, 14 returning from, 14 log, work at home defined, 8 required, 8 M maternity leave defined, 18 requesting, 18 meal break defined, 19 medical benefits, 20 mission, 1 N NYS Disability and illnesses longer than ten work days, 17 and pregnancy, 18 disability benefits, 21 O orientation, 6 P part-time and family health coverage, 21 and health and dental insurance, 20 and holidays, 16 and leaves of absence, 14 and personal leave, 18 and sick leave, 16 defined, 6 irrelevant to permanent status, 5 paternity leave defined, 18 permanent employment, 5 personal leave defined, 18 Personnel Committee and harassment complaints, 25 and harrassment by Executive Director, 23 procedure when Executive Director is accused of harassment, 25 role in grievance procedure, 22 role in revision of personnel policies, 32 personnel records continuing education recorded in, 7 incorporating changes, 7 warnings in, for harassment, 25 warnings in, oral, 26 warnings in, written, 26 political campaign employees may not post or distribute literature on STIC grounds, 30 probationary, 6 employee, 4 period and vacation, 20 period, defined, 5 period, orientation and, 6 period, reasons for, 5 period, restarting for job changes, 13 Program and Services Coordinator role in harassment complaints, 24 R rate of pay and demotion, 15 and jury duty, 19 defined, 16 readiness for work, 8 reasonable accommodations for employees, 4 relationships with consumers employees may not require personal services, 10 ethics guidelines, 10 outside of work, 11 sexual, 10 resignation alternative to dismissal, 13 defined, 13 three consecutive days of absence without notice construed as voluntary resignation, 8 resolving work problems, 22 S service animals no touching without permission, 11 service data contained in consumer records, 10 severance pay, 15 sexual harassment, 24 sexual relationship with consumers, 10 sick leave and maternity leave, 18 and paternity leave, 18 and sick pool, 17 benefits and leave of absence, 14 criteria and procedures, 17 defined, 16 requesting use of sick pool in writing, 17 sick pool, 17 defined, 17 sign language interpreters for communication access, 4 required skill for all employees, 7 smoking by employees, 12 penalties for violating policy, 28 solicitation and distribution or posting of literature, 30 substandard work performance defined, 28 suicide attempts must be reported, 9 supervisor, 6 and performance evaluations, 5 and probationary periods, 5 automatically notified of employee sick leave by front-office staff, 16 can send employees home for serious improper conduct, 28 discussing disagreements with, 22 discussing evaluations with, 6 discussing suspicions of abuse or attempted suicide with before reporting, 9 informing about jury duty, 19 must give permission to staff to refuse to serve specific consumers, 11 penalties for talking back to, 28 role in disciplinary procedures, 26, 27 role in grievance procedure, 22 role in grievances against the Executive Director, 23 role in harassment complaints, 24 role in orientation, 6 role in recording changes in employee personal information, 7 role in scheduling employee work days, 8 role in supensions, 27 scheduling meal breaks, 19 suspensions with or without pay, for cause, 27 T temporary employment defined, 5 time off, 16 touching as harassment, penalties for, 28 form of harassment, 23 training, 7 V vacation and maternity leave, 18 and paternity leave, 18 benefits and leave of absence, 14 defined, 20 must be approved by the Executive Director, 20 pay in advance, 20 sick leave cannot be used for, 16 use of unaccrued time without permission, 27 values, 1 penalties for violating, 29 visitor and harassment, 24 penalties for harassing, 29 volunteer and harassment, 24 W warning, 27 dismissal without, 28 no dismissal without for permanent employees except in extreme circumstances, 5 oral, 26 progressive, 27 right to respond, 27 second written, 26 skipping oral or written, 26 written, 26 written, and harassment, 25 wheelchairs of consumers no touching without permission, 11 work at home, 8 work day `average work day' defined, 16 and part-time employees, 16 ending on time, 8 notification of use of compensatory time, 19 workers compensation benefits determined by NY State, 21 defined, 21 Performance Appraisal Southern Tier Independence Center Binghamton, New York SOUTHERN TIER INDEPENDENCE CENTER CAREER Development and Enhancement MODEL Confidential Employee Performance Review Staff Member's Name: Position: Anniversary Date: Review Date: Please Check One: _____ Self Evaluation ____ supervisor's Evaluation Staff will be evaluated according to the following scale: 1. Minimal Performance: Job threatened by poor performance, needing much improvement 2. Fair: Generally acceptable job, needing some improvement 3. Satisfactory: Competent in all respects 4. Excellent: Very competent, sometimes exceeding expectations 5. Outstanding: Consistently exceeds expectations Staff will be given an overall rating for each of the broad categories (lettered sections.) as well as for each item listed within them. When either an Outstanding or a Poor is given, an explanation must be included. If an item does not apply to the staff person, indicate by using NA for Not Applicable. SECTION I. PERFORMANCE CRITERIA A. Responsiveness to Consumers 1. Establishes and maintains interactive relationships, listening to consumers, offering options, never directing or dictating. 2. Demonstrates and promotes self-advocacy skills. 3. Demonstrates and promotes independent living skills. 4. Follows through on issues and concerns with consumers. 5. Strives for creative solutions to barriers. 6. Ensures that consumers are in control of their services. 7. Is considerate, respectful and supportive of consumers and their rights and choices 8. Preserves the confidentiality of consumers (including files/records, conversations, etc.) Comments: B. Interaction with Other Staff 1. Is willing to discuss and resolve issues/conflicts with other staff in a timely manner. 2. Uses other Center staff expertise in relation to addressing specific consumer issues. 3. Is considerate, respectful and supportive of coworkers. Comments: C. Interactions with Supervisor 1. Seeks supervisor's intervention/direction when appropriate. 2. Follows through on supervisor's input. 3. Accepts constructive criticism from supervisor. 4. Makes constructive suggestions to supervisor if/when changes may be needed in the job description. 5. Is flexible and willing to make changes in job responsibilities if necessary. 6. Is Respectful and responsive to supervisor. Comments: D. Responsibility and Initiative 1. Is self-directing and works independently. 2. Maintains a schedule/calendar and keeps appointments. 3. Appropriately participates in meetings. 4. Makes use of available information such as brochures, videos, books and other community resources. 5. Is appropriate in personal appearance and conduct. 6. Arrives on time for work, and scheduled meetings and functions. 7. Demonstrates problemsolving skills. 8. Exercises good judgment in decision making and carrying out responsibilities of the job. 9. Represents STIC and promotes our values, mission and philosophy, in a positive manner in the community. 10. Notifies front desk in the required manner of work schedule, when leaving and returning to building, etc. 11. Complies with all Center policies and procedures. 12. Is aware of and abides by STIC's code of ethics. Comments: E. Record Keeping 1. Meets deadlines and submits documentation (time sheets, travel sheets, statistics, time off and time accrual requests, etc in accordance with program/agency policies, procedures and requirements. 2. Pays attention to detail and accuracy in reporting and prepares documentation in a clear, comprehensive and understandable manner. Comments: Overall Comments: SECTION II. JOB DESCRIPTION Please review the attached description for evaluating effectiveness in conducting job duties. A. Staff is aware of and fulfills the duties and responsibilities of the job description. Items 1. Through 5. Below are narrative questions and should not be given a rating. 1. What are areas/duties at which the staff member excelled? 2. What are areas/duties which need improvement? 3. What are duties, if any, that have not been performed? 4. What are extra duties, if any, that have been performed that are not included on the job description? 5. Suggested modifications to the job description, if any. SECTION III. POSITION OBJECTIVES In this section outline specific objectives related to the position to be achieved in the upcoming review period. This section is to be developed collaboratively between the staff member and his/her supervisor. It is not meant to increase the workload of an employee by assigning new tasks or responsibilities, but should rather be used to develop specific program-related goals which fit within the employee's program/service. Provide a numerical rating and narrative, evaluating how the staff member met objectives set at the last review period, and compare results to expectations. SECTION IV. FUTURE COOL THINGS TO DO In this section outline specific individual objectives (as opposed to program objectives) this staff member wants to accomplish in the upcoming review period. This section is to be developed collaboratively between the staff member and his/her supervisor. Copies of this form should be retained by the staff member, his/her supervisor, and the Executive Director. Provide a numerical rating and narrative, evaluating how the staff member met objectives set at the last review period, and compare results to expectations. SECTION V. STAFF MEMBER COMMENTS In order to be included in the personnel record/file, all employee's comments must be submitted to his/her supervisor no later than ten working days after the employee receives this evaluation. No late submissions will be accepted. I have reviewed my performance evaluation and wish to make the following comments: Employee's Signature/Date Supervisor's Signature/Date Executive Director's Signature/Date MUSINGS OF AN OVERWORKED, TOTALLY HASSLED DIRECTOR (WHO WOULDN'T HAVE IT ANY OTHER WAY) By Susan Webb MUSINGS OF AN OVERWORKED, TOTALLY HASSLED DIRECTOR (WHO WOULDN'T HAVE IT ANY OTHER WAY) By Susan Webb Being a director or a manager in a Center for Independent Living is the best job in the world, right? How do you set boundaries between your job as a disability leader and your life as a person with a disability? How do you help your staff deal with those same challenges so they have a real life? Below we have attempted to ask and answer some of the questions that CIL directors and managers must grapple with daily relative to motivating, accommodating and appreciating each other and the valuable people we work with. Is it arrogant for me to think I have it all figured out and can offer you my "wisdom"? Perhaps. Somebody thought I do a good job managing people and asked me to put this together so it may be useful to other CIL directors and managers. Here are my thoughts. Use them as you please. And if you have any other ideas I have forgotten, please call me to share. We are all in this movement together. 1. How do directors/managers set the tone for the agency--the display of leadership which involves not confusing effort with results. Years ago I was a technical design consultant at AT&T. Many of my colleagues were being downsized. Eventually my number came up and it was devastating. Where else would a woman with a disability in a non-traditional job earning really great money go? The sales manager approached me about becoming an Account Executive. I had some reservations about accepting a job that tied part of my salary to commissions, but it was an opportunity to stay with AT&T so I said yes. At the end of my first day in my new position my new sales manager asked how things were going. I beamed at him, excited about how great the day had gone. I had phoned several of my new customers, was warmly welcomed and had several appointments scheduled for the following week. I was proud of myself and my self-esteem was soaring. My manager, without missing a beat, dead-panned: "Don't confuse effort with results." He might as well have punched me; I immediately deflated. Although that experience was many years ago, it is the foundation of my management style. It served me well during the rest of my tenure with AT&T. I was extremely successful and doubled my income the first year. I did it by never allowing effort to define success--only results achieved. My first day eight years ago as a CIL director I assembled the staff for a meeting to discuss my expectations. I told this story. I think it scared the pants off everybody! In eight years Arizona Bridge to Independent Living (ABIL) has grown from a budget of approximately $550,000 to $5.2 million annually. We have added many new and innovative programs. Staff turnover is very low. In fact, the management team has changed only slightly in all those years. Every staff member who was there that day and who is still with us have all been promoted. Staff morale is incredibly high. We're a great team. We get results! Managing CIL staff is tricky. Since the majority of staff at CILs, including management, are people who ourselves have a significant disability, setting boundaries between what is work and what is personal is critical and challenging. The value of role modeling for staff, volunteers and consumers cannot be underestimated. However, there are inherent characteristics of a CIL that make setting boundaries difficult: ( We're in the people business. As such, we have a tendency to attract staff who are "touchy-feely" types. This type of personality is valuable in that consumers feel understood and supported. This type of personality, however, can sometimes be an enabler and have difficulty letting go of the consumer. Consequently, more time than is needed is spent with each consumer. This significantly impairs productivity and cost-effectiveness. ( Because those of us on staff at CILs have disabilities ourselves, sometimes staff can become so involved with the CIL's work that they have no personal life. Consumers and volunteers might call staff members at home, and staff members might encourage this. Staff members might also develop relationships with consumers and peer mentors outside of work hours. ( Staff members who are passionate about advocacy realize that the most effective advocacy is done as part of groups. Staff members, then, become joiners of various councils, boards, commissions and committees. They begin to ask for time during work hours to participate in these activities. While such activities serve to further develop a staff member's skills and knowledge, it can seriously affect outcomes of the job they are hired to do. If the staff member is allowed to participate in these groups as a representative of the CIL and makes up his or her regular job by working additional hours, a violation of the Fair Labor Standards Act may occur. ( Directors and managers who have a "touchy-feely" personality have a tendency to experience burnout more frequently than more task-oriented managers. The need to spend time with consumers and inability to set appropriate boundaries about when to get involved with a consumer are time consuming. The director and/or manager then might spend a majority of his or her day with consumer activity and spend evenings and weekends on administrative tasks. All of these variables increase the director's and manager's challenge toward striking a delicate balance between being a "touchy-feely" role model and running a tight ship. Here are some of the leadership techniques that seem to work for our CIL: ( The management team needs to be diverse. A combination of managers who are "people-pleasers" and those who are more task-oriented balance each other well. As director I see my job as the consummate advocate. Most of my time is spent in the community establishing and maintaining partnerships, looking for new opportunities and participating in significant systems change advocacy. My direct contact with consumers is primarily in group advocacy events. Individual consumer involvement is kept at a minimum. The administrative tasks of the CIL are handled primarily by our Operations Manager. She is detail-oriented, able to juggle lots of tasks at once and is an amiable personality type. The managers of the two IL service units are each Masters of Counseling. Their budgeting and organizational skills are somewhat limited as they are more programmatically focused. They need help keeping track of the business aspects of running their individual units, but they're highly thought of by consumers and staff for their people skills. The director of our PAS unit is methodical, organized and has a real knack for developing and implementing effective procedures. Our managers' meetings are sometimes tense but that's why we work together so well. Our different skills and perspectives are our strength. ( The director and managers demonstrate in words and action real commitment to promoting IL philosophy. Each manager is empowered to take full responsibility for his or her unit. Initiative is encouraged and supported. Hard work is recognized and appreciated. Because the managers are treated this way by the director, they pass this on to the staff members who report to them. We believe that each staff member is critical to the success of our CIL; if any member was less important, that is a position we would not need to fill. Although pecking order has to be established, each staff member is regarded with respect and dignity for the contribution they make. Much is also expected of each staff member. Initiative is required. Suggestions and ideas are welcomed and acted upon. By the same token, this initiative expectation also means mistakes will be made. Staff members are supported when mistakes are made as long as the attempt was in good faith. Coaching for a better job next time is used rather than punishment. ( Staff development opportunities are a key consideration in our employee relations plan. Staff are encouraged to participate in leadership development activities, workshops, classes, etc. If the development activity must take place during normal business hours, compensatory time off is granted. ABIL has a tuition reimbursement program whereby we will pay 50% of the cost of the development activity if it is not directly required for the employee's current job. If the development activity is specifically related to the staff member's current job and the activity will clearly help the employee do a better job, ABIL will pay 100% of the cost. 2. What is the appropriate expression of authority with staff? CILs, by virtue of our relatively small staff have a fairly flat organizational structure. There are typically few layers of management between the director and the consumer. ABIL uses a Total Quality Management and Continuous Quality Improvement technique for managing. This ensures buy-in to decisions at all levels and commitment to the overall goals of the agency. Job descriptions are tailored to coincide with the strategic plan of the agency and are developed jointly with the employee and his or her immediate supervisor/manager. The job description clearly delineates whom the employee reports to and changes yearly (or more often) to meet the needs identified in the CIL work plan and the long term strategic plan. "Pulling rank" to establish authority and make decisions is hardly ever used. Consensus is our goal. Sometimes, however, especially in disciplinary situations, it is necessary for the manager and/or director to dictate appropriate behavior. The few times I have had to do this in the past have resulted in the employee ultimately resigning. Sometimes that is the best avenue for the employee and the CIL. Expression of authority is not a problem as long as the appropriate boundaries are maintained. Even though we try to promote a relaxed atmosphere where staff are encouraged to have fun, close personal relationships are discouraged, especially between supervisor and subordinates. Mixing a professional relationship with a personal one undermines authority and makes it difficult to maintain objectivity. Skip-level meetings are held when the manager and his or her subordinate are having difficulty getting along. 3. What does it mean to be a fair and equitable manager? Is effective management about treating each employee the same? Fair treatment is different from equal treatment. Attempting to treat everyone the same with the intent of being fair dehumanizes a CIL. Fairness and equality are essential. But that doesn't mean the same treatment of everyone. Different staff members are motivated by different things. Each new staff member who comes to work at our CIL has a one-on-one meeting with me, the director, as part of his or her orientation. In that interview I learn what personal goals the individual has and why he or she chose to work at ABIL. From that I can get some sense of the employee's "hot button." Is he or she motivated by money, praise and potential to move ahead, a need to give to the community? This meeting is also used to clarify what my expectations are and the need to work as a team with everyone taking initiative. In a small organization not much stays secret. Employees talk. Although every attempt is made to ensure confidentiality of employee information, they share a lot of information on their own. Fair treatment for one employee is an important motivator for the other people on staff to develop a sense that they will also be treated fairly should the need arise. For example, an employee was not achieving success in his particular job. Rather than terminating him he was given the opportunity to attend relevant training to improve his ability to do a better job. When that didn't work he was assigned to a different job for which he was qualified. In fact, he held three different jobs within the CIL, none of which he was able to do well. Some of the other employees began to express dissatisfaction with this employee's lack of performance. Some of them felt they were "carrying him." Ultimately, he was terminated. Even though it didn't work out for him, the other staff members knew that should they be in a position to have difficulty, every attempt would be made to support them in achieving success. This sense of fairness strengthened the degree of trust between managers and line staff tremendously. This also develops a sense of camaraderie that we all pull together for each other. If one employee is having trouble, the rest of us pitch in to help out as much as we reasonably can. Another employee, however, was having difficulty performing her job well. In this instance, moving her or suggesting that she attend classes was not a good idea as she is the type who takes such things very personally. For her, a better solution was an opportunity to vent with me about how she felt. Together we determined how to change the tasks of her job so she could succeed and the needs of the business were not compromised. She remains an excellent employee and is now much happier with her situation. These two examples illustrate how fairness does not mean treating everyone the same. However, sometimes offering something to one employee means that it will be requested by others. The management team must be prepared to respond to these situations, especially those with budget implications. Some aspects of management do require the same treatment, such as employee benefits offered. When we are contemplating a change in employee benefits at our CIL, we discuss it with the entire staff at a staff meeting before making the change. This is not treated as lip service either. We truly listen and make decisions with their concerns in mind. For example, our current health insurance policy covers alternative medicine. This year's renewal brought with it a significant increase in the premium. Our insurance broker has proposed a different plan at less cost, but it does not cover alternative medicine. Two of our employees expressed great concern about this when the potential change was discussed at a staff meeting as they rely on alternative medicine to maintain their health. We have not changed carriers and are considering other options to deal with this situation while keeping our health care coverage costs under control. Again, this sense of fairness goes a long way toward maintaining employee trust and loyalty, knowing that we will not arbitrarily make decisions without considering the impact on them. 4. How to boost workplace morale by showing an appropriate expression of support. What managers can do to show loyalty to the staff. How to have fun as an agency. Over the years many people have said that there's just a feeling they get when they come through our front door. There's energy and enthusiasm in the air. Such a corporate culture happens naturally when the people who work there are motivated and comfortable. Morale is really, really important. Keeping morale high happens when staff members are encouraged to continually practice open communication. Morale suffers when people are afraid or unwilling to express themselves openly. When staff members start complaining to co-workers or take their anger or resentment home with them, morale declines quickly. Continual reinforcement to staff that they are safe communicating openly with their manager keeps small problems from escalating to messy employee relations. As mentioned earlier, an empowered employee who takes initiative and is encouraged to do so will inevitably make mistakes. The management team must expect this and handle it in a non-threatening, supportive way. Recently, one of our managers received a grant application across her desk that should have immediately been passed on to one of the other managers. She got busy and the application got buried. By the time she found it the due date had passed and an important funding opportunity was lost. Clearly this was a major faux pas. Rather than "putting her in the dog house" the team regrouped to figure out what to do. We managed through it just fine because we accepted the fact that a mistake made by one member of the team is a call for the entire team to rally together to fix the problem. That show of support and loyalty solidifies us and strengthens our commitment to each other's success. By fostering a comfortable environment where staff are encouraged to try their wings and are supported in doing so, it naturally follows that we have a good time. We laugh a lot in our CIL. Our staff meetings are buoyant. During individual reports we clap for each other's successes, we laugh and tease each other for some of the stupid stuff that happens. We have to be careful never to lose sight of achieving outcomes with our consumers and the community. But we have discovered that we can achieve our goals while having a good time getting there. Each June 30, the end of our fiscal year, we close the office at noon, go to somebody's house and have a teambuilding meeting for the afternoon. We reflect on our accomplishments and express appreciation to each staff member for the good things they've done during the year. We discuss the New Year ahead and how we expect it to be the best ever. We talk about new and innovative programs we might want to start. We dream about our long-range plans. It is possible to be a task-oriented director but still show appreciation for a great staff. I recognize that they are the reason the work gets done. My job is to make sure they have the resources with which to do it. Each one of our staff is tremendously valuable to our success as a CIL. As a task oriented director I hate that touchy-feely stuff. But in truth I am thankful every day that I have all those touch-feely people around me. 5. Peer relationship vs. managerial relationship--can a manager be an employee's good friend and still be an effective manager? No. A good manager can be a good listener. A good manager can ask about how an employee's kids are doing, what kind of new car he or she bought and can share ideas about how to solve a pet behavior problem. But the boundaries between work and friendship must be clear. Co-workers and subordinates are people we all care about. After all, we spend a significant part of our lives with them. But we all work together and that's all. We have a responsibility to our consumers and our community to do our jobs and do them well. Friendship and social activities must be kept separate. 6. What is the balance of trusting employees to do their job while being objective in assessing their quantity and quality of work? A good CIL is one whose staff members are not sitting around the office but rather are out in the community with consumers and volunteers making a better world. The quantity of work or outcomes and the quality with which we do our work must be defined up front. If those expectations are clear, and agreed upon with the employee, it is not difficult to objectively assess whether an employee has been doing his or her job. Encouraging initiative, supporting the employee to achieve excellence and recognizing success when achieved, I believe, will encourage an employee to continue doing the very best job possible. In this kind of environment, however, it is important to frequently check in to be sure all is well and that the employee is on track and comfortable with the objectives. At ABIL each person has ownership of what is going on right now. If a phone call comes in at the front desk, the receptionist owns that call until it is resolved. If the call goes to an I&R staff member, he or she then owns the call until it is resolved. If it is 5:00 but a consumer's ride hasn't arrived yet, the staff person with whom the consumer was working does not leave until that consumer is safely on his or her way. Each staff person understands this basic rule of the Total Quality Management concept. Given this "golden rule" of customer service, there is no question as to whose responsibility something is. Each month the Board's packet includes a report from the executive director and each unit manager of activities and outcomes for the previous month. The information for these reports comes from line staff as well as the specific activities of the manager. Even though doing these reports is a "pain," they are a disciplined way of checking in to be sure the work is getting done effectively and we are on target with our goals. 7. How to identify and understand your strengths and weaknesses as a manager and how staff and managers can complement one another to produce quality work. As mentioned earlier, one of the strengths of our management team is the fact that we are all so different. Because of these differences, some of our managers' meetings are somewhat spirited. For the most part our team is open with one another about what we like about working together and what we don't. This informal 360 degree feedback, if accepted without taking it too personally, can be used to identify strengths and weaknesses. Not everybody feels completely comfortable with this type of interaction. Periodically, our management team goes out to dinner together to "empty the gunnysack." This sets aside time in a non-threatening environment where everybody knows that getting it all out on the table is the purpose of the meeting. Of course, being able to accept what the other managers say is a show of respect for each other. Sometimes that's tough to do. I sometimes have to remind the managers that we are all under stress, we are all working hard, and we all have a right to our weaknesses as well as our strengths. It is also important on the part of the management team to keep a lookout for classes and seminars that might help staff members develop skills to do their job better. Workshops on time management, handling stress, controlling anger, etc. can be valuable in offering tips to managers and other staff on mitigating weaknesses and enhancing strengths. Sometimes tight budgets cause managers and directors to ignore the need for training. Often a simple phone call to the training entity can result in significant discounts or scholarships to solve that problem. One weakness that I think is typical of those who choose to work at a CIL is the tendency to work ourselves too hard. Vacation time is important and should be taken. Encouraging staff to get away from it all by taking their vacations regularly helps to reduce burnout and short tempers. Tolerance for each other's weaknesses can seem higher if staff is refreshed enough from having time off. 8. How to stay externally focused on the CIL's vision and mission, even in the midst of personnel difficulties. There is a real danger here. A CIL can get into serious trouble if too much emphasis and energy is spent on internal processes to the exclusion of what we are really here to do. Let's face it; there are only so many hours in a day. Financial worries, grant writing, not enough staff, board commitments, can all eat up what time we have. This is especially true for small centers that have minimal staff to get it all done. This can be further complicated by demanding funders and board members who keep a director and managers under a mountain of adminis-trivia. One critical role of the director is being assertive enough to ward off the onslaught from forces that want too much from us in terms of proving we are behaving ourselves. Willingness to put my neck on the line and argue against this is part of the job that I don't think some directors recognize. I frequently must argue clearly and professionally that as a Federally authorized CIL we really have the luxury of a lot of that stuff being decided for us. We don't have to reinvent the operating procedure wheel. With the rules spelled out in EDGAR, OMB Circular A-133 and independent audits done each year, boards and funders have much less to worry about in terms of our internal operations. Recently I have learned that a good technique for dealing with this is to offer training to new board members. I developed one two-hour session that gives an overview of the Rehab Act and other laws that affect us. Another two-hour session involves a tour of the CIL and a demonstration of our financial accounting system. By doing this in an organized way, new board members feel more comfortable that things are being managed and monitored effectively. It also gives them more confidence and understanding of what is going on in the board meetings. Another technique is ensuring that the board committees are as representative of external concerns as internal. A finance committee and a personnel committee are important. But balancing those by having a public relations committee and an advocacy committee balances the focus so that the board does not lose sight of the real reason we exist: to serve the community and our consumers. 9. Directors and managers need support too. How to get it. We've all heard the cliché that it's lonely at the top. One of the great things about being a CIL director is that there are so many other CILs across the country to buddy up with. Participating in the NCIL conference each year and other national or regional conferences develops a network of peers that cannot be discounted. I cannot count the times I have picked up the phone and called another director to get information or run an idea by them. Another valuable networking tool is monthly directors' teleconference among the CILs in our state. There are only four of us, but those monthly calls really solidify us as a force to be reckoned with in our state. Lastly, I have an informal network of directors from other non-profits in our area who share our philosophy. Remember, though, that you get what you give. A willingness to be there for them and share information that might help them grow and prosper will help you when you need their support. Adapted from Personnel Management: A National Teleconference Training Manual. IL NET, NCIL/ILRU National Training & Technical Assistance Project, Houston, 1999.