2012

General Policy and Procedure Manual

Fernwood Neighbourhood Resource Group
This document contains policies and procedures applicable to all staff of Fernwood NRG. For policies and procedures specific to a program, please refer to each programs manual.

Human Resources Department 08/2010 1/1/2012

Table of Contents
DECLARATION OF PRINCIPLES AND VALUES............................................................................... 5 ORGANIZATIONAL STRUCTURE ....................................................................................................... 5 APPLICABLE REGULATIONS .............................................................................................................. 6 CHILD CARE LICENSING ....................................................................................................................... 6 EMPLOYMENT STANDARDS ACT ...................................................................................................... 6 HUMAN RIGHTS ACT............................................................................................................................. 6 PERSONAL INFORMATION PROTECTION ACT AND PERSONAL INFORMATION PROTECTION & ELECTRONIC DOCUMENT ACT ........................................................................... 6 WORKSAFE BC ........................................................................................................................................ 7 ATTENDANCE .......................................................................................................................................... 7 BLOGGING, AND SOCIAL MEDIA ....................................................................................................... 7 BUILDING SECURITY ............................................................................................................................ 8 BUSINESS CASUAL DRESS CODE ....................................................................................................... 8 BUSINESS TELEPHONE USE ................................................................................................................ 9 CELL PHONE USE .................................................................................................................................... 9 CODE OF CONDUCT ............................................................................................................................... 9 CONDUCT AGREEMENT AND OATH OF CONFIDENTIALITY .................................................. 11 CONFLICTS OF INTEREST AND MISCONDUCT ............................................................................ 11

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CONFLICT RESOLUTION .................................................................................................................... 12 USE OF TERM CONTRACT WORKERS ............................................................................................ 12 DISCIPLINE............................................................................................................................................. 12 EXIT PROCESS ....................................................................................................................................... 18 EMERGENCY PROCEDURES .............................................................................................................. 18 EMPLOYEE BENEFITS ......................................................................................................................... 19 EMPLOYEE RECORDS ......................................................................................................................... 19 EXPENSES AND ALLOWANCES ........................................................................................................ 20 HARASSMENT ....................................................................................................................................... 20 HIRING POLICIES ................................................................................................................................. 21 RECRUITMENT AND SELECTION OF STAFF ................................................................................ 21 INFORMATION SHARING................................................................................................................... 23 INTERNET AND EMAIL ACCEPTABLE USE ................................................................................... 24 INSURANCE PROGRAMS FOR EMPLOYEES .................................................................................. 24 JOB DESCRIPTIONS AND RESPONSIBILITIES ............................................................................. 24 JOB CLASSIFICATION AND PAYSCALE........................................................................................... 24 LEAVE ...................................................................................................................................................... 24 OCCUPATIONAL HEALTH AND SAFETY........................................................................................ 25 OPEN DOOR ........................................................................................................................................... 28

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PAY AND COMPENSATION POLICIES............................................................................................. 28 PERFORMANCE MANAGEMENT ...................................................................................................... 29 PRIVACY .................................................................................................................................................. 30 RECOGNITION AND REWARD .......................................................................................................... 30 TRAINING AND DEVELOPMENT...................................................................................................... 30 TRANSPORTATION ............................................................................................................................. 30 VACATION POLICIES ........................................................................................................................... 31 WORKPLACE DIVERSITY ................................................................................................................... 32 WORK SCHEDULES .............................................................................................................................. 32 APPENDICES .......................................................................................................................................... 34 APPENDIX I ............................................................................................................................................ 35 APPENDIX II........................................................................................................................................... 37 APPENDIX III ......................................................................................................................................... 38 APPENDIX IV ......................................................................................................................................... 39 LEAVE REQUEST FORM ...................................................................................................................... 39

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Declaration of Principles and Values

WE are committed to creating a socially, environmentally, and economically sustainable neighbourhood; WE are committed to ensuring neighbourhood control or ownership of neighbourhood institutions and assets; WE are committed to using our resources prudently and to becoming financially self-reliant; WE are committed to the creation and support of neighbourhood employment; WE are committed to engaging the dreams, resources, and talents of our neighbours and to fostering new links between them; WE are committed to taking action in response to neighbourhood issues, ideas, and initiatives; WE are committed to governing our organization and serving our neighbourhood democratically with a maximum of openness, inclusivity and kindness; WE are committed to developing the skills, capacity, self-worth, and excellence of our neighbours and ourselves; WE are committed to focusing on the future while preserving our neighbourhood's heritage and diversity; WE are committed to creating neighbourhood places that are vibrant, beautiful, healthy, and alive; AND, most of all, WE are committed to having fun!

Organizational Structure
Responsibilities
The Executive Director is responsible for the coordination of the activities of the Management Team and is accountable for the performance of the organization to the Board of Directors. Other members of the Management Team include the Director of Development, the Bookkeeper, the Director of Family Programs, and the Director of Human Resources. See Appendix I for the organizational chart and a list of each directors responsibilities.

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Reporting
Staff report directly to their immediate Supervisor. Supervisors are responsible for reporting to a Director of the Management Team (e.g. Childcare Supervisors report to the Director of Family Programs). All Directors report to the Executive Director who is responsible for reporting to the Board of Directors.

Applicable Regulations
Fernwood NRG strives to surpass the minimum standards of all applicable regulations including, but not limited to, the following:

Child Care Licensing

Child Care Licensing Regulations are established and enforced by the Vancouver Island Health Authority and set the minimum standards for care of children in child care settings. It is the requirement that all staff and aspects of programming meet at least the minimum standards of the regulations and preferably surpass these standards.

Employment Standards Act

The Employment Standards Act applies to all aspects of employment for staff. Fernwood NRG strives to surpass these minimum expectations by including such benefits as paid family days and financial support for staff professional development.

Human Rights Act

Fernwood NRG meets all standards cited within the Human Rights Act.

Personal Information Protection Act (PIPA) and Personal Information Protection & Electronic Document Act (PIPEDA)
Under these acts, organizations must get consent when collecting information from participants of their programs and services. All personal information collected in the programs or services at Fernwood NRG will be utilized solely for the purpose of providing care for program participants. The Family Programs of Fernwood NRG must be especially vigilant in the protection of information regarding children in our Family Programs and their families due to the vulnerability of children. Care will especially be taken regarding photos and video recordings of the children in our care. Files will be in a secured location with limited access by staff, licensing officers, and police or MCFD should that be required.

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WorkSafe BC
All staff are required to act in accordance with WorkSafe BC standards to protect their well-being and the well-being of the clients in their care. In cases of accidents or injuries, see the WCB Reporting section of the manual regarding the reporting process and your rights.

Attendance
Staff are expected to arrive on time and work his/her entire shift unless approved by their direct Supervisor. As each department or program depends on all staff members in order to run successfully, it is important that you keep up-to-date of your current work schedule. If you will be late due to circumstances beyond your control (e.g. motor vehicle accident), contact your department Supervisor immediately so they can make accommodations. Consistent tardiness will be grounds for disciplinary action. For more information see the Discipline Policy section. Switches in shifts need to be arranged or approved by your immediate Supervisor in advance, except in the case of sudden illness to facilitate normal opening and closing procedures for any of Fernwood NRG facilities. Changes in shifts need to be properly documented for liability risk management purposes. At times outside of scheduled shifts, you are not covered for liability. Therefore, you are prohibited from direct interventions with clients unless attending in a professional context. Closures due to severe weather conditions will follow the lead of School District 61. If notice is given on the radio or TV (CFAX) that schools are closed due to weather, then the Fernwood Community Centre and Daycares will also be closed. If it is announced that schools will be closing, daycare staff must inform parents to pick up their children as soon as possible as the Daycare Centres will close as soon as all children are picked up. The Executive Director, or designate, may override the decision of the School District to remain open.

Blogging, and Social Media

Use of social media tools, such as Twitter and Facebook, is only permitted during work hours for work- related activities. Personal use of social media is not permitted during your shift, except during scheduled break times away from the vicinity of clients. For more information see Internet and Email Acceptable Use section.

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Building Security
Keys and Security Codes
Staff who are responsible for opening and closing any Fernwood NRG buildings are issued keys and alarm security codes. Keys are each staff members responsibility. In the event of a lost key, staff must inform his/her immediate Supervisor. Only keys assigned to staff to access their work site are permitted to be removed from the premises. All other keys are to remain onsite for access by other staff as required in the case of absences or emergencies. Keys should NOT be copied by staff or passed from outgoing to incoming staff. It is the responsibility of the Director of Human Resources and the Administrative Coordinator to sign keys in and out and to assign alarm codes for the Community Centre and IT Centre. It is the responsibility of the Chief Operating Officer of Fernwood NRG Holdings Inc. to manage key and code security for the subsidiary holdings.

Personal Security
Personal security refers not only to physical safety, but also to psychological safety, which involves freedom from worry about physical safety as well as being victimized by hostility, aggression, and harassment from clients, the public, and other staff. Physical and psychological safety is achieved by adapting the physical environment with equipment such as bright lights at the front of the Centre, but also achieved by creating a welcoming, respectful environment for all. See specific departments for addition information. Also see the Harassment section.

Business Casual Dress Code

Staff are expected to dress casual professional, and in a style appropriate to the age-group and setting in which they work. Due to sensitivities and allergies of both staff and clients, staff are to refrain from using strongly scented perfumes, hairsprays, colognes, or other personal care products. Body adornments, such as tattoos and piercings, are an individuals personal choice; however, staff must remember that appearance should be appropriate for their work area. If a staff member has a tattoo which may offend others or is not appropriate for children to see, then it must be covered. Staff are responsible for their choices, but they may also be monitored and advised by their supervisor regarding appropriateness. For Day Care and Family Programs staff, if they choose to have any piercings and wear any kind of accessories, they must be aware that children may inadvertently grab and pull at them. The organization will not be held responsible for those kinds of injuries.

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Business Telephone Use

Conduct of personal business, such as phone calls to family or arranging appointments, is to be done during designated break times. Otherwise phones at work are to be maintained for open access to clients and patrons of Fernwood NRG. Staff are not permitted to disclose personal information about other staff or clients of the Centre over the phone, unless written permission from the individual or his/her parent or guardian in given. For more information on disclosure of personal information see the Conflicts of Interest and Conduct Agreement & Oath of Confidentiality sections.

Cell Phone Use

Only staff assigned a Blackberry for work are permitted to use cell phones during business hours. All other staff are prohibited from using cell phones while they are working. Violation of this rule will result in disciplinary action.

Code of Conduct
This policy covers the following categories:

Service
Always act with fairness, honesty, integrity, and openness; respect the opinions of others and treat all with equality and dignity. Promote the principles and values of Fernwood NRG in all dealings with the public on behalf of the organization. Provide a positive and valued experience for those receiving service within and outside Fernwood NRG.

Conflict of interest
See the Conflicts of Interest & Misconduct Policy.

Accountability
Staff are expected to conduct themselves in accordance with Fernwood NRG Code of Ethics, the Conditions of Employment, and Conduct Agreement. Staff are required to be aware of and knowledgeable regarding any documentation and policies that are required for their profession, department, or program. If uncertain, staff should check with their
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immediate Supervisor. Staff are expected to take personal responsibility for acquisition and maintenance of all professional documentation and to participate in appropriate professional development opportunities as required of their positions. Some key training opportunities may be offered as an organization-wide session, such as First Aid recertification.

Confidentiality
It is important to maintain respect for confidentiality of all patrons and clients of Fernwood NRG for who we provide services as well as for fellow staff. Personal information from any client, from interactions with any client or his/her family, or from interactions with staff will only be shared internally for purposes related to the various programs or if any person is deemed to be at immediate risk. Any personal relationships with clients will be kept distinctly separate from staff`s professional roles. Breach of confidentiality of either personal or professional information may be considered as grounds for disciplinary action including termination of employment.

Harassment
Harassment of staff and clients of Fernwood NRG is strictly prohibited. Suspected cases of harassment will be investigated. It is imperative that staff remember they are representatives of Fernwood NRG and that their actions and behaviours are not only a personal reflection, but also a reflection of the organization. Therefore, staff are encouraged to use good judgment and, if necessary, seek advice when making decisions. The following is NOT a comprehensive list, but is presented to provide examples of acceptable behaviour: communicating effectively with other staff, clients, and their families assisting other staff and clients when needed volunteering to take on a project or complete a task arriving early to work being respectful of other peoples ideas, beliefs, and

personal

space

For detailed information on these categories see the following sections: Attendance, Blogging & Social Media, Business Casual Dress Code, Cell Phone Use, Conduct Agreement and Oath of Confidentiality, Conflicts of Interest, Discipline, Harassment, Internet & Email Acceptable Use, Privacy, and Business Telephone Use.

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Conduct Agreement and Oath of Confidentiality

Employment Requirement
All staff are required to sign an Oath of Confidentiality/Conduct Agreement form when starting employment with Fernwood NRG. Confidentiality applies to information regarding the clients, their families, fellow staff, and the organizations business and practices as a whole. Failure to protect confidentiality in any of these areas may be grounds for disciplinary action or termination. The following is NOT a comprehensive list, but is presented to provide examples of breach of confidentiality: disclosing information over the phone about staff and/or clients without permission discussing suspected cases of child abuse with other staff, family, and/or clients discussing specific work issues or incidents with friends and/or family disclosing personal information to clients disclosing information about clients and/or their families to other clients

See Appendix II for the Code of Conduct/Confidentiality Oath Form.

Conflicts of Interest and Misconduct

It is considered a conflict of interest for staff to solicit or provide services outside of work to any clients currently participating in programs or services at Fernwood NRG. Noncompliance of this policy will be considered grounds for termination of employment. The following is NOT a comprehensive list, but is presented to provide examples of situations that are considered to be conflicts of interest: providing babysitting to Family Program clients soliciting services or other benefits from clients and/or other staff working directly with family members biased recruitment practices

The department or program Supervisor is responsible for identifying and resolving actual and potential conflicts of interest. If a staff member has concern regarding a potential conflict of interest, it is his/her responsibility to report it to their immediate supervisor. The supervisor will then arrange a meeting with the involved staff member(s).

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Conflict Resolution
Fernwood NRG fosters a safe environment for expressing differences of opinions and when conflict arises, procedures for resolution. The organizations conflict resolution process follows a progression of interventions, gradually involving higher levels of management. The level of management involvement depends on the seriousness of the conflict as well as the inability of the parties involved to resolve the differences on their own. It must be noted that staff that raise a legitimate complaint are protected from any form of retribution (e.g. harassment). At the onset of a conflict, staff should attempt to resolve the conflict on their own first without supervisory intervention. If this is not possible, staff are to contact their immediate supervisor to report the issue and to seek advice, if necessary, regarding how to address it. The Supervisor may intervene through mediation or a direct meeting with the other individual. For issues of a more serious nature, such as accusations of child abuse or theft, the program or department Director must be informed and a formal meeting to discuss the accusations is held. For additional information see the Discipline Policy section.

Use of Term Contract Workers

The use of contract workers is done on an as need basis. Specific departments or programs (e.g. daycare centres) that require additional workers in order to cover leave time for full-time staff, such as annual vacation and maternity leave, use contract workers. Upon hiring, contract workers are issued a Letter of Offer containing the terms and conditions for employment. It includes the following information: job title and basic job requirements beginning and end date of employment hours and location of work rate of pay and pay periods deductions that apply (e.g. EI, CPP, income tax) benefits that are provided (if applicable)

Discipline
Progressive Discipline
A supervisor may be authorized to apply disciplinary action only when they are provided an orientation to this procedure and demonstrate an understanding, or may be guided through the process by a person at the Directors level.

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1. 2. 3. 4.

Identify the violation; collect all relevant facts. Give the employee the opportunity to offer an explanation for the situation. Determine a disciplinary action appropriate for the violation if a disciplinary action is required. Notify the Director of the intended disciplinary action.

The Supervisor will implement appropriate discipline as long as the action is up to, but not including, dismissal. If the appropriate discipline is termination, this action will be implemented by the Supervisor and the Director as two supervisory level staff should be present. 5. 6. 7. 8. Inform the employee of the date and time of the disciplinary interview. Hold the discipline meeting. Provide documentation to the employee's personnel file. Complete a written Discipline Report in full and attach a copy of discipline implemented and submit to the Human Resources Director.

Important Note If it has been determined that the employee should not remain in the work site due to their inability to carry out the duties or the possibility of a serious safety risk to individuals (children and/or staff) in the work site exists, the Supervisor may remove the employee from the work site immediately and then notify the Director. Levels of Discipline The following disciplinary actions are available to be used when a decision has been made. A support person may be present for all disciplinary actions. I "Fire-side chat" - This is the first step after problem-solving techniques have been attempted. This is intended to be a verbal warning and is generally used after the occurrence of a minor violation. The following information may be documented during the meeting to clarify communication, and may include any of the following items: - a description of the employees inappropriate behaviour - the action required to prevent reoccurrence of the violation - the future action that could be taken if a similar violation is repeated

II Reprimand - A written statement which includes information on what the employee has done wrong, corrections to be made, and what further consequences may occur if not corrected. A reprimand is issued at a meeting between the employee and his/her Supervisor. A reprimand may be implemented for one serious violation or for a series of minor violations for which warnings may have been issued. A letter of reprimand must contain the following information: - a description of the employees inappropriate behaviour - the action required to prevent reoccurrence of the violation (with goals and deadlines for compliance)
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- the future action that could be taken if job performance does not improve - a statement that the letter of reprimand will be placed on the employee's personnel file for a period of one year III Suspension - The temporary removal of an employee from employment and is usually without pay. Suspension could be used for serious violations or a series of violations where a culminating violation is reached. The individual must be advised in writing, the reasons for the suspension, the length of the suspension, the acceptable behaviour required, and the possible future action that could be taken should there be a repetition of the violation(s). Written notice must be given within five days of the suspension. IV Dismissal - The act of permanently discharging an employee. It has been determined that the employee is no longer suitable for continuing employment. This can be due to either repeated violations where a culminating violation occurs or for a single very serious violation. Written documentation of the dismissal, with reasons, must be supplied within five days. Note: Authority to dismiss or suspend an employee rests only with the Human Resources Director. Letters of suspension or dismissal must be delivered by hand or by registered mail. A copy of the letter with proof that it was received by the employee should be placed in the employee's personnel file. Decision Making Collecting the facts / Making a Decision The Supervisor and Human Resources Director may use various methods for collecting facts regarding the alleged violation. These methods include: a) Direct observation of the violation being committed. b) A written or verbal report submitted voluntarily from another employee. c) Obtaining a description of the event(s) from other employees who may have witnessed the alleged violation. d) A meeting with the employee as soon as possible to give an opportunity to provide an explanation for his/her actions. e) Determine if the employee had or should have had knowledge of the rule that was violated and possible resulting consequences. f) Consider what level of knowledge the employee should have had for the situation. Consider if it is a training issue or should the person have adequate knowledge to complete the task correctly. g) Examine the record. Determine the frequency, similarity, and timing of other previous violations. An employee's past performance may influence discipline. Once all of the above points are considered and documented, a decision may be made to implement a disciplinary procedure.

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Determining Appropriate Discipline Discipline must be progressive. Initially, the minimum amount of discipline that will accomplish the intended goal should be used. Should further action be required, more serious discipline will be utilized. Each violation must be considered in the context of all circumstances. Once a decision has been made to implement discipline, appropriate discipline to implement should be considered. One must take into account the following factors: Seriousness of the violation Certain violations warrant more serious action than others. For example, coming in to work late and sexual abuse are clearly not at the same level of seriousness. The other factors discussed below must also be considered. The employee's previous work history This area must be considered to determine if there have been violations of a similar nature in the recent past. How far back you should examine an employee's background is up to each individual, but one year is not unusual. If the employees record indicates a pattern of violations, then it is fair to consider these in determining an appropriate discipline for the current violation. If, however, the work history reveals no previous violations or only unrelated events, then only the most recent violation should be examined. Any and all other mitigating circumstances There may be other factors which will affect your final decision, factors that may only become evident after a thorough examination. Examples of mitigating circumstances may be other employees involvement in the violation, illness of the employee, or other events beyond the employee's control. The type of penalty which will likely result in the employee correcting their behaviour The objective of your discipline is to help the employee correct their unacceptable behaviour; therefore, your decision on what kind of discipline to implement should take this into account. Options for Discipline 1. Verbal warning 2. Written warning 3. Suspension with pay 4. Suspension without pay 5. Termination without cause 6. Termination with cause

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Disciplinary Meeting

The Disciplinary Meeting Once you have decided to implement discipline, you should: a) Conduct the discipline interview within 10 days, following the employee's action. Thus, the more effective is the process and apprehension can be reduced. b) Allow for the employee to arrange for a support person to be present if requested. c) Assemble the facts. Make sure that you have objective, documented information to show the employee. Explain your facts and carefully connect the information in order to be accurate. d) Allow the employee an opportunity to speak. Be prepared to revise information or course of action if conditions warrant. Allow for this potential change. e) Admit if you made an error or did not take certain information into consideration. Be prepared to modify your discipline if required. f) Keep emotions in check. Act in a professional manner. Try to maintain your perspective even if the employee becomes angry. Disregard emotionally driven comments. Be prepared to postpone or reschedule the meeting should the situation become extreme. g) Try to end the meeting on a positive note. Your intention is to help the employee correct his/her behaviour. h) Keep the process confidential. If requested, discuss the meeting only with your supervisor. If the employee, however, wishes to share the experience with others, that is the employee's business. i) Provide appropriate documentation to the employee and the personnel file immediately after the meeting. Violation Examples
Some examples of violations

The following is NOT a comprehensive list of violations, but is presented to provide examples of the many different types of violations. Consider every violation for its individual characteristics before determining an appropriate discipline. Minor Violations Minor violations committed in significantly different areas may initially be dealt with separately, although at some point provide a general record of unsatisfactory job performance. A repetition of a minor violation of the same or a similar nature may warrant disciplinary action. Minor violations may include, but are not limited to: - lack of punctuality - lack of pre-program planning (e.g. coming to work unprepared) - lack of responsibility (e.g. not checking for safety)
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not following documented procedures lack of courtesy using obscene language wasting or misusing program materials intentionally not following instructions or directions correctly irresponsibility in handling money or property not following instructions of supervisor correctly

Serious Violations Serious violations may warrant a reprimand. A repetition of a serious violation may warrant a further reprimand, suspension, or even dismissal. Serious violations may include, but are not limited to: - showing open disrespect for clients, their families, other employees, or supervisors - dishonesty and/or withholding information - misuse of leave benefits - leaving a work site without permission - falsification of documents and records - insubordination - coming to work under the influence of alcohol or drugs - medication errors (Child Care programs) - breach of confidentiality - repeated or frequent minor violations - several minor violations in different areas of job performance committed within a short time period - not following documented procedures - mishandling money or property - refusal to work with a co-worker or client without just cause Very Serious Violations Very serious violations may require a reprimand, but more likely immediate suspension with review or immediate termination with cause. Very serious violations may include, but are not limited to: - verbal abuse of clients, their families, or other employees - consuming drugs or alcohol while on the job - theft - physical violence - physical or sexual abuse of employees or clients - any incident that endangers the clients, their families, or other employees
Termination Following Progressive Discipline

If it is determined that termination by the organization is required, the employee shall be advised in writing of the terms of their termination, date, and expectations (e.g. return of keys, continued
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respect of confidentiality, etc.). A Record of Employment and all compensations due, such as vacation pay, will be provided at the close of the persons last shift.
Termination during Probationary Period

If a person is terminated during their probationary period, they are entitled to compensation in accordance with the Employment Standards Act in keeping with the number of months with the organization.
Termination by Employee

If an employee chooses to terminate their employment with the organization, a firm date needs to be established, and notice provided in writing within 24 hours of giving verbal notice. Otherwise, the organization is entitled to provide working notice in order to facilitate organizational functionality and transition to a new employee, if required, for that position. The organization will not provide alternate rationale for termination in order to facilitate Employment Insurance.
Letters of Reference

Letters of reference may be provided if requested. Letters will reflect the honest, professional opinion of the referee, not content requested by the employee.

Exit Process
Upon termination, employees are required to participate in an exit process. The exit process may be a minimum of return of keys and receipt of a Letter of Termination and Record of Employment. The preferred exit process will include an exit interview to facilitate the growth and development of the organization. Regardless of the nature of an employees exit, the exit checklist will be completed through the Human Resource Department. Exit interviews will be conducted either by the Director of Human Resources or a designate. It is recommended that direct supervisors not conduct exit interviews with their direct reports in order to allow for impartiality of the interviewer, and openness of the employee exiting the organization.

Emergency Procedures
Staffs are required to be familiar with emergency evacuation procedures. Staffs in each department or program are required to participate in scheduled emergency evacuation/earthquake drills. Refer to the section on Occupational Health and Safety training and the Emergency Preparedness Manual for specific information on the emergency procedures (e.g. meeting place, staff members responsibilities).
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Employee Benefits
Upon completion of a six month probationary period, full-time staffs are eligible to take part in our benefits program. Fernwood NRGs offers the following benefits: extended Medical Insurance (50 % coverage) dental Insurance (50 % coverage) life Insurance ($25, 000 limit) sick Days (accrued on monthly basis to a maximum of ten days per calendar year with no carry over to the next year) family Leave (five unpaid days and two paid days per calendar year)

Staff may choose to opt out of the benefits program. If a staff member chooses to opt out, he/she must notify the Bookkeeper in order to complete the appropriate documentation.

Employee Records
It is the combined responsibility of staff and their supervisor to ensure that documentation is complete in each employees files. It is required by law for employee records to be kept for two years after employment is terminated with the organization. However, as Fernwood NRG amalgamates its financial and HR records, the organization retains records for a period of seven years. Information is collected and used for the following purposes: payroll, staff scheduling, emergency situations, and if the employee was involved in any legal proceedings which may require reference to past employment. Employees are permitted to access their personnel files upon request to the Director of Human Resources and/or their direct Supervisor. The following provides a list of required forms and their location(s).

Human Resource File

Employees human resource file, held by the Director of Human Resources, contains: 1. Resume 2. Letter of Offer 3. Interview forms 4. Two reference checks 5. Criminal Record Check Application 6. Criminal Record Check verification 7. Oath of Confidentiality/Conduct Agreement 8. Performance Appraisals 9. Documentation regarding meetings, concerns, or discipline
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Financial File
Employees financial file, held by the Bookkeeper, contains: 1. Banking information for direct deposit 2. Taxation forms (provincial and federal) 3. Records of hours worked and benefits used

Program Specific Documentation

The following documents are required by staff working in our child care programs or those who may have contact with children in our care. These documents are held by the Child Care Program Supervisors and the Director of Human Resources. These documents include: 1. 2. 3. 4. 5. BC License to Practice (Child Care Programs only) Exemption Requests & verifications if applicable Doctor Note (form) Immunization form & records (form & records) First aid certification

Staff Emergency Information Forms

It is highly recommended that staff complete the Staff Emergency Information Forms and submit them to Human Resources. These documents are kept in an Emergency binder and are secured on a nightly basis. Information on these forms will be used only if an employee is injured and requires medical assistance by the Provincial Ambulance Service. It is each employees responsibility to keep his/her contact numbers and medical information up-to-date on these forms.

Expenses and Allowances

All purchases must be done either through the Administrative Coordinator, or with pre-approval of the staffs program Director. Receipts for all expenses are submitted through the program Supervisor to the Director of each program area.

Harassment
In accordance with the Human Rights Code and the principles and values of Fernwood NRG, the organization does not tolerate harassment in any form, including verbal, non-verbal (written, pictures, graphics, facial expressions or body gestures), physical, psychological, racial, technologybased (email, websites, screensavers), or sexual. This policy covers all staff and clients of Fernwood NRG.

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Procedures for Investigating Harassment

Responsibilities of Employees

If a staff member is a victim of harassment or a witness to an act of harassment, he/she is responsible for filing a written report or complaint to their direct Supervisor. The report or complaint is then filed with the Director of Human Resources who launches a formal investigation.
Responsibilities of Management

Fernwood NRG investigates all harassment complaints. Incidents involving a Director are handled by the Executive Director, whereas incidents involving the Executive Director are handled by the Board of Directors. The harassment investigation involves the following steps: 1. Director meets with the complainant to discuss and record his/her perspective of the incident. 2. Director and Supervisor meet with the alleged harasser to discuss and record his/her perspective of the incident. 3. Director issues a report with recommendations for action. Depending on the seriousness of the a. incident, actions may include: verbal or written apologies b. letter of reprimand or suspension c. referral to counselling d. sensitivity training - demotion or transfer - termination of employment and/or volunteer activity - referral to police or other legal authorities 4. In discussion with the Executive Director and/or the immediate Supervisor and/or the Board of Directors, the Director of Human Resources will make a decision as to the appropriate action. 5. An employee who files a complaint is protected from retaliation or threat.

Hiring Policies Recruitment and Selection of Staff

Hiring Procedures
When a position becomes available, or if it is known that a position will be available, positions may be filled by appointment of a current staff member, a substitute, or may be posted internally and externally. Jobs are posted internally and externally on the Fernwood NRG website, and sent electronically to colleges, and other recruitment sources.
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Resumes are sent to the Director of Human Resources. PLEASE NOTE that resumes are not kept on file. A candidate should apply for each job separately under its individual competition name. Whenever possible, Program or Department Supervisors will be involved in the selection of fulltime employees. Supervisors may not be involved in the selection of substitutes or part-time employees or if scheduling does not allow them sufficient time away from their program duties. Candidates are interviewed using a standard set of questions. A successful candidate is selected, two reference checks are completed, and the Director makes the offer to the candidate. When the candidate accepts, the Director informs the other applicants who were interviewed that the position has been filled. The Director issues the successful candidate a letter of offer which is consistent with the organizations policies and procedures and complaint with Employment Standards Legislation. The Director then arranges for general orientation and training of the new staff member. The final hiring decision is at the discretion of Director(s) of the Management Team. In accordance with Section 7 of the BC Human Right Code, Fernwood NRG does not discriminate hiring candidates on any of the prohibited grounds: race, national or ethnic origin, colour, religion, age, sex, sexual orientation, marital status, family status, disability, and conviction for which a pardon has been granted.

Organizational Orientation
All staff receives an organizational orientation. This orientation provides an overview of the organization, its programs, business endeavours, and the Fernwood community. The organizational orientation provides staff with an understanding that they are part of a bigger organization and are accountable to represent and work within it. Although most of each employees work time is spent working within a specific setting/program area, all are employees of Fernwood NRG. Under the best circumstances, staff will receive a half day organizational orientation, and one to two days orientation within their department or program area.

Probationary Period and Performance Appraisals

Probationary Period

All staff, full-time, part-time, and substitute are subject to a six month probationary period. For part-time staff, this is determined by the completion of an equivalent number of hours to six months full-time work. During employment with the organization, staff will receive ongoing feedback regarding his/her job performance. Specifically, staff will receive forma feedback with performance appraisals at three months and six months. At the end of six months, it will be mutually determined if a staff members employment with Fernwood NRG should continue.

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Eligibility of Benefits

Each staff member must complete a probationary period prior to being eligible to receive and/or utilize benefits, such as medical coverage, sick days, and family days.
Performance Appraisals

Performance appraisals are opportunities for both staff and his/her supervisor to consider all aspects of the employees work with the organization and within his/her program or department area. Process: 1. Your supervisor will provide you with a copy of the Professional Development Plan (PDP) survey for you to do a self-assessment. 2. Your supervisor will complete a PDP survey with their observations of your job performance. 3. A meeting time will be set for you and your supervisor to compare the PDPs. Differences will be discussed. Specifically, areas for improvements or development will be identified, and a development plan will be created with timelines for completion and suggestions of ways to achieve your goals. 4. You will sign the supervisors PDP acknowledging you have reviewed the appraisal. Signing the document does not necessarily indicate agreement with the content. 5. Both your self-appraisal and your supervisors appraisal will be placed in your file by the Director of Human Resources. 6. If you wish, you may receive a copy of the Professional Development Plan for your reference and records. Refer to your program or department orientation manual for job specific Professional Development Plans.

Information Sharing
Information about individuals registered in our programs may only be shared when there is concern regarding the safety of the participant (e.g. suspected child abuse or neglect). This sharing of information will be with authorized personnel such as the Executive Director, the Director of Family Programs (to assist with the reporting process), the Victoria Police Department, and the Ministry of Child and Family Development representatives.

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Internet and Email Acceptable Use

During work hours, computer use should be limited to work related activities. Computer use should only occur when it does not impede the functioning of the programs and services offered by Fernwood NRG. Staff are permitted to use the public computers for personal matters, such as email and internet searches, during their break time. These computers are located on the main floor of the Fernwood Community Centre. The password for login is fcc2350! This password changes periodically, so staff should check with the Administrative Coordinator. Although computers can be used for personal use, it is expected that staff use the internet in an appropriate manner. The following is NOT a comprehensive list, but is to provide examples of unacceptable web activities: illegal activities non-business commercial solicitations (solicitations not related to the organization) offensive content downloads threatening or violent behaviour

Insurance Programs for Employees

Fernwood NRG offers three insurance programs to full-time employees upon successful completion of the probationary period. These include medical, dental, and life insurance. For more information on these programs see the Employee Benefits section.

Job Descriptions and Responsibilities

Refer to your department or program area for detailed job descriptions.

Job Classification and Payscale

Jobs are classified into pay grades according to their level of responsibility. See Appendix III for Pay Scales. For more information on performance evaluation see the Hiring and Pay Scale sections.

Leave
Special Leave

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The following are classified as Special Leave: Bereavement, Marriage, Parental, and Maternity leave. The duration of this leave is considered on a case-by-case basis at the discretion of the Executive Director.

Family Responsibility Leave

Staff are entitled to take two additional paid days in addition to the five unpaid days (Employment Standards Act) for family purposes. Family purposes may include, but are not limited to: Care of a sick child, parent, or spouse Appointment for a parent, child or spouse Attending a childs school function

Jury Duty
An employee who is required to attend court as a juror is considered to be on unpaid leave for the period of the jury duty. Employment during jury duty is considered continuous for the purposes of calculating annual vacation and termination entitlements, as well as for pension, medical or other plans of benefit to the employee. This is in accordance with the Employment Standards Act.

Professional Development and Educational Leave

At Fernwood NRG, professional development is an important part of ensuring staff maintain and advance their knowledge and skills. Staff are eligible for professional development and educational purposes. Professional development, including training and seminars, may be conducted by internal (e.g. training from the Director of Family Programs) or external sources (e.g. First Aid certification).

Voting
In accordance with Section 74 of the Election Act, staff are entitled to four consecutive hours free from employment during voting hours on the General Voting Day so they can vote. General Voting Day hours are 8:00am to 8:00pm. If necessary, work schedules for staff are adjusted to allow for this four hour time frame. Staff are paid for the regular hours they would have worked that day.

Occupational Health and Safety

In accordance with Worksafe BC legislation, staff have the right to know about the hazards associated with their position and workplace, the right to refuse unsafe work without reprisal, and the right to be involved in rectifying the hazards of an unsafe workplace in order to make it a safe, healthy environment.

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As the risks and hazards of each workplace vary, it is the responsibility of each employee to insure they take the necessary precautions and preventions in order to prevent personal, client, or coworker related injury. Awareness of the safety needs of self and others is an integral part of insuring a safe working environment. Upon starting employment with Fernwood NRG, new staff receive two orientations: an organizational orientation and a program orientation. The program orientation reviews the hazards and risks associated with each program. In addition, some staff, due to their training and education, have additional knowledge regarding the hazards associated with their profession (e.g. Early Childhood Educators receive education on child injury prevention and illnesses). The following list provides some of the potential hazards an employee may be exposed to while working at Fernwood NRG: Violent, unstable, or confrontational patrons Saliva and blood borne pathogens (Child care programs) Working along (night time recreation attendants) Substance abuse Workplace violence

Each program or department has its specific health and safety issues. Staff should refer to their programs or departments policy manual for more information related to a specific area and position.

Workplace injury and accidents

Staff are required to follow the proper procedures for reporting an injury or an accident. If an employee is injured on the job, he/she must report the injury to the supervisor and seek medical attention as soon as possible. Medical attention must be from the family doctor, an emergency room, or walk-in clinic. The employee must also complete a WorkSafe BC Worker Incident Report and Fernwood NRG completes an Employer Incident Report. Both reports are submitted to WorkSafe BC at the time of the ingury/accident. These procedures comply with WorkSafe BC regulations. The process of reporting to WorkSafe BC and managing worker compensation information is handled by the Bookkeeper.

Risk Assessment
Risk assessment for each program area is conducted on a biannual basis (once every two years). The Director of Human Resources distributes risk assessment questionnaires to program Supervisors to complete. Once reviewed, areas of concern are addressed in a timely manner.

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Occupational Health and Safety Committee

The Administrative Coordinator facilitates the Health and Safety Committee. This project has yet to be initiated, but the committee plans to meet monthly to discuss safety topics, listen to staff concerns and suggestions, set up staff training and education, and develop and evaluate safety programs.

Safety Training
All staff at Fernwood Community Centre receive training applicable to their program area. The following is a list of some of the common training provided to Fernwood NRG staff:
Fire

All staff of the Fernwood Community Centre receive training in fire safety. Training is conducted inhouse by knowledgeable staff or at the Victoria Fire Department. Fire safety training includes proper use of a fire extinguisher, types of fires and if/when to extinguish, and use of pull stations.
Earthquake

All staff participate in earthquake drills. Drills are conducted on 3-4 times per year and follow the drop, cover, and hold on protocol. As of 2011, the Fernwood Community Centre takes part in the annual Great BC ShakeOut. This event takes place every October.
First Aid

Staff in specific program areas (e.g. child care centres) require first aid training/recertification. If there are enough staff needing training, a trainer is brought in to the centre to facilitate the course. If there are not enough staff, each employee must seek out his/her own training and is responsible for keeping his/her first aid current. Copies of first aid certificates are kept in staff personnel files by the Director of Human Resources.
Emergency Procedures/Evacuation Plan

The Fernwood Community Centre has an emergency procedure in place if the fire alarm goes off. FOR ALL ALARMs that go off at the Fernwood Community Centre, all staff will evacuate the building. The people responsible for assessing an alarm situation and making the decision whether or not the call the Fire Department are (in order): 1. The Director of Family Programs 2. Administrative Coordinator In deciding whether to call the Fire Department or not, the designated person follows the guidelines below: a) If it is known the reason why the alarm went off (e.g. something on a stove or grill, smoke machine, etc.) and it does not pose a threat of being an actual fire, then reset the alarm system (by using Key #4 to open the alarm panel). Press the Reset button.

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b) If there is an actual fire, but it is completely contained (e.g. in a pot) and the fire can be put out safely and it does not set anything else on fire, then reset the alarm system. c) If there is an actual fire and it gets into the structure of the building in any way, then call the emergency number of the Fire Department. They will come to assess if it is safe for people to be in the building or if there is a risk that it may have gone into the walls, ceiling, etc. d) If there is no known reason the alarm went off, call the non-emergency number for the Fire Department (250-384-1122). A list of non-emergency numbers for police, fire, and ambulance, is posted on the wall above the front desk phone. When the alarm goes off, each department or program is responsible for evacuating their participants. Each program meets at their designated muster station outside the Fernwood Community Centre and conducts a roll call to confirm all program staff and participants are present. The program then sends a runner to the Director of the Fernwood Community Centre to let him/her know all participants are accounted for. Once it is safe to re-enter the building, programs resume their normal activities.

Open Door
When a concern arises in a program or department, staff are to report the issue to their immediate supervisor. If the issue is not satisfactorily addressed by this individual, then the staff member is to report their concern to the next level of supervision (e.g. Director of Human Resources, Family Programs, or Development). If the issue has not been satisfactorily addressed by this level of management, the staff member is to report his/her concern to the Executive Director. Although reporting concerns are done in a hierarchical manner, each Director attempts to make himself/herself available to every employee. When a complaint involves a member of the Management Team, staff are to report the issue to another member of the Management Team. Concerns involving the Executive Director are brought before the Board of Directors. For more information see the Harassment and Discipline sections.

Pay and Compensation Policies

Wages
Wages are paid every other week and deposited into the employees bank account by direct deposit. During orientation, employees complete a Direct Deposit Form to initiate this process and are also given their first timesheet. Subsequent timesheets are obtained from your supervisor or the Administrative Coordinator. Staff submit timesheets to their supervisor on the Monday prior to the
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end of the pay period. The Bookkeeper issues each employee a pay statement. Concerns regarding pay administration should be directed to the Bookkeeper.

Deductions
In compliance with the Employment Standards Act, the following deductions are subtracted from every pay cheque: Employment Insurance (EI) Canada Pension Plan (CPP) Federal tax Provincial tax

Payroll records
Payroll records are retained with the Bookkeeper. Records are kept for up to one year past the termination of employment.

Pay Equity
Fernwood NRG supports pay equity legislation. Male and female employees who perform work of equal value are paid the same wage. In accordance with the BC Human Rights Code, assessment of the value of work performed is determined by the level of skill and responsibility required to perform the work as well as the conditions under which the work is performed.

Performance Management
Employee performance management is conducted through a series of timed performance appraisals. During the six month probationary period, employees complete two performance appraisals, one at three months and the other at six months of employment. After one year of employment, employees complete an additional performance appraisal. After this time, performance appraisals are completed on an annual basis. Prior to the performance appraisal, an employee and his/her supervisor complete an Employee Development Plan (PDP) survey. This survey covers the duties and responsibilities of the employees positions as well as their education, training, and fit the organization. Performance appraisals not only provides employees with constructive feedback on their work performance and allows them to set goals with their supervisor, they also help employees understand how their job and job performance directly contributes to the success of the organization. For additional information on performance appraisals see the Hiring Policy section.

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Privacy
The organization abides by provincial and federal privacy laws including but not limited to PIPA, PIPEDA, and FOIPPA.

Recognition and Reward

For his/her service to Fernwood NRG, such as staff who have been with the organization for a substantial time or those who have shown great dedication, the organizations recognizes them for their achievements. This recognition takes the form of small gifts (e.g. cards, flowers) and, in some cases, bonus pay.

Training and Development

Fernwood NRG offers both job specific training as well as financial support for educational development. Opportunities to engage in training and additional education depend upon your professional needs and the department or program in which you work. As well, consideration must be taken into consideration due to the financial constraints of a non-profit organization. For specific programs, such as our child cares, educational upgrading of staff is strongly encouraged (e.g. Infant & Toddler Educator training). Fernwood NRG will reimburse the employee the cost of the course registration fee, but requires a one year commitment from the employee to the organization after education is completed. An employee who leaves the organization prior to fulfilling this agreement is required to repay Fernwood NRG a pro-rated amount. For more information on training and development see the Leave section.

Transportation
It is the responsibility of staff to arrange transportation to and from his/her work site. However, there are some job positions that require the use of a car for work (e.g. Family Programs Cook, Maintenance). For such positions, Fernwood NRG is a member of the Victoria Care Share Cooperative (http://victoriacarshare.ca). Prior to car usage, designated staff must complete a 45 minute orientation with Victoria Car Share. The orientation is arranged by the Administrative Coordinator.
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Vacation Policies
Statutory Holidays
In accordance with the Employment Standards Act, staff are entitled to receive statutory holiday pay if they has been employed for at least 30 calendar days prior to the statutory holiday and have worked or earned wages for 15 of the 30 calendar days preceding the statutory holiday. The following is a list of statutory holidays: New Years Day Good Friday Family Day Victoria Day Canada Day B.C. Day Labour Day Thanksgiving Day Remembrance Day Christmas Day

Holidays that fall on a regular day off, such as Saturday or Sunday, will be observed on the following weekday. Staff are paid an average days pay for statutory holidays. The Fernwood Community Centre is not opened on statutory holidays. It should be noted that Fernwood NRG follows the holiday schedule of the provincial government and is also closed Easter Monday. As this is not a statutory holiday, staff do not get paid for this day off.

Organization Closures
Fernwood NRG closes the Community Centre and Family Programs between December 24th and the first working day of the new year.

Annual Vacation
In accordance with the Employment Standards Act, after completing one year with the organization, full-time employees are entitled to receive a two week annual vacation. Vacation time is accrued over the course of the calendar year and must be taken within the same year. At the end of the year if there is any unused vacation time, there is no payout or carry over to the following year.

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Vacation times may be taken at the discretion of the Director with scheduling for vacations done on a seniority basis if required, within each department and program area. Staff must fill a Leave Request Form out to initiate the process and will receive approval or denial from their supervisor within 5 working days. The organization must be able to meet operational needs (e.g. licensing requirements for staff: child ratios). See Appendix IV for the Leave Request Form.

Workplace Diversity
Fernwood NRG is committed to fostering and valuing a diverse workplace. This includes not only recognizing and respecting human differences and similarities, but a commitment to employment diversity with respect to all aspects of employment. Decisions regarding recruitment, hiring, promotion, compensation, employee development (e.g. training) , and all other terms and conditions of employment, will be made without regard to race, religious beliefs, colour, gender, sexual orientation, marital status, physical and mental disability, age, ancestry or place of origin.

Work Schedules
Absenteeism and Tardiness
Staff are expected to arrive such that they are prepared for the days activities at opening. In case of tardiness, as much notice as possible is appreciated.

Hours of Work Overtime

Fernwood NRG calculates positions based on a 37.5 hour work week.

In compliance with the Employment Standards Act, staff who work more than 8 hours per day or 40 hours per week, must be paid overtime wages. Employees will be compensated with time off in lieu or payment.

Staff Meetings
Specific departments or programs, such as daycare, are required to hold regular staff meetings. These meetings are mandatory and are staff paid hours. Staff who are unable to attend these meetings are responsible for all information presented through the Meeting Minutes.

Work Shifts
Staff members are required to work an entire assigned shift unless approved by their Supervisor. Switches in shifts need to be arranged or approved by your immediate Supervisor in advance, except
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in the case of sudden illness. Changes in shifts need to be properly documented for risk management purposes. At times outside of scheduled shifts, you are not covered for liability.

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Appendices
Appendix I .......................Organizational Chart Appendix II .....................Oath of Confidentiality & Conduct Agreement Form Appendix III ....................Pay Scales Appendix IV ....................Leave Request Form Appendix VProfessional Development Plans

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Appendix I
Organizational Chart

Board of Directors

Executive Director

Software Products Developer

Bookkeeper

Director of Development

Director of Human Resources

Director of Family Programs

IT & Systems

Accounting

Affordable Housing

Corporate HR

Administrative Coordinator

Recreation

Family Programs

Payroll & Leave

Commercial Leasing

Front Desk & Reception Staff

Best Babies

Benefits Adminstration

Fundraising Events

Purchasing

Family Support Programs CAPC Youth Seniors

Contract Administration & Reporting

Neighbourhood Outreach

Facilities Maintenance

Child Care Infant Toddler 3 to 5 Yr Olds

Insurance

Statutory Compliance

Budget

Accounting Assistant

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Fernwood NRG

Fernwood NRG Holdings Inc. (Subsidiary of Fernwood NRG) -- Cornerstone Caf

Board of Directors

Board of Directors (2) Chief Operating Officer

Executive Director

Management Team & Staff

Staff

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Appendix II
Conduct Agreement and Oath of Confidentiality

I, _______________________, acknowledge that I have read and agree to abide by the following expectations of professional conduct in my position as an employee of Fernwood NRG. 1. I swear to observe strict confidentiality, except as required by law. This is defined as not seeking out information, and generally refraining from discussing within my personal relationships, any information regarding: a. The clients for whom the organization provides services b. Fernwood NRG staff c. The facilities within which I work d. Fernwood NRG as an organization e. Fernwood NRG program processes and development, or f. Other related information g. I will continue to observe strict confidentiality should I ever cease to be an employee for any reason 2. I shall conduct myself according to the Code of Ethics as provided in Fernwood NRG Staff Orientation Manual. 3. I shall be respectful of others. 4. I shall be congruent in my words and actions. 5. I shall work as a member of a team, and shall endeavour to maintain the integrity of that team at all times. 6. If I have any problems or issues, or recognize any existing problems within my program or department, I will report them directly to my immediate supervisor. This means I will not remain silent, but will be proactive in supporting the positive development of the programs and the organization. 7. Regardless of the term of employment or qualifications required, I acknowledge we are all equally deserving of personal and professional respect. 8. I recognize that any breach of this oath may result in appropriate disciplinary action, up to and including, dismissal and/or legal action.

Name Printed: ___________________ Signature: ______________________

Date: _____________________ Witness: ___________________

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Appendix III
Pay Scale Tables

Organizational Pay Scale Table

Band Front Line Supervisor, Qualified Front Line Manager, Qualified Supervisor Director, Specialized Manager

Lower end $10.25 $ 13.00

Upper end $18.00 $20.50

$17.00

$25.00

$24.00

$32.00

ED, Specialized $31.00 Director *Minimum Wage as of Nov 1, 2011 $9.50 May 1st, 2012 $10.25

Childcare Subgroup Pay Scale Table

Legislated Status Responsible Adult ECE Assistant ECE Certified I &T Certified Supervisor Classification Start 1yr 2yrs 3yrs 4yrs 5yrs+

Front Line Qualified Front Line Qualified Front Line Qualified Front Line Qualified Front Line

$ 13.00

$13.50

$ 14.00

$ 14.00 $15.00 $16.00 $18.00

$ 14.50 $15.50 $16.50 $18.50

$ 15.00 $16.00 $17.00 $19.00

$15.50 $16.50 $17.50 $19.50 $17.00 $18.00 $20.00 $20.50

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Appendix IV

Leave Request Form

Name: _________________________________________________________ Current Date: ___________________________________________________ Department: ____________________________________________________ Type of Leave Sick (max. 10 days/yr) Family (max. 2 days/yr) Vacation Bereavement Maternity/Parental Special With Pay Special Without Pay Date and Time From Date and Time To Total Hours Requested

I understand that this is a Leave Request only. Under certain circumstances, my request may be denied, and I will be responsible for fulfilling my regular duties as required of my position with Fernwood NRG. Employee Signature: ________________________________________ Administrative Only: Substitute Confirmed: _____ N/A _____ Yes Supervisor Approval: ____________________________________ Date: __________________ Directors Approval: ____________________________________ Date: __________________

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