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Title: Sexual and Physical Abuse Resource Center (SPARC) History and Documents
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Permanent Link: http://ufdc.ufl.edu/UF00077458/00022
 Material Information
Title: Sexual and Physical Abuse Resource Center (SPARC) History and Documents
Physical Description: Archival
Creator: SPARC
Publisher: SPARC
Publication Date: October 1984
 Record Information
Bibliographic ID: UF00077458
Volume ID: VID00022
Source Institution: University of Florida
Rights Management: All rights reserved by the source institution and holding location.

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PERSONNEL POLICIES AND PROCEDURES




















Sexual and Physical Abuse Resource Center

Revised: October, 1984

Adopted: October, 1984











TABLE OF CONTENTS


I. GENERAL STATEMENT OF POLICY RELATED TO SALARIED PERSONNEL..........1

II. RECRUITMENT AND EMPLOYMENT .........................................1

III. EMPLOYMENT BENEFITS...............................................2

IV. CONDITIONS OF EMPLOYMENT AND COMPENSATION

A. Work Hours.......................................................3

B. Salaries................................. .................... 3

C. Outside Activities........................ ...... ............... .3

D. Leave and Authorized Absences...................................4

V. STAFF DEVELOPMENT ......... .......

A. Training and Conferences....................................... 5

B. Performance Reviews............................................6

C. Grievances ......................................................7

D. Reimbursement Related to Employment.............................7

E. Termination of Employment..................................... 8










I. General Statement of Policy Related to Salaried Personnel


The Executive Director of the Sexual and Physical Abuse Resource Center
(SPARC) is responsible for administering written personnel policies which
have been approved by the Board of Directors. The Executive Director may take
problem solving action without Board approval, keeping the Board informed of
significant outcomes which may indicate need for future development of formal
policies. Changes or amendments to personnel policies are to be conducted
every two years. Exceptions to written policies may be made only by the Exe-
cutive Director. These exceptions are to be reported to the Board.
Every employee with supervisory responsibility is expected to be familiar
with these personnel policies and should consult with the Executive Director
on questions of interpretation before decisions are made or actions are taken.
All employees are supplied with a copy of these policies.


II. Recruitment and Employment


Candidates for employment are considered without regard to race, age,
handicap, religion, national origin, political or union affiliation, marital
status, or sex. A committee chaired by the Director and consisting of at least
two staff and one client will interview all candidates for employment, and
participate in the selection process.
As part of a preferred promtion-from-within policy, present employees
are made aware of openings and requisites to qualify for them concurrently
or prior to the beginning of external recruitment. If internal applicants are
not qualified, they are informed before an offer is made to an outside candidate.
A reasonable number of candidates are to be considered for every opening
to assure that the best person available is hired. One-candidate hiring is
to be avoided. Positions are to be advertised for a period of ten days through
the State of Florida Employment Service and local newspapers.











III. Employment Benefits


Employees whose responsibilities are at least 80% executive, admini-
strative,or professional in nature are exempt from the Fair Labor Standards
Act regulations and do not receive overtime pay. In lieu of overtime pay,
exempt employees can receive compensatory time as defined and outlines in
Section IV.
Non-exempt employees perform work other than executive, administrative,
or professional work as defined by the Fair Labor Standards Act and must
receive extra pay for overtime work as legally required.
Employees who have not yet completed six months of employment are on
probationary status. Durin the porbationary period, an employee may be termi-
nated at any time. Upon completion of six months of satisfactory job employ-
ment, probationary employees automatically become permanent employees. Pro-
bationary employees accrue the same benefits as regular employees.
Employees who work a schedule of forty hours per week are considered
to be eligible for full-time employee benefits. Employees who work less than
forty hours per week but at least twenty hours per week receive pro-rated
sick leave and vacation benefits.
Both full-time and part-time employees are eligible to receive hospital
and medical insurance. The agency's ability to provide insurance is to be
reviewed each year, and is based on funding constraints. Enrollment is voluntary.
All employees are covered by Worker's Compensation Insurance which
provides benefits in case of on-the-job injury.


IV. Conditions of Employment


Work Hours
The normal work week is forty hours per week for full-time employees
and twenty hours per week for half-time employees. All employees working ne-
cessary overtime can receive compensatory leave equal to the amount of time
worked. Leave must be taken within three months after compensatory leave is
accrued.










Salaries
Salary ranges are established for all positions and reviewed at least
once a year. Salaries are paid twice each month, on the fifth and twentieth
days. Payment on the fifth day of the month covers the period from the six-
teenth of the previous month to the end of that month. Payment on the twen-
tieth of the month covers the period from the first of the month to the fif-
teenth of that month. If the fifth or the twentieth of the month falls on a
Saturday, payment is made the day before(Friday); if either falls on a Sunday,
payment is made the following day (Monday). All employees are expected to
complete semi-monthly time sheets prior to each pay period.
All shelter positions have written job descriptions which are used
for position evaluations and for determining equitable pay with comparable
public and private sector jobs. Job descriptions are reviewed at least annually
for possible upgrading.
Normal hire-in rate is at the lowest rate of the salary range for any
position. However, an unusually well-qualified candidate may justify hire-in
at a higher rate. If an individual is promoted to a shelter job with a higher
salary range, pay will be adjusted upward to the bottom of the new range.


Outside Activities
To avjid actual or appearance of conflict of interest, any employee
who engages in renumerative activity in any field directly related to agency
work must have prior approval from the Executive Director. This includes
consultation, speeches, conference participation and related work by agency
staff members on their own time. If done during normal work hour or as re-
presentatives of the agency or in filling job descriptions, fees received for
such activities are to be paid to SPARC. No employee may be a spokesperson
for the agency without prior approval of the Executive Director.
All patents and copyrights resulting from agency work by employees
will be in the name of the Sexual and Physical Abuse Resource Center, Inc.
and shall remain the property of the agency.









Leave and Authorized Absences
Full-time employees may take vacation with full salary as mutually
agreed upon with his or her superior. Employees may accrue vacation leave
up to one hundred hours at any given time. Vacations may be taken in one-day
increments or longer, based on the following accrual rate: eight hours per
month during the first and second years of agency employment; twelve hours
per month during the third and fourth years of employment; sixteen hours per
month during the fifth year of employment and thereafter. Vacation time for
part-time employees is pro-rated based on hours worked (e.g., employees work-
ing half-time receive 50% of the time accrued by full-time employees). An
employee accrues vacation time from the first day of employment, but is not
eligible to take the time until six months of service is completed. At the
termination of employment, any unused vacation time is reimbursed at the cur-
rent salary rate. If an authorized holiday occurs within an employees vacation
period, equivalent time-off will be provided.
If medically documented illness occurs during a vacation period, sick
leave may be substituted for those days during the vacation period when the
employee was ill.
The agency observes the following ten holidays with pay on an annual
basis: New Year's Day, Good Friday or Passover, Memorial Day, Independence Day,
Labor Day, Thanksgiving Day, the day following Thanksgiving or Rosh Hashanah,
Christmas and Christamas Eve or YomKippur and Chanukah, and one floating
holiday. If employees are scheduled to work on a holiday,, they receive com-
pensatory time for that holiday, which must be taken within one month after

it's accrual.
Paid sick leave for full-time employees is accrued at the rate of
eight hours per month. Part-time employees will accrue sick leave on a pro-
rated basis computed by the percentage of full-time work performed. Sick
leave is authorized for: (1) personal illness or injury; (2) illness or injury
of immediate family members (up to six days per year); (3) medical or dental
appointments which cannot be scheduled during off-duty hours; (4) childbirth
(up to five days per year); and (5) mental health (up to four days per year).










Employees may borrow paid sick leave that would be accrued by the end of their
current year of employment. Terminated employees who have borrowed sick leave
will have those days deducted from their final paycheck. At termination of
employment, no cash reimbursement is made for unused sick leave.
No personal or emergency leave with pay will be granted for critical
illness or death in the family or for personal emergencies which cannot be
attended to during off-duty hours. Personal and emergency leaves are subject
to supervisory approval and may be determined by the Executive Director on
the basis of individual circumstances.
Up to four months of parental leave without pay will be granted as
follows:


1. An expectant employee may be approved for leave as early as two
months before the anticipated date of birth to extend for a period not ex-
ceeding four calander months: and,
2. In the case of adoption, the period of parental leave will not
exceed four calander months.


V. STAFF DEVELOPMENT


Training and Conferences
Each employee of the shelter will be encouraged and assisted within
budgetary means to further his or her personal and career development through
academic study and by such other means as will contribute to further service
to the shelter and not in conflict with regular duties. Payment of fees for
conferences and other training experiences shall be made when recommended
by the supervisor and approved by the Executive Director and when such plans:
1. Are complementary to shelter purposes;
2. Are deemed to be of special or needed benefit to the individual's
career;
3. Are submitted in advance for approval by the Executive Director: and,
4. Will not interfere with satisfactory discharge of responsibilities
even .though training may occur during normal working hours.









Performance Review
All new employees serve a six month probationary period beginning on
their first working day to determine whether or not they fully satisfy
requirements of the job. Performance is carefully monitored by an employee's
supervisor during this time and regular performance feedback is given
verbally to the new employee. If the requirements are not met satisfactorily,
the new employee is forewarned in writing and given a reasonable time to
correct explicitly defined deficiencies. If satisfactory improvement
does not result, the employee may be terminated without further notice
during or at the end of the probationary period.
New employees are formally evaluated verbally and in wrinting at
the end of six months. Thereafter, written and verbal performance reviews
occur annually or more frequently as needed. The objectives of these reviews
are to assist the employees in their career development and to improve
overall effectiveness of agency operations. Written reviews are shown to
employees in draft form and discussed with them. Changes may be agreed
upon before the evaluations are put in final form. If agreement cannot
be reached, the employee may prepare a separate statement for the record
as appropriate. All performance reviews are signed by both parties and
the Executive Director indicating that they have communicated on the
subject matter even though they may have not agreed. Employees are given
a final copy of the document. Any staff member also can request on a voluntary
basis written peer evaluations.
If the employee does not believe she/he has received a fair
evaluation from the Executive Director, the regular grievance procedure
can be utilized by the employee.
The President of the Board of Directors is responsible for assigning
Board members to a standing committee or to an as hoc committee created for
the purpose of holding an annual review of the performance of the Executive
Director.


Grievances
1. Attempt to resolve major disagreements between two staff members
initially should be handled privately by the two individuals.
2. If the two individuals are unable to resolve their differences,
they should present their situation individually and collectively, both









orally and in written form, to the Executive Director who will make a
concerted effort to settle the disagreement and/or problem within 10 days.
3. If a conflict between a staff member and the Executive Director
cannot be resolved, see #4.
4. If the Executive Director is unable to resolve the conflict or
the problem to the satisfaction of the staff members) within 10 days,
individual staff members will have the option of presenting grievances
to a special committee of the Board of Directors. The Grievance Committee
of the Board will have the authority to make final resolutions of grievances.


Reimbursement Related to Employment
Employees are entitled to a per diem at the State rate(when budget
allows) when traveling on shelter business or attending an approved conference.
In addition, employees and volunteers are reimbursed at the State rate for
using their own cars while on shelter business. This does not include going
to and from work. On extended trips, automobile reimbursement may not total
more than round trip economy air fare.
The shelter maintains a non-ownership liability insurance policy
to protect its interests when privately owned vehicles are used for shelter
business. Employees who use privately owned vehicles for shelter business
are responsible for complying with State laws and for shelter insurance
protection related to the operation of the vehicle. Any accident occurring
on shelter business must be reported promptly to the immediate supervisor.
Use of private, non-scheduled aircraft for agency business is not authorized
and employees doing so act at their own risk.


Termination of Employment
The end of the employment relationship with the agency falls into
one of the following categories:
1. Resignation- a voluntary termination freely made by the employee
for any reasons he or she chooses. Employees are expected to give at ear
two weeks notice;
2. Mutual agreement- whereby both the individual and the shelter
management think it would ;be mutually beneficial to end the employment
relationship. Under these circumstances, no termination notice period is
set up by the agency and a departure date is informally agreed upon with
a reasonable time period;








3. Reduction in force resulting from job elimination due to re-
organization of financial considerations determined by agency management.
Any employee so affected is given one month notice with reasonable time off
during the notice period for interviews;
4. Unsatisfactory performance failure of an employee to meet
performance standards; complete tasks in a timely, competent manner; or
maintain an adequate attendance record. Prior to termination for unsatisfactory
performance, the immediate supervisor must make a reasonable effort to resolve
the problem with the employee. He or she must be given written notification
that continued employment is in jeopardy and be told what must be done to
improve the situation. With this notice, the person is placed on a two-
month probationary status. If performance is not satisfactory at the end of
this period, a termination notice is given. Supervisors may extend this two-
month probationary period by one month is circumstances warrant in their judge-
ment. Uncooperative behavior or negative attitude which affect the work morale
of others at the agency may result in this two-month probationary period being
shortened. Individuals who are involuntarily terminated for unsatisfactory
performance receive two weeks pay at termination;
5. Misconduct involving gross employee misbehavior on the job,
refusal to do work reasonably expected, wrongful use of taking of agency
property, or conviction of a felony. Sexualization of a client relationship
or breaking of confidentiality is subject to immediate termination. Termin-
ation for misconduct requires no notice; and,
6. Probationary Employees during the probationary period,
employees can be terminated immediately without pay except for time worked.




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