2024 Jude House, Inc. Employee Handbook PDF

Jude House Inc The Jude House, Inc. Employee Handbook May 02, 2024 TABLE OF CONTENTS CORE POLICIES 4 1.0 WELCOME 4 1.1 A Welcome Policy 4...

Jude House Inc The Jude House, Inc. Employee Handbook May 02, 2024 TABLE OF CONTENTS CORE POLICIES 4 1.0 WELCOME 4 1.1 A Welcome Policy 4 1.2 At-Will Employment 4 2.0 INTRODUCTORY LANGUAGE AND POLICIES 4 2.1 About the Company 5 2.2 Ethics Code 5 2.3 Mission Statement 5 2.4 Our Organization 6 2.5 Revisions to Handbook 6 3.0 HIRING AND ORIENTATION POLICIES 6 3.1 Conflicts of Interest 6 3.2 Disability Accommodation 6 3.3 Employment Authorization Verification 7 3.4 Employment of Relatives and Friends 7 3.5 Job Descriptions 7 3.6 New Hires and Introductory Periods 7 3.7 Posting of Openings 7 3.8 Religious Accommodation 7 3.9 Training Program 8 4.0 WAGE AND HOUR POLICIES 8 4.1 Attendance 8 4.2 Direct Deposit 9 4.3 Employment Classifications 9 4.4 Introduction to Wage and Hour Policies 9 4.5 Paycheck Deductions 9 4.6 Recording Time 10 4.7 Use of Employer Credit Cards 10 5.0 PERFORMANCE, DISCIPLINE, LAYOFF, AND TERMINATION 10 5.1 Criminal Activity/Arrests 10 5.2 Disciplinary Process 11 5.3 Exit Interview 11 5.4 Open Door/Conflict Resolution Process 11 5.5 Outside Employment 13 5.6 Pay Raises 13 5.7 Performance Improvement 13 5.8 Post-Employment References 13 5.9 Promotions 13 5.10 Resignation Policy 14 5.11 Standards of Conduct 14 5.12 Transfers 16 6.0 GENERAL POLICIES 16 6.1 Authorization for Use of Personal Vehicle 16 6.2 Computer Security and Copying of Software 17 6.3 Driving Record 17 6.4 Employer Sponsored Social Events 17 6.5 GPS Monitoring of Employer Vehicles 17 6.6 Nonsolicitation/Nondistribution Policy 17 6.7 Off-Duty Use of Employer Property or Premises 18 6.8 Personal Appearance 18 6.9 Personal Cell Phone/Mobile Device Use 19 6.10 Personal Data Changes 20 6.11 Security 20 6.12 Social Media 20 6.13 Suggestion Policy 21 6.14 Third Party Disclosures 21 6.15 Use of Company Technology 22 6.16 Use of Employer Vehicles 23 6.17 Workplace Privacy and Right to Inspect 23 7.0 BENEFITS 23 7.1 401(k) Plan 23 7.2 Bereavement Leave 24 7.3 COBRA 24 7.4 Continuing Education and Tuition Assistance 24 7.5 Dental Insurance 25 2  7.6 Employee Assistance Program (EAP) 25 7.7 Employer-Sponsored Disability Benefits 25 7.8 Family and Medical Leave (FMLA) 25 7.9 Federal Jury Duty Leave 28 7.10 Health Insurance 29 7.11 Holidays 29 7.12 Life Insurance 30 7.13 Military Leave (USERRA) 30 7.14 Personal Leave of Absence 30 7.15 Sick Pay 31 7.16 Unemployment Compensation Insurance 31 7.17 Vacation 32 7.18 Vision Care Insurance 32 7.19 Workers' Compensation Insurance 32 8.0 SAFETY AND LOSS PREVENTION 33 8.1 Drug and Alcohol Policy 33 8.2 Drug-Free Workplace 33 8.3 General Safety 35 8.4 Workplace Tobacco Usage 35 8.5 Workplace Violence 35 9.0 TRADE SECRETS AND INVENTIONS 36 9.1 Confidentiality and Nondisclosure of Trade Secrets 36 10.0 CUSTOMER RELATIONS 36 10.1 Customer, Client, and Visitor Relations 36 MARYLAND POLICIES 38 HIRING AND ORIENTATION POLICIES 38 EEO Statement and Nonharassment Policy 38 WAGE AND HOUR POLICIES 39 Accommodations for Nursing Mothers 39 Meal and Rest Periods 39 Overtime 40 Pay Period 40 GENERAL POLICIES 40 Access to Personnel and Medical Records Files 40 BENEFITS 40 Court Attendance and Witness Leave 40 Crime Victim Leave 41 Family Military Leave 41 Jury Duty Leave 41 Parental Leave Policy 41 Voting Leave 42 VIRGINIA POLICIES 43 HIRING AND ORIENTATION POLICIES 43 EEO Statement and Nonharassment Policy 43 WAGE AND HOUR POLICIES 44 Accommodations for Nursing Mothers 44 Meal and Rest Periods 44 Overtime 45 Pay Period 45 Wage Disclosure Protection 45 GENERAL POLICIES 45 Access to Personnel and Medical Records Files 45 BENEFITS 46 Court Attendance and Witness Leave 46 Crime Victim Leave 46 Election Worker Leave 47 Jury Duty Leave 47 Voting Leave 47 CLOSING STATEMENT 48 ACKNOWLEDGMENT OF RECEIPT AND REVIEW 49 3  Core Policies 1.0 Welcome 1.1 A Welcome Policy Welcome! You have just joined a dedicated organization. We hope that your employment with The Jude House, Inc. will be rewarding and challenging. We take pride in our staff as well as in the products and services we provide. The Jude House, Inc.complies with all federal and state employment laws, and this handbook generally reflects those laws. The Jude House, Inc. also complies with any applicable local laws, although there may not be an express written policy regarding those laws contained in the handbook. The employment policies and/or benefits summaries in this handbook are written for all staff. When questions arise concerning the interpretation of these policies as they relate to staff who are covered by a collective-bargaining agreement, the answers will be determined by reference to the actual union contract, rather than the summaries contained in this handbook. Please take the time now to read this handbook carefully. Sign the acknowledgment at the end to show that you have read, understood, and agree to the contents of this handbook, which sets out the basic rules and guidelines concerning your employment. This handbook supersedes any previously issued handbooks or policy statements dealing with the subjects discussed herein. The Organization reserves the right to interpret, modify, or supplement the provisions of this handbook at any time. Neither this handbook nor any other communication by a management representative or other, whether oral or written, is intended in any way to create a contract of employment. Please understand that no employee handbook can address every situation in the work place. If you have questions about your employment or any provisions in this handbook, contact Human Resource. We wish you success in your employment here at The Jude House, Inc.! All the best, Susie Thompson, Executive Director The Jude House, Inc. 1.2 At-Will Employment Your employment with The Jude House, Inc. is on an "at-will" basis. This means your employment may be terminated at any time, with or without notice and with or without cause. Likewise, we respect your right to leave the The Jude House at any time, with or without notice and with or without cause. Nothing in this handbook or any other Jude House document should be understood as creating a contract, guaranteed or continued employment, a right to termination only "for cause," or any other guarantee of continued benefits or employment. Only the Executive Director has the authority to make promises or negotiate with regard to guaranteed or continued employment, and any such promises are only effective if placed in writing and signed by the Executive Director. If a written contract between you and the The Jude House is inconsistent with this handbook, the written contract is controlling. Nothing in this handbook will be interpreted, applied, or enforced to interfere with, restrain, or coerce employees in the exercise of their rights under Section 7 of the National Labor Relations Act. This policy may not be appropriate in its entirety for Staff working in Montana. 2.0 Introductory Language and Policies 4 2.1 About the Company In 1972, a recovering alcoholic temporarily housed a friend in a cabin off U.S. Route 301, about 10 miles south of La Plata. The friend had an alcoholic drinking pattern and was attempting to quit. Others in the recovering community volunteered their support and over time other suffering alcoholics used the small building as a "Home on the Road to Recovery." In 1974, a farmhouse in the Dentsville area was offered, and the Jude House activities moved there. Volunteers continued to see to the needs of men attempting to stop drinking. Supporters of the Jude House successfully petitioned the Charles County Government for use of the old Bel Alton School building for their on-going work. The Jude House opened there in October 1979. The Jude House has grown from a strictly volunteer effort to help one man, into an organized program of recovery operated by both professional staff and volunteers. In 1989, a grant made major renovations possible at the Bel Alton location. In 1992, the Bel Alton building was reopened, and the Jude House began its present program -- a non-profit, long-term, residential substance use treatment facility. In November 2012, the Jude House began outpatient treatment to provide a more extensive treatment plan for recovery. Substance use disorders are treatable, highly complex illnesses. Treatment is most often successful when addicted persons come together in an atmosphere of abstinence and mutual support. The Jude House Board of Director's is pleased to provide this handbook to all staff. The handbook is a snapshot of The Jude House Policies and Procedures and is for your edification. The Jude House Inc Board of Director's understands that the employees provide the services that our customers rely upon, and who enable the Jude House Inc to create new opportunities for the people we serve. 2.2 Ethics Code The Jude House will conduct business honestly and ethically wherever operations are maintained. We strive to improve the quality of our services, products, and operations and will maintain a reputation for honesty, fairness, respect, responsibility, integrity, trust, and sound business judgment. Our managers and staff are expected to adhere to high standards of business and personal integrity as a representation of our business practices, at all times consistent with their duty of loyalty to the Jude House. We expect that officers, directors, and staff will not knowingly misrepresent The Jude House and will not speak on behalf of The Jude House unless specifically authorized. The confidentiality of trade secrets, proprietary information, and similar confidential commercially- sensitive information (i.e. financial or sales records/reports, marketing or business strategies/plans, product development, customer lists, patents, trademarks, etc.) about the TJH or operations, or that of our customers or partners, is to be treated with discretion and only disseminated on a need-to-know basis (see policies relating to privacy). Violation of the Code of Ethics can result in discipline, up to and including termination of employment. The degree of discipline imposed may be influenced by the existence of voluntary disclosure of any ethical violation and whether or not the violator cooperated in any subsequent investigation. 2.3 Mission Statement The Jude House, Incorporated's mission is to not only guide our clients towards living substance free, but also contribute to thier overall well-being for coming together as a community with knowledge, compassion, and unity to heal, educate, and change lives. One day at a time! 5 2.4 Our Organization Executive Director: Susie Thompson, LCSW Clinical Director: Steve Brown , BA, CAC-AD* Operations Director: Robin Gorham, BS Residential Manager: Rosalie Roseboro Facilities Manager: Clyde Jones Human Resource Manager: Jeanette Posey, AA, SHRM-CP 2.5 Revisions to Handbook This handbook is our attempt to keep you informed of the terms and conditions of your employment, including The Jude House, Inc. policies and procedures. The handbook is not a contract. The Jude House, Inc. reserves the right to revise, add, or delete from this handbook as we determine to be in our best interest, except the policy concerning at-will employment. When changes are made to the policies and guidelines contained herein, we will endeavor to communicate them in a timely fashion, typically in a written supplement to the handbook or in a posting on company bulletin boards. 3.0 Hiring and Orientation Policies 3.1 Conflicts of Interest The Jude House, Inc. is concerned with conflicts of interest that create actual or potential job-related concerns, especially in the areas of confidentiality, customer relations, safety, security, and morale. If there is any actual or potential conflict of interest between you and a competitor, supplier, distributor, or contractor to The Jude House, Inc., you must disclose it to your supervisor. If an actual or potential conflict of interest is determined to exist, The Jude House, Inc. will take such steps as it deems necessary to reduce or eliminate this conflict. 3.2 Disability Accommodation The Jude House, Inc. complies with the Americans with Disabilities Act (ADA), the Pregnancy Discrimination Act, and all applicable state and local fair employment practices laws, and is committed to providing equal employment opportunities to qualified individuals with disabilities, including disabilities related to pregnancy, childbirth, and related conditions. Consistent with this commitment, the organization will provide reasonable accommodation to otherwise qualified individuals where appropriate to allow the individual to perform the essential functions of the job, unless doing so would create an undue hardship on the business. If you require an accommodation because of your disability, it is your responsibility to notify your Manager/Supervisor. You may be asked to include relevant information such as: The reason you need an accommodation. A description of the proposed accommodation. How the accommodation will help you perform the essential functions of your job. After receiving your request, tThe Jude House, Inc. will engage in an interactive dialogue with you to determine the precise limitations of your disability and explore potential reasonable accommodations that could overcome those limitations. Where appropriate, we may need your permission to obtain additional information from your medical provider. All medical information received by the organization in connection with a request for accommodation will be treated as confidential. The Jude House, Inc. encourages you to suggest specific reasonable accommodations that you believe would allow you to perform your job. However, the organization is not required to make the specific accommodation requested by you and may provide an alternative accommodation, to the extent any reasonable accommodation can be made without imposing an undue hardship on the organization. 6 Where state or local law provides greater protections to staff than federal law, the orgianization will apply the law that provides the greatest benefit to staff. If leave is provided as a reasonable accommodation, such leave may run concurrently with leave under the federal Family and Medical Leave Act and/or any other leave where permitted by state and federal law. The Jude House, Inc. will not discriminate or retaliate against staff for requesting an accommodation. 3.3 Employment Authorization Verification New hires will be required to complete Section 1 of federal Form I-9 on the first day of paid employment and must present acceptable documents authorized by the U.S. Citizenship and Immigration Services proving identity and employment authorization no later than the third business day following the start of employment with The Jude House. If you are currently employed and have not complied with this requirement or if your status has changed, inform the HR Manager. If you are authorized to work in this country for a limited period of time, you will be required to submit proof of renewed employment eligibility prior to expiration of that period to remain employed by The Jude House. 3.4 Employment of Relatives and Friends We will not employ friends or relatives in circumstances where actual or potential conflicts may arise that could compromise supervision, safety, confidentiality, security, and morale at The Jude House. It is your obligation to inform The Jude House of any such potential conflict so The Jude House can determine how best to respond to the particular situation. 3.5 Job Descriptions The Jude House, Inc. attempts to maintain a job description for each position. If you do not have a current copy of your job description, you should request one from your supervisor. Job descriptions prepared by The Jude House, Inc serve as an outline only. Due to business needs, you may be required to perform job duties that are not within your written job description. Furthermore, The Jude House, Inc may have to revise, add to, or delete from your job duties per business needs. On occasion, the The Jude House, Inc may need to revise job descriptions with or without advance notice to staff. If you have any questions regarding your job description or the scope of your duties, please speak with the HR Manager. 3.6 New Hires and Introductory Periods The first 90 days of your employment is considered an introductory period. During this period, you will become familiar with The Jude House, Inc. and your job responsibilities, and we will have the opportunity to monitor the quality and value of your performance and make any necessary adjustments in your job description or responsibilities. Completion of this introductory period does not imply guaranteed or continued employment. Nothing that occurs during or after this period should be construed to change the nature of the "at-will" employment relationship. 3.7 Posting of Openings The Jude House, Inc. desires to promote qualified employee from within where it believes that is possible, consistent with the need to assure that all positions are staffed by highly competent individuals. New job openings generally will be posted on the bulletin board, as well as on our Internet site. 3.8 Religious Accommodation The Jude House, Inc.is dedicated to treating its employees equally and with respect and recognizes the diversity of their religious beliefs. All employees may request an accommodation when their religious beliefs cause a deviation from the Jude House dress code or the 7 individual's schedule, basic job duties, or other aspects of employment. The Jude House will consider the request, but reserves the right to offer its own accommodation to the extent permitted by law. Some, but not all, of the factors that will be considered are cost, the effect that an accommodation will have on current established policies, and the burden on operations — including other employees — when determining a reasonable accommodation. At no time will the Jude House question the validity of a person's belief. If you require a religious accommodation, speak with your supervisor or Human Resource. Requesting a Religious Accommodation If you need an accommodation because of your religious beliefs or practices, make the request with your Supervisor or HR. You may be asked to include relevant information such as: A description of the proposed accommodation. The reason you need the accommodation. How the accommodation will help resolve the conflict between your religious beliefs or practices (or lack thereof) and your work requirements. After receiving your request, The Jude House, Inc. will engage in an interactive dialogue with you to explore potential accommodations that could resolve the conflict between your religious beliefs or practices and work requirements. The Jude House, Inc. encourages you to suggest specific reasonable accommodations. However, the organization is not required to make the specific accommodation requested by you and may provide an alternative accommodation, to the extent any reasonable accommodation can be made without imposing an undue hardship on the staff. The Jude House, Inc. will not discriminate or retaliate against staff who, in good faith, request a religious accommodation under this policy. 3.9 Training Program In most cases, and for most departments, training staff is done on an individual basis by the department manager. Even if you have had previous experience in the specified functions of your job duties, it is necessary for you to learn our specific procedures, as well as the responsibilities of the specific position. If you ever feel you require additional training, consult your supervisor. 4.0 Wage and Hour Policies 4.1 Attendance The JudeHouse, Inc. requires regular and punctual attendance by staff. You are expected to arrive at the workplace on time and ready to perform your job. Failure to comply with this policy may result in disciplinary action, up to and including termination. If you are not going to arrive at work or return from a break on time, you must notify your supervisor as soon as possible but at least 30 minutes before your scheduled start time. If your supervisor is not available, contact another member of management. If you must miss work due to an emergency or other unexpected circumstance, notify your supervisor as soon as possible. Notice should include the expected duration of your absence and your expected time or date of return. You may be required to provide documentation of the need for the absence, as permitted by applicable law. If you become ill during your scheduled workday and need to leave before the end of your shift, notify your supervisor immediately. If you are unable to perform your job at an acceptable level due to illness, you may be sent home until you are well enough to work. Absences will be considered excused if you requested the time off in accordance with The Jude House, Inc. policies and received the required approval for the absence. Absences will be considered unexcused if you are absent from work during scheduled work hours without permission and do not receive retroactive approval. This policy applies to all absences, including full- or partial-day absences, late arrivals, and early departures. Planned absences, such as vacations or medical appointments, should be arranged as far in advance as possible. If you need to be absent during the workday, attempt to schedule outside appointments or obligations so that your absence has the smallest impact possible on business operations. 8 The Jude House, Inc. reserves the right to apply unused flexible leave, or other paid time off to unauthorized absences when permitted by applicable law. Absences resulting from approved leave, vacation, or legal requirements are exceptions to this policy. If you fail to report to work for 3 day or more consecutive days and have not provided proper notification, The Jude House, Inc. will assume that you have voluntarily resigned your position and will proceed with the termination process. 4.2 Direct Deposit The Jude House, Inc. encourages all staff to enroll in direct deposit. If you would like to take advantage of direct deposit, ask Human Resource for an application form. Typically, the bank will begin the direct deposit of your payroll within 30 calendar days after you submit your completed application. If you have selected the direct deposit payroll service, a written explanation of your deductions will be provided to you on paydays in lieu of a check. 4.3 Employment Classifications The Jude House, Inc. designates all employees as either exempt or nonexempt in compliance with applicable federal, state, and local law: Exempt Employees. Exempt employees are generally paid a fixed salary and are not entitled to overtime pay. Nonexempt Employees. Nonexempt employees are entitled to minimum wage and overtime pay. The organization also assigns each employee to one of the following categories: Regular Full-Time Employees. Regular full-time employees are normally scheduled to work at least 40 hours per workweek, except for approved time off. Full-time employees are eligible for most Jude House benefits. Regular Part-Time Employees. Regular part-time employees are normally scheduled to work up to 31 hours or less per workweek. Part-time employees are not eligible for most Jude House benefits. Temporary/PRN. Temporary employees are generally hired on a temporary or project-specific basis, with either full- or part-time hours. Seasonal employees are hired on a temporary basis during a time of year when extra work is available. Temporary/seasonal employees are not eligible for most Jude House benefits. You will be informed of your classification, status, and responsibilities at the time of hire and at any time your classification, status, or responsibilities change. If you have a question regarding this information, contact Human Resource. These classifications do not alter your employment at-will status. 4.4 Introduction to Wage and Hour Policies At The Jude House, Inc, pay depends on a wide range of factors, including pay scale surveys, individual effort, profits, and market forces. If you have any questions about your compensation, including matters such as paid time off, commissions, overtime, benefits, or paycheck deductions, speak with the Human Resource Manager. 4.5 Paycheck Deductions The Jude House, Inc is required by law to make certain deductions from your pay each pay period, including deductions for federal income tax, Social Security and Medicare (FICA) taxes, and any other deductions required under law or by court order for wage garnishments. The amount of your tax deductions will depend on your earnings and the information you list on your federal Form W-4 and applicable state withholding form. Permissible deductions for exempt satff may also include, but are not limited to, deductions for full-day absences for reasons other than sickness or disability and certain disciplinary suspensions. You may also authorize certain voluntary deductions from your paycheck where permissible under state law. Your deductions will be reflected in your wage statement. If you have any questions about deductions from your pay, contact the human resource manager. The The Jude House, Inc will not make deductions to your pay that are prohibited by federal, state, or local law. Review your paycheck for errors each pay period and immediately report any discrepancies to the human resource manager. 9 You will be reimbursed in full for any isolated, inadvertent, or improper deductions, as defined by law. If an error is found, you will receive an immediate adjustment, which will be paid no later than your next regular payday. The The Jude House, Inc will not retaliate against employees who report erroneous deductions in accordance with this policy. 4.6 Recording Time The Jude House, Inc is required by applicable federal, state, and local laws to keep accurate records of hours worked by certain satff. To ensure that the The Jude House, Inc has complete and accurate time records and that staff are paid for all hours worked, nonexempt staff are required to record all working time using finger print Timeclock/ mobile clock in. Exempt satff may also be required to track days or time worked. Speak with your supervisor for specific instructions. You must accurately record all of your time to ensure you are paid for all hours worked, and must follow established The Jude House, Inc. procedures for recording your hours worked. Time must be recorded as follows: Immediately before starting your shift. Immediately after finishing work, before your meal period. Immediately before resuming work, after your meal period. Immediately after finishing work. If you are required to clock in, you should clock in no more than seven minutes before the time you actually start working and clock out no later than seven minutes after you actually stop working. Notify Human Reource of any pay discrepancies, unrecorded or misrecorded work hours, or any involuntarily missed meal or break periods. Falsifying time entries is strictly prohibited. Falsifying time entries includes working "off the clock." If you falsify your own time records, or the time records of co-workers, or if you work off the clock, you will be subject to discipline up to and including termination. Immediately report to the finance manager, of any employee, supervisor, or manager who falsifies your time entries or encourages or requires you to falsify your time entries or work off the clock. 4.7 Use of Employer Credit Cards All Managers in the possession of a credit card issued by The Jude House, Inc will adhere to the strictest guidelines of responsibility for the protection and proper use of that card. Credit card purchases related to The Jude House, Inc vehicle use (gas, oil, etc.) under $100 do not require prior approval. Credit card purchases for vehicle use over $100 and any other business purchases over $25 must receive prior approval from your SUPERVISOR. Submit all sales receipts generated by use of the The Jude House, Inc credit card weekly to the operations manager. The Jude House, Inc credit card may not be used for personal reasons. Use of The Jude House, Inc credit card is restricted to approved business related expenses. Any unauthorized purchases made with a credit card issued by the The Jude House, Inc will be the cardholder's responsibility. You must reimburse any such purchase to the operations within 3 days. Immediately report lost or stolen Jude House, Inc cards to the operations manager. Failure to follow this policy may result in disciplinary action up to and including discharge. 5.0 Performance, Discipline, Layoff, and Termination 5.1 Criminal Activity/Arrests The Jude House, Inc will report all criminal activity in accordance with applicable law. Involvement in criminal activity while employed by the The Jude House, Inc, whether on or off The Jude House, Inc property, may result in disciplinary action including suspension or termination of employment. 10 You are expected to be on the job, ready to work, when scheduled. Inability to report to work as scheduled may lead to disciplinary action, up to and including termination of employment, for violation of an attendance policy or job abandonment. 5.2 Disciplinary Process Violation of The Jude house, Inc. policies or procedures may result in disciplinary action, including demotion, transfer, leave without pay, or termination of employment. The Orginization encourages a system of progressive discipline depending on the type of prohibited conduct. However, the Jude House, Inc. is not required to engage in progressive discipline and may discipline or terminate staff who violate the rules of conduct, or where the quality or value of their work fails to meet expectations at any time. Again, any attempt at progressive discipline does not imply that your employment is anything other than on an "at-will" basis consistent with applicable law. Note that the specific terms of your employment relationship, including termination procedures, are governed by the laws of the state in which you are employed. In appropriate circumstances, management will first provide you with a verbal warning, then with one or more written warnings, and if the conduct is not sufficiently altered, eventual demotion, transfer, forced leave, or termination of employment. Your Manager will make every effort possible to allow you to respond to any disciplinary action taken. Understand that while The Jude House, Inc. is concerned with consistent enforcement of our policies, we are not obligated to follow any disciplinary or grievance procedure and, depending on the circumstances, you may be disciplined or terminated without any prior warning or procedure. 5.3 Exit Interview You may be asked to participate in an exit interview when you leave The Jude House, Inc. The purpose of the exit interview is to provide management with greater insight into your decision to leave employment; identify any trends requiring attention or opportunities for improvement; and to assist The Jude House, Inc in developing effective recruitment and retention strategies. Your cooperation in the exit interview process is appreciated. 5.4 Open Door/Conflict Resolution Process The Jude House, Inc. strives to provide a comfortable, productive, legal, and ethical work environment. To this end, we want you to bring any problems, concerns, or grievances you have about the work place to the attention of your supervisor and, if necessary, to Human Resources or upper level management. To help manage conflict resolution we have instituted the following problem solving procedure: If you believe there is inappropriate conduct or activity on the part of The Jude House, management, its staff, vendors, customers, or any other persons or entities related to The Jude House, bring your concerns to the attention of your supervisor at a time and place that will allow the person to properly listen to your concern. Most problems can be resolved informally through dialogue between you and your immediate supervisor. If you have already brought this matter to the attention of your supervisor before and do not believe you have received a sufficient response, or if you believe that person is the source of the problem, present your concerns to Human Resources or upper level management. Describe the problem, those persons involved in the problem, efforts you have made to resolve the problem, and any suggested solution you may have. EMPLOYEE GRIEVANCE PROCESS: Staff can file a grievance about any issues where they feel their policies in this manual have been misused or enforced wrong. A staff member can file a written grievance for themselves only and must be submitted to the Executive Director within 48 hours of the incident. The Executive Director will have 48 hours to investigate the grievance and make a final determination of the outcome. Grievance Process Application An employee can use this procedure to dispute an alleged violation of The Jude House policies or relevant laws or regulations including anti-discrimination laws or regulations that directly and adversely affect the employee. It does apply to a hostile work environment. It also applies to grievances filed against the Board. 11 Open Door Policy: The Jude House has an open-door policy. An open door policy implies that when employees have a concern, they should first approach their supervisor for an informal discussion and attempt at resolution, and if not satisfied, should write a formal complaint which their supervisor is obligated to take to the next level of management. Often a policy will spell out the time frames for employee complaints and for the nonprofit's responses. The Jude House will be as flexible with time frames as possible. But evidence is best evaluated in a timely fashion. Unforeseen circumstances may prevent the nonprofit from responding within the given time frame. Nevertheless, it is best to respond as quickly as possible to any employee complaint. To cover situations when the employee is not satisfied with the response of a supervisor to a stated concern, many nonprofits permit an appeal to a progressively higher level of management, sometimes including the board of directors in the dispute resolution process. "An open door policy implies that when employees have a concern they should first approach their supervisor for an informal discussion and attempt at resolution, and if not satisfied, should write a formal complaint which their supervisor is obligated to take to the next level of management." The advantage this open-door policy is that the nonprofit has numerous opportunities to self-check, to ensure that its policies were followed, and to correct any deficiencies before a potentially hostile review by external eyes Informal Resolution Employees are encouraged to bring any work-related problems to the attention of their supervisors as soon as possible and discuss the concern. Supervisors should meet with the employee in a timely fashion in order to resolve the issue. If an employee is not satisfied with this process, he/she may access the formal grievance procedure. Employee Relations Assistance HR is available during the informal resolution process. HR can help if the employee is not comfortable approaching the supervisor. HR will meet with the employee, the supervisor, or both if appropriate, to help resolve the issue. HR can also help with policy interpretation, employee and supervisor rights, and the formal grievance procedure. Representation Informal: An employee can act as his or her own representative in any step of this procedure. If representation is requested, the employee can choose an employee representative who does not have a vested interest in the outcome. Formal: An employee can retain an outside representation in a formal grievance procedure before the Board of Directors. Retaliation Protection Employees cannot be discriminated against for using this process. If an employee alleges, he or she has been discriminated against for exercising rights under this policy, the complaint may be moved to Step II of the formal grievance procedures. An employee cannot be targeted after an investigation of harassment in their job. The Jude House condones acts of discrimination by a supervisor against any employee as a result of his or her involvement in this process as unacceptable conduct and a violation of The Jude House policy. Process: Step I – Supervisor If informal attempts fail, an employee may file a formal grievance. The grievance must be in writing, signed by the employee, and submitted to the supervisor within five, 5 working days of the incident causing the grievance, or within 15, fifteen, working days from the date the employee had reason to know of the incident. The grievance must identify the policy that is alleged to have been violated, provide details of the facts and outline the remedy sought. Grievances that do not include these criteria will be rejected. Within 3, three working days from receipt of the written grievance, the supervisor will schedule a meeting with the employee. The meeting will take place within 10, ten working days from receipt of the 12  written grievance. The supervisor will provide the employee with a written response within 5, five working days from the date of the meeting and forward a copy to HR. Step II - Review by HR If the grievance is not resolved at Step I, the employee may submit a written appeal to HR within 5, five working days from receipt of the Step I answer. The Director of HR will schedule a meeting with the parties involved within 10, ten working days from receipt of the written appeal. The meeting will be held within 10, ten working days of the receipt of the written appeal. The Director will investigate provide a written decision to the employee within 3, three working days from the close of the meeting. Except as outlined in Step III, this answer shall be final. Step III - Special Review If an employee's complaint arises from a suspension without pay or discharge and he/she is not satisfied with the Step II result, he/she may appeal in writing to the VP of HR for special review within 3, three working days from receipt of the Step II decision. The VP will review the case and the previous decisions. The VP may schedule a meeting on the grievance at this step if deemed appropriate. The VP will issue a written decision within 10, ten days from receipt of the request for special review or the conclusion of the meeting on the grievance, if conducted, whichever is later. *The decision is final and binding. 5.5 Outside Employment Outside employment that creates a conflict of interest or that affects the quality or value of your work performance or availability at The Jude House is prohibited. The Jude House recognizes that you may seek additional employment during off hours, but in all cases expects that any outside employment will not affect your attendance, job performance, productivity, work hours, or scheduling, or would otherwise adversely affect your ability to effectively perform your duties or in any way create a conflict of interest. Any outside employment that will conflict with your duties and obligations to The Jude House should be reported to your supervisor. Failure to adhere to this policy may result in discipline up to and including termination. 5.6 Pay Raises Depending on financial health and other The Jude House factors, efforts will be made to give pay raises consistent with The Jude House profitability, job performance, and the consumer price index. The The Jude House may also make individual pay raises based on merit or due to a change of job position. 5.7 Performance Improvement The Jude House will make efforts to periodically review your work performance. The performance improvement process will take place annually, or as business needs dictate. You may specifically request that your supervisor assist you in developing a performance improvement plan at any time. The performance improvement process is a means for increasing the quality and value of your work performance. Your initiative, effort, attitude, job knowledge, and other factors will be addressed. You must understand that a positive job performance review does not guarantee a pay raise or continued employment. Pay raises and promotions are based on numerous factors, only one of which is job performance. 5.8 Post-Employment References The Jude House policy is to confirm dates of employment and job title only. With written authorization, The Jude House will confirm compensation. Forward any requests for employment verification to Human Resources. 5.9 Promotions 13 To match you with the job for which you are best suited and to meet the business needs of The Jude House you may be transferred from your current job. It is our policy to promote from within only when the most qualified candidate is available. Promotions are made on an equal opportunity basis according to staff possessing the needed skills, education, experience, and other qualifications that are required for the job. All staf promoted into new job positions will undergo a 90 day introductory period as described in the New Hires and Introductory Periods policy. Unlike new hires, however, such employees will continue to receive The Jude House benefits for which they are eligible. 5.10 Resignation Policy The Jude House hopes that your employment with the The Jude House will be a mutually rewarding experience; however, the The Jude House acknowledges that varying circumstances can cause you to resign employment. The The Jude House intends to handle any resignation in a professional manner with minimal disruption to the workplace. Notice The Jude House requests that you provide a minimum of two weeks 'notice of your resignation. If you are a professional (Therapist, Medical), manager or supervisor, you are requested to provide a minimum of four weeks' notice. Provide a written resignation letter to your supervisor. If you provide less notice than requested, The Jude House may deem you to be ineligible for rehire, depending on the circumstances of the notice given. The Jude House reserves the right to provide you with pay in lieu of notice in situations where job or business needs warrant. Final Pay The Jude House will pay properly separated staff in accordance with applicable laws and other sections of this handbook. Final pay will be given during the following pay period. Flexible leave payout is applicable to propoer resignation. Terminations are not paid out flexible leave. Notify The Jude House if your address changes during the calendar year in which resignation occurs to ensure tax information is sent to the correct address. Return of Property Return all Jude House property at the time of separation, including such as uniforms, cellphones, keys, tools, laptops, credit cards, and identification cards. Failure to return some items may result in deductions from your final paycheck where state law allows. In some circumstances, the Jude House may pursue criminal charges for failure to return Jude House property. 5.11 Standards of Conduct The Jude Housewishes to create a work environment that promotes job satisfaction, respect, responsibility, integrity, and value for all our staff, clients, customers, and other stakeholders. We all share in the responsibility of improving the quality of our work environment. By deciding to work here, you agree to follow our rules. While it is impossible to list everything that could be considered misconduct in the workplace, what is outlined here is a list of common- sense infractions that could result in discipline, up to and including immediate termination of employment. This policy is not intended to limit our right to discipline or discharge staff for any reason permitted by law. Examples of inappropriate conduct include: Violation of the policies and procedures set forth in this handbook. Possessing, using, distributing, selling, or negotiating the sale of illegal drugs or other controlled substances. Being under the influence of alcohol during working hours on Jude House property (including in Jude House vehicles), or on Jude House business. Inaccurate reporting of the hours worked by you or any other staff. Providing knowingly inaccurate, incomplete, or misleading information when speaking on behalf of the Jude House or in the preparation of any employment-related documents including, but not limited to, job applications, personnel files, employment review documents, intra-company communications, or expense records. Taking or destroying Jude House property. 14  Possession of potentially hazardous or dangerous property (where not permitted) such as firearms, weapons, chemicals, etc., without prior authorization. Fighting with, or harassment of (as defined in our EEO policy), any fellow employee, vendor, or client. Disclosure of The Jude House trade secrets and proprietary and confidential commercially-sensitive information (i.e. financial or sales records/reports, marketing or business strategies/plans, product development information, customer lists, patents, trademarks, etc.) of the The Jude House or its clients, contractors, suppliers, or vendors. Refusal or failure to follow directions or to perform a requested or required job task. Refusal or failure to follow safety rules and procedures. Excessive tardiness or absences. Smoking in nondesignated areas. Working unauthorized overtime. Solicitation of fellow employees on The Jude House premises during working hours. Failure to dress according to The Jude House policy. Use of obscene or harassing (as defined by our EEO policy) language in the workplace. Engaging in outside employment that interferes with your ability to perform your job at The Jude House. Gambling on The Jude House premises. Lending keys or keycards to The Jude House property to unauthorized persons. Consensual Relationships - JHI strongly discourages romantic relationships between a member of management, or other supervisory employees, and his or her staff, because such relationships tend to create compromising conflicts of interest or the appearance of such conflicts. In addition, such a relationship may give rise to the perception by others that there is favoritism or bias in employment decisions affecting the employee (nepotism). Moreover, given the uneven balance of power within such relationships, consent by the employee is suspect and may be viewed by others or, later, by the employee themselves as having been given as the result of coercion or intimidation. The atmosphere created by such appearances of bias, favoritism, intimidation, or coercion or exploitation undermines the spirit of trust and mutual respect which is essential to a healthy work environment. If there is such a relationship, the parties need to be aware that one or both may be moved to a different department, or other actions may be taken. As in all cases, the burden of proving sexual harassment rests with the accuser. But, when charges of harassment are brought by the subordinate employee during or after such a relationship and the Manager claims that the relationship was consensual by the employee, the burden will be on the Manager to prove that the relationship was consensual and voluntary. If any JHI employee enters a consensual relationship which is romantic or sexual in nature with a member of his or her staff, or if one of the parties is in a supervisory capacity in the same department in which the other party works, or a client, the parties must notify HR. Although the parties may feel that what they do during non-working hours is their business and not the business of the organization, JHI has made this a mandatory requirement because of potential issues regarding "quid pro quo" harassment. This requirement does not apply to employees who do not work in the same department, or to parties who do not supervise or otherwise manage responsibilities over the other. Once the relationship is made known, the matter will be reviewed with HR and Management. The facts (reporting relationship between the parties, effect on coworkers, job titles of the parties, etc.), will determine whether one or both parties need to be moved to another job or department. If it is determined that one party must be moved, and there are jobs in other departments available for both, the parties may decide who will be the one to apply for a new position. If the parties cannot amicably come to a decision, or the party is not chosen for the position to which (s)he applied, the parties will contact HR. In conjunction with HR and Management, a decision will be made as to which party should be moved. That decision will be based on which move will be least disruptive to JH. Retaliation No hardship, no loss or benefit, and no penalty may be imposed on an employee as punishment for: Filing or responding to a bona fide complaint of discrimination or harassment. Appearing as a witness in the investigation of a complaint. Serving as an investigator. Retaliation or attempted retaliation is a violation of this Policy and anyone who does so will be subject to severe sanctions up to and including termination. 15 The complaint process - Any person electing to utilize this complaint resolution procedure will be treated courteously, the problem handled swiftly and as confidentially as feasible considering the need to take appropriate corrective action, and the registering of a complaint will in no way be used against the employee, nor will it have an adverse impact on the individual's employment status. While reporting such incidents would be a difficult personal experience; allowing harassment activities to continue will most certainly lead to less desirable outcomes. For that reason, employees are strongly urged to utilize this procedure. However, filing groundless and malicious complaints is an abuse of this policy and is prohibited. All JHI employees must share the responsibility of understanding and preventing discrimination and harassment. But, ultimately, no satisfactory investigation or resolution of complaints can occur without the initiative and continued cooperation of the injured person. Individuals who believe they have been discriminated against or harassed have the primary obligation of informing their Manager or HR of the act of discrimination, harassment or retaliation, recounting specific actions or occurrences whenever possible. Managers and supervisors have the special responsibility as possible agents of JHI to act promptly to eliminate any discrimination or harassment which exist in their areas of responsibilities. If a manager or supervisor knows that discrimination, harassment or retaliation is occurring, or receives information that discrimination, harassment or retaliation might be occurring; he or she must take immediate action to address the problem. Such action should include, but is not limited to, speaking directly with the injured person, developing a specific account of the actions, omissions or occurrences that are alleged to be discriminatory, consultation with HR, and corrective or disciplinary action. If the alleged discrimination, harassment or retaliation is not within their area of responsibility or oversight, managers and supervisors must notify HR or other appropriate management, who must then take prompt steps to address the allegation. Any JHI employee with supervisory or hiring responsibilities who is found to have engaged in conduct prohibited under this Policy is subject to disciplinary action, including removal from that position for cause. HR has the primary responsibility of implementing this Policy. HR will respond to inquiries and complaints from management and employees regarding discrimination, sexual harassment, other harassment, or retaliation; maintain records of these inquiries and complaints; as well as their resolution. HR will provide information and education to the employees on recognizing, understanding, and combating unlawful discrimination and harassment. Nothing in this policy is intended to limit your rights under the National Labor Relations Act, or to modify the at-will employment status where at-will is not prohibited by state law. 5.12 Transfers The Jude House may transfer your employment from one position to another with or without notice, as required by production or service needs, or upon request by you and with management approval. Transfers in excess of 90 days may be considered final and your paycheck may be increased or decreased consistent with the pay scale for your new position. 6.0 General Policies 6.1 Authorization for Use of Personal Vehicle All The Jude House required to operate a motor vehicle as part of their employment duties must maintain a valid driver's license, acceptable driving record, and appropriate insurance coverage. The Jude House may run a motor vehicle department check to determine your driving record. It is your responsibility to provide a copy of your current driver's license and insurance coverage for your personnel file. Any changes in your driving record, including, but not limited to, driving infractions or changes to your insurance policy, must be reported to the The Jude House. If you use your personal vehicle in the course and scope of employment, you may not operate such vehicle while: 1. Under the influence of drugs, alcohol, or any other substance that might impair your judgment or ability to drive; or 2. Texting, emailing, or otherwise using a cell phone or other handheld device without utilizing a hands-free device. 16 6.2 Computer Security and Copying of Software Software programs purchased and provided by The Jude Houseare to be used only for creating, researching, and processing materials for The Jude House use. By using The Jude House hardware, software, and networking systems you assume personal responsibility for their use and agree to comply with this policy and other applicable The Jude Housepolicies, as well as city, state, and federal laws and regulations. All software acquired for or on behalf of the The Jude House, or developed by The Jude House staff or contract personnel on behalf of the The Jude House, is and will be deemed The Jude House property. It is the policy of the The Jude House to respect all computer software rights and to adhere to the terms of all software licenses to which the The Jude House is a party. The Director of Operations is responsible for enforcing these guidelines. You may not illegally duplicate any licensed software or related documentation. Unauthorized duplication of software may subject you and/or the The Jude House to both civil and criminal penalties under the United States Copyright Act. To purchase software, obtain your manager's approval. All software acquired by the The Jude House must be purchased through appropriate department. You may not duplicate, copy, or give software to any outsiders including clients, contractors, customers, and others. You may use software on local area networks or on multiple machines only in accordance with applicable license agreements entered into by the The Jude House. 6.3 Driving Record All The Jude House is required to operate a motor vehicle as part of their employment duties at The Jude House must maintain a valid driver's license and acceptable driving record. The The Jude House may run a motor vehicle department check to determine your driving record. It is your responsibility to provide a copy of your current driver's license for your personnel file. Any changes in your driving record, including but not limited to driving infractions, must be reported to the The Jude House. State law requires all motorists to carry auto liability insurance. It is against the law to drive without insurance. If you use your own vehicle as a part of your employment duties, you must provide management with a current proof of insurance statement or card. New proof of insurance is required every time your policy expires and renews. 6.4 Employer Sponsored Social Events The Jude Households periodic social events for staff and clients. Be advised that your attendance at these events is voluntary and does not constitute part of your work-related duties. Any exceptions to this policy must be in writing and signed by a supervisor prior to the event. Alcoholic beverages are prohibited at these events. 6.5 GPS Monitoring of Employer Vehicles The Jude House desires to strike the appropriate balance between today's technologies, your desire for privacy, and our interests in protecting The Jude House vehicles, equipment, and drivers. Due to safety, efficiency, and other business purposes, The Jude House uses GPS technology to monitor the whereabouts of our vehicles at all times. Questions concerning vehicle monitoring should be directed to Transportation Coodinator. Questions concerning the proper use of any vehicles should be directed to your supervisor and/or safety officer. If you abuse the privilege of driving company vehicles, you will be subject to corrective action, up to and including termination of employment. If necessary, the The Jude House will also advise law enforcement officials of any illegal conduct. 6.6 Nonsolicitation/Nondistribution Policy The Jude House, Inc. prioritizes a harmonious work environment that minimizes disruption to business operations and respects the focus 17 of staff, visitors, and others. Our nonsolicitation/nondistribution policy aims to ensure a balanced approach to interactions within the workplace. Solicitation For the purposes of this policy, solicitation includes various activities such as selling items or services, seeking contributions, or seeking support for an organization. Solicitation, whether conducted verbally, in writing, or electronically, falls under this policy's scope. During your assigned working hours, soliciting other staff is prohibited. Working hours refers to periods when either you or the staff member you intend to solicit are expected to be actively engaged in work-related activities. You are permitted to engage in solicitation during authorized nonworking times, such as breaks, provided that the recipients of the solicitation are also on nonworking time. Distribution To ensure cleanliness, organization, and safety, the distribution of nonwork-related literature or items within working areas is prohibited at all times. Working areas do not include break/rest areas, lunchrooms, and parking lots. Electronic distribution of materials during work hours is also not allowed. Any literature that violates the organizations equal employment opportunity (EEO) and nonharassment policies, or knowingly spreads false information, is strictly prohibited. Nonemployees are not permitted to distribute materials on company premises under any circumstances. Statutory Rights and Communication This policy is not meant to curtail the statutory rights of employees, including their right to discuss terms and conditions of employment. Open communication remains a vital part of our workplace culture. Reporting Violations If you become aware of violations of this policy, report them to your Manager/Supervisor/or HR. We appreciate your cooperation in maintaining a respectful and focused work environment. 6.7 Off-Duty Use of Employer Property or Premises You may not use The Jude House, Inc. property for personal use during working time. You are responsible for returning The Jude House property in good condition and repairing or replacing any property damaged as the result of personal use or as the result of negligence. This includes use of copy machines, computers, Jude House products, or office supplies for personal use without prior authorization. It is The Jude House policy to control off duty and nonworking hour use of Jude House facilities either for business or personal reasons. You are prohibited from using The Jude House facilities during off duty or nonworking hours without the written consent of your supervisor. If you use The Jude House facilities during your off-duty hours or Jude House off-hours, you may be required to sign a log-in and log-out sheet maintained by the facilites manager. 6.8 Personal Appearance Your personal appearance reflects on the reputation, integrity, and public image of The Jude House. All satff are required to report to work neatly groomed and dressed. You are expected to maintain personal hygiene habits that are generally accepted in the community, including clean clothing, good grooming and personal hygiene, and appropriate attire for the workplace and the work being performed. This may include wearing uniforms or protective safety clothing and equipment, depending upon the job. Use common sense and good judgment in determining what to wear to work. Fragrant products, including but not limited to perfumes, colognes, and scented body lotions or hair products, should be used in moderation out of concern for others with sensitivities or allergies. The The Jude House, in accordance with applicable law, will reasonably accommodate staff with disabilities or religious beliefs that make it difficult for them to comply fully with the personal appearance policy unless doing so would impose an undue hardship on the The Jude House. Contact your supervisor to request a reasonable accommodation. Business casual is the definition of our dress code; it is also conservative. Clothing should not be tight or revealing in any way. Because we work with clients of various background, we have designed the dress code for everyone's protection. These dress code guidelines are 18 to protect you and the clients. They are also designed to keep you and everyone at Jude House safe. If you have a specific hardship, please direct all concerns with Human Resources so that reasonable exceptions can be made. Unacceptable Attire T-Shirts Sweatpants, Sweatshirts, No Hoodies Faded, ripped or torn clothing, even if it is in style Tennis Shoes: if a position requires sneakers, they must be appropriate Athletic Wear. Tank Tops; Wife Beater Sandals or flip-flops Bedroom slippers Spandex or Lycra Leggings Midriff tops, no open back Bra Tops Provocative Clothing: Skirt and dresses should not be shorter than two inches above your knee Off the shoulder tops Tube Tops Pajamas or night clothes Swim or Beach Wear Workout clothes Cutoffs Evening wear Any drug or alcohol promotional attire clothes/gun violence etc. Undergarments may not be visible Women may not show any cleavage Spaghetti strapped dresses or shirts See-through clothing Leotards Backside must be covered when you sit down Excessively tight clothing Jewelry and make up should be conservative Hats, baseball caps may not be worn in the house/any headgear Sunglasses that do not require a medical condition · No Shorts If employees report to work dressed or groomed inappropriately, they may be prevented from working until they return to work well- groomed and wearing the proper attire. · All kitchen staff must wear hairnets, hair covering while in the kitchen area · Kitchen staff must wear kitchen (slip resistant) shoes. Failure to comply with the personal appearance standards may result in being sent home to groom or change clothes. Frequent violations may result in disciplinary action, up to and including termination of employment. 6.9 Personal Cell Phone/Mobile Device Use While The Jude House, Inc. permits staff to bring personal cell phones and other mobile devices (i.e. smart phones, tablets, laptops) into the workplace, you must not allow the use of such devices to interfere with your job duties or impact workplace safety and health. Use of personal cell phones and mobile devices at work can be distracting and disruptive and cause a loss of productivity. Thus, you should primarily use such personal devices during nonworking time, such as breaks and meal periods. During this time, use devices in a 19 manner that is courteous to those around you. Outside of nonworking time, use of such devices should be minimal and limited to emergency use only. If you have a device that has a camera and/or audio/video recording capability, you are restricted from using those functions on The Jude House property unless authorized in advance by management or when they are used in a manner consistent with your right to engage in concerted activity under section 7 of the National Labor Relations Act (NLRA). You are expected to comply with Jude House policies regarding the protection of confidential and proprietary information when using personal devices. While operating a vehicle on work time, the Jude House requires that the driver's personal cell phone/mobile device be turned off. If you need to make or receive a phone call while driving, pull off the road to a safe location unless you have the correct hands-free equipment for the device that is in compliance with applicable state laws. You may have the opportunity to use your personal devices for work purposes. Before using a personal device for work-related purposes, you must obtain written authorization from human resources. The use of personal devices is limited to certain staff and may be limited based on compatibility of technology. To ensure the security of The Jude House information, Disruptions during work time can lead to errors and delays. Therefore, personal telephone calls must be kept to a minimum, and only be made or received after working time, or during lunch or break time. For safety and security reasons, employees are prohibited from having personal guests visit or accompanying them anywhere in Jude House Inc facilities other than the reception areas. Nothing in this policy is intended to prevent staff from engaging in protected concerted activity under the NLRA. You will be subject to disciplinary action up to and including termination of employment for violation of this policy. 6.10 Personal Data Changes It is your obligation to provide The Jude House, Inc. with your current contact information, including current mailing address and telephone number. You should also inform the Human Resource Manager of any changes to your tax withholding status. Failure to do so may result in loss of benefits or delayed receipt of W-2 and other mailings. To make changes to this information, contact Human Resource Manager. 6.11 Security All staff are responsible for helping to make The Jude House, Inc. a secure work environment. Upon leaving work, lock all desks, lockers, and doors protecting valuable or sensitive material in your work area and report any lost or stolen keys, passes, or similar devices to your supervisor immediately. Refrain from discussing specifics regarding The Jude House security systems, alarms, passwords, etc. with those outside of The Jude House. Immediately advise your supervisor of any known or potential security risks and/or suspicious conduct of staff, customers, or guests of the Jude House. Safety and security is the responsibility of all staff and we rely on you to help us keep our premises secure. 6.12 Social Media The Jude House, Inc. acknowledges that social media has become an integral part of modern life that provides us with unique opportunities to communicate and share information with others. However, we also want to educate staff that their social media use can: Pose risks to the organizations confidential and proprietary information, reputation, and brand; Expose the organization to discrimination, harassment, and other claims; and Jeopardize the organization's compliance with business rules and laws. To minimize legal risks, avoid loss of productivity and distraction, and ensure that the organizations IT resources and communications systems are used appropriately, all staff must abide by the following policy regarding social media use. Social Media For purposes of this policy, social media refers to any means of posting content on the internet, including personal websites, social 20 networking sites, blogs, chat rooms, and other online platforms, whether affiliated with the organization or not. Use Good Judgment While the organization respects your right to personal expression, you should assume that anything you do on social media—whether on a business or personal account—could be viewed by a colleague, supervisor, partner, supplier, competitor, investor, customer, or potential customer. As such, any social media activity, even from your personal account, reflects on the organiozation as well as on yourself. It is important to remember that anyone can see what you post (or what you posted five years ago). Guidelines for Posting on Social Media When posting: Protect trade secrets, intellectual property, and confidential information related to the Organization. Do not make statements that are maliciously false or defamatory or would constitute unlawful harassment or discrimination. Do not make express or implied threats of violence. Avoid linking personal accounts to The Jude House, Inc. as an official source. Respect copyright, trademark, and third-party rights. Do not use The Jude House, Inc email addresses to register on social medial platforms for personal use. If you identify yourself as an employee of The Jude House, Inc. on your personal account and are posting about the organization, make it clear that your views are your own and that you are not speaking on behalf of The Jude House, Inc. Using Social Media at Work Do not use social media while on your work time, unless it is work related as authorized by your Manager/Supervisor or consistent with policies that cover equipment owned by The Jude Houe, Inc. Media Contacts If you are not authorized to speak on behalf of the organization, do not speak to the media on behalf of The Jude House, Inc.. Direct all media inquiries for official organization responses to Human Resources or appropriate department. Retaliation Retaliation against those reporting policy violations or cooperating in investigations is prohibited. Retaliatory actions may lead to disciplinary measures. Violations Violations of this policy may result in discipline, up to and including termination. This policy does not limit staff rights to discuss wages, hours, or other terms and conditions of employment. All staff have the right to engage in or refrain from such activities. 6.13 Suggestion Policy At The Jude House, Inc., we welcome suggestions for continued improvement and welcome your ideas for better ways to do your job, or meet customer and client needs. Discuss your ideas with your supervisor or another member of the leadership team. We also encourage you to offer any suggestions derived from seminars, magazines, or other outside sources of information you believe would add value to the Jude House. Understand that any suggestions, innovations, inventions, or other matter created by you on work time or with The Jude House, Inc. tools or property are considered to be the property of the Jude House. 6.14 Third Party Disclosures From time to time, The Jude House, Inc may become involved in news stories or potential or actual legal proceedings of various kinds. When that happens, lawyers, former staff, newspapers, law enforcement agencies, and other outside persons may contact our staff to obtain information about the incident or the actual or potential lawsuit. 21 If you receive such a contact, you should not speak on behalf of the The Jude House, Inc and should refer any call requesting the position of the The Jude House, Inc to the Executive Director. If you have any questions about this policy or are not certain what to do when such a contact is made, contact Human Resource. 6.15 Use of Company Technology This policy is intended to provide The Jude House, Inc. staff with the guidelines associated with the use of the Jude House information technology (IT) resources and communications systems. This policy governs the use of all IT resources and communications systems owned by or available at the Jude House, and all use of such resources and systems when accessed using your own devices, including but not limited to: Email systems and accounts Internet and intranet access Telephones and voicemail systems, including wired and mobile phones, smartphones, and pagers. Printers, photocopiers, and scanners. Fax machines, e-fax systems, and modems. All other associated computer, network, and communications systems, hardware, peripherals, and software, including network key fobs and other devices. Closed-circuit television (CCTV) and all other physical security systems and devices, including access key cards and fobs. General Provisions The Jude House, Inc. IT resources and communications systems are to be used for business purposes only unless otherwise permitted under applicable law. All content maintained in The Jude House, Inc. IT resources and communications systems are the property of the Jude House. Therefore, staff should have no expectation of privacy in any message, file, data, document, facsimile, telephone conversation, social media post, conversation, or any other kind or form of information or communication transmitted to, received, or printed from, or stored or recorded on The Jude House electronic information and communications systems. TheJude House reserves the right to monitor, intercept, and/or review all data transmitted, received, or downloaded over The Jude House IT resources and communications systems in accordance with applicable law. Any individual who is given access to the system is hereby given notice that the Jude house will exercise this right periodically, without prior notice and without prior consent. The interests of the Jude House in monitoring and intercepting data include, but are not limited to: protection of The Jude House trade secrets, proprietary information, and similar confidential commercially-sensitive information (i.e. financial or sales records/reports, marketing or business strategies/plans, product development, customer lists, patents, trademarks, etc.); managing the use of the computer system; and/or assisting staff in the management of electronic data during periods of absence. You should not interpret the use of password protection as creating a right or expectation of privacy, nor should you have a right or expectation of privacy regarding the receipt, transmission, or storage of data onThe Jude House, Inc. IT resources and communications systems. Do not use The Jude House, Inc. IT resources and communications systems for any matter that you would like to be kept private or confidential. Violations If you violate this policy, you will be subject to corrective action, up to and including termination of employment. If necessary, the Jude House will also advise law enforcement officials of any illegal conduct. 22 6.16 Use of Employer Vehicles Company vehicles are to be used for The Jude House, Inc business only. Unless the use of the vehicle has been approved for personal use, personal or outside business use is strictly prohibited. If you drive a Jude House vehicle, all infractions or violations while driving the vehicle and all restrictions, suspensions, or revocations against your driver's license must be immediately reported to your supervisor. When a Jude House vehicle cannot be operated, is unsafe for use, or has been damaged, notify the Transportation Coordinator immediately. As the driver of a The Jude House, Inc vehicle, you are responsible for the vehicle while in your charge and must not permit unauthorized persons to drive it. You are also responsible for the daily housekeeping of the vehicle; it is to remain clean and uncluttered. You may not operate a motor vehicle while under the influence of alcohol or a chemical substance or other substance that can impair judgment. You may not operate a motor vehicle while texting, emailing, or otherwise using a cell phone or other handheld device without utilizing a hands-free device. Multiple driving moving violations that appear on the annual state department of motor vehicle check will result in suspension of rights to drive a Jude House vehicle or drive a personal vehicle on The Jude House, Inc business. Suspension of rights will continue until one year has passed with no infractions. If there are persistent and ongoing problems with driving infractions, and driving a vehicle is a part of successful execution of job responsibilities, you may be terminated. 6.17 Workplace Privacy and Right to Inspect The Jude House, Inc property, including but not limited to lockers, phones, computers, tablets, desks, work place areas, vehicles, or machinery, remains under the control of the The Jude House, Inc and is subject to inspection at any time, without notice to any staff, and without their presence. You should have no expectation of privacy in any of these areas. We assume no responsibility for the loss of, or damage to, your property maintained on The Jude House, Inc premises including that kept in lockers and desks. 7.0 Benefits 7.1 401(k) Plan Eligible staff (as determined by the terms of the plan) may participate in the The Jude House, Inc 403(b) plan. Generally, you may elect to reduce your pay and make pretax contributions in any amount from 1% to 100% of your compensation each pay period, provided you do not contribute more than the maximum allowable by law. For most individuals, the maximum contribution permitted by law for 2024 is $23,000. For individuals who attain age 50 on or before December 31, 2024, this limit is generally increased to $27,000. However, this $23000 (or $27,000) limit may be reduced if you are covered by more than one retirement plan during 2024. If you participate in more than one retirement plan sponsored by the same employer, the maximum amount that may be contributed by you or on your behalf under all those plans is generally limited to $61,000 for 2024(except for accruals under defined benefit pension plans and contributions to most 403(b) arrangements). In addition, your $23000 (or $27,000) contribution limit under this Plan will generally be reduced by any salary reduction contributions that you make to any other retirement plan in 2023, even if it is sponsored by a different employer, such as a 401(k) plan, simplified employee pension (SEP), SIMPLE IRA or (in most cases) a 403(b) arrangement, but not (in most cases) a 457(b) eligible deferred compensation plan. For additional information, please refer to the "How Much Can You Contribute" section of the SPD booklet. The limits above are subject to change by the Internal Revenue Service (IRS). Current limits and other important information are available at irs.gov. Contact Human Resource to find out if you are eligible to participate in the Jude House 403(b) plan. The Jude House, Inc. is required to 23 let you know if you are eligible. This benefit, as well as other benefits, may be canceled or changed at the discretion of The Jude House, unless otherwise required by law. 7.2 Bereavement Leave The Jude House, Inc. recognizes the importance of taking leave when there is a death in the family. Where bereavement leave is not required by law, the Jude house will provide bereavement leave as follows: The death of a family member is a time when employees wish to be with their families. If the employee is full- time and loses a close relative, the employee will be allowed paid time off up to three (3) days to assist in attending to obligations and commitments. For the purposes of this policy, a close relative includes a spouse, domestic/civil union partner, child, parent, sibling, In-laws (including mother and father-in-law and brother and sister-in-law), Grandparent, or any other relation required by applicable law. Paid leave days only may be taken on regularly scheduled, consecutive workdays following the day of death. Employees must inform their supervisor prior to commencing bereavement leave. You may use accrued but unused Flexibile leave if additional time is needed. Additional unpaid time off may be granted at the discretion of the The Jude House on a case-by-case basis. For purposes of this policy, immediate family member includes the following and applies both to the family of the employee and the employee's spouse: child (including foster child and stepchild), spouse, sister, brother, parents (including foster parents and stepparents), grandparents. You must provide notice of your need for bereavement leave as far in advance as possible. The Jude House, Inc. may require documentation supporting your need for bereavement leave. 7.3 COBRA The Consolidated Omnibus Budget Reconciliation Act (COBRA) provides the opportunity for eligible The Jude House, Inc., staff and their beneficiaries to continue health insurance coverage under the The Jude House health plan when a "qualifying event" could result in the loss of eligibility. Qualifying events include resignation, termination of employment, death of an employee, reduction in hours, a leave of absence, divorce or legal separation, entitlement to Medicare, or where a dependent child no longer meets eligibility requirements. Contact Human Resources to learn more about your COBRA rights. 7.4 Continuing Education and Tuition Assistance We believe in the continuing education of our staff. The Jude House, Inc. will gladly assist employees with furthering their education in the field of the position they are in. The Jude House, Inc. will provide up to $1000 per fiscal year to assist with the cost of courses, book & materials. The expectation is that you will remain an employee of the Jude House for one year after the completion of the course. If you voluntarily terminate your employment within the one-year period, you will be expected to pay back the full amount reimbursed to you by the Jude House. To take advantage of the tuition reimbursement program, selected courses must be approved by the Executive Director prior to submitting for reimbursement. The Jude House will not provide reimbursement for a GPA of less than 2.0. You must obtain a 2.0 or higher. Schedule of Reimbursement (as funds allow per request): Grade A - $500.00 Grade B - $300.00 24 7.5 Dental Insurance All regular full-time employee who have completed the plan's defined waiting period at The Jude House, Inc. are eligible for The Jude House, Inc. dental plan. Dental plan benefits are described in detail in the Summary Plan Description (SPD). 7.6 Employee Assistance Program (EAP) The Jude House, Inc.provides an employee assistance program (EAP) to all eligible employees and their family members/dependents after the plan's defined waiting period. The EAP provides confidential access to professional counseling services for help with personal concerns that may impact job performance. Voluntary participation in the EAP will not jeopardize your opportunities for promotion or employment. You can contact the EAP directly. Any information about your contact, participation, or any recommended treatment is confidential and will not be disclosed to The Jude House, Inc. In certain circumstances, you may be referred to the EAP by your Supervisor due to job performance issues. EAP services can be initiated by contacting the EAP service provider by simply calling 1-800-960-5371 or go to www.nextgeneap.com for an appointment. Plan details are described in the Summary Plan Description (SPD). FOR EMPLOYERS THAT PERFORM DRUG OR ALCOHOL TESTING: If you test positive on an alcohol or drug test, you may be referred to the EAP for assessment and rehabilitation recommendations. Your decision to participate in the recommended treatment, successful completion of the program, and additional treatment recommendations may be communicated to The Jude House, Inc. EAP services are available to eligible participants without charge. However, the cost of any treatment or rehabilitation services you are referred to outside of the EAP is your responsibility if not completely covered by insurance. Refer to the SPD for plan information and details. 7.7 Employer-Sponsored Disability Benefits The Jude house, Inc. offers the following employer-sponsored disability insurance benefits to eligible employees, after the plan's defined waiting period, when they miss work due to non-work-related disabilities. Short-Term Disability Insurance Short-term disability insurance generally pays a weekly benefit if you cannot work because of a covered illness or injury. The benefit replaces a portion of your weekly income, providing funds directly to you to help pay your bills and living expenses. Check your plan documents for details about benefit payments and duration. Long-Term Disability Insurance Long-term disability insurance generally pays a monthly benefit to you if you cannot work because of a covered illness or injury. The benefit replaces a portion of your income, thus helping to meet your financial commitment in a time of need. Check your plan documents for details about benefit payments and duration. Additional Information The terms and conditions for the disability insurance program are outlined in the Summary Plan Description (SPD). Contact HR for a copy of the plan provisions, required forms, and additional information about these benefits. 7.8 Family and Medical Leave (FMLA) 25 In accordance with the Family and Medical Leave Act of 1993 (FMLA), Jude House Inc provides up to 12 or 26 weeks of unpaid, job- protected leave in a 12-month period to covered employees in certain circumstances. Eligibility To qualify for FMLA leave, you must: Have worked for tThe Jude House, Inc. for at least 12 months, although that time need not be consecutive; Have worked at least 1,250 hours in the last 12 months; and Be employed at a worksite that has 50 or more employees within 75 miles. Reasons for Leave You may take up to 12 weeks of unpaid FMLA leave in a 12-month period, which is a calendar year, for any of the following reasons: The birth of a child and to care for that child (leave must be completed within one year of the child's birth); The adoption or foster care placement of a child with you and in order to care for the newly placed child (leave must be completed within one year of the child's placement); To care for a spouse, child, or parent with a serious health condition; To care for your own serious health condition, which makes you unable to perform the essential functions of your position; or A qualifying exigency of a spouse, child, or parent who is a military member on covered active duty or called to covered active-duty status (or has been notified of an impending call or order to covered active duty). You may take up to 26 weeks of unpaid FMLA leave in a single 12-month period, beginning on the first day that you take FMLA leave to care for a spouse, child, parent, or next of kin who is a covered service member and who has a serious injury or illness related to active- duty service. As used in this policy: Spouse means a husband or wife as recognized under state law for the purposes of marriage in the state or other territory or country where the marriage took place. Child means a biological, adopted, or foster child, a stepchild, a legal ward, or a child of a person standing in loco parentis, who is either under age 18 or age 18 or older and incapable of self-care because of a mental or physical disability at the time FMLA leave is to commence. A child for the purposes of military exigency or military care leave can be of any age. Parent means a biological, adoptive, step, or foster parent or any other individual who stood in loco parentis to you when you were a child. Next of kin for the purposes of military care leave is a blood relative other than a spouse, parent, or child in the following order: brothers and sisters, grandparents, aunts and uncles, and first cousins. If a military service member designates in writing another blood relative as their caregiver, that individual will be the only next of kin. In appropriate circumstances, you may be required to provide documentation of next of kin status. Notice If the need for leave is foreseeable because of an expected birth, adoption, or a planned medical treatment, you must give at least 30 days' notice. If 30 days' notice is not possible, give notice as soon as practical (within one or two business days of learning of your need for leave). Failure to provide appropriate notice may result in the delay or denial of leave. In addition, if you are seeking intermittent or reduced schedule leave that is foreseeable due to a planned medical treatment or a series of treatments for yourself, a family member, or covered service member, you must first consult with the The Jude House, Inc. regarding the dates of this treatment to work out a schedule that best suits your needs or the needs of the covered military member, if applicable, and the organization. If the need for leave is unforeseeable, provide notice as soon as possible. Normal call-in procedures apply to all absences from work, including those for which leave under this policy may be requested. Failure to provide appropriate notice may result in the delay or denial of leave. Certification If you are requesting leave because of your own or a covered relative's serious health condition, you and the relevant healthcare provider must supply appropriate medical certification. You may obtain medical certification forms from [the HR Mamanger. When you request 26 leave, the organization will notify you of the requirement for medical certification and when it is due (at least 15 days after you request leave). If you provide at least 30 days' notice of medical leave, you should also provide the medical certification before leave begins. Failure to provide requested medical certification in a timely manner may result in denial of FMLA-covered leave until it is provided. At our expense, The Jude House, Inc. may require an examination by a second healthcare provider designated by us. If the second healthcare provider's opinion conflicts with the original medical certification, we, at our expense, may require a third, mutually agreeable, healthcare provider to conduct an examination and provide a final and binding opinion. Subsequent medical recertification may also be required. Failure to provide requested certification within 15 days, when practical, may result in delay of further leave until it is provided. The Jude House, Inc. also reserves the right to require certification from a covered military member's healthcare provider if you are requesting military caregiver leave and certification in connection with military exigency leave. Paid Leave Utilization During FMLA Leave FMLA leave is unpaid; however, you will be required to use available paid leave during FMLA leave as permitted by law. FMLA leave runs concurrently with other leaves, such as accrued paid leave that is substituted for unpaid FMLA leave and any state family leave laws, to the extent allowed by applicable law. The substitution of paid leave for unpaid FMLA leave does not extend the 12 or 26 weeks (whichever is applicable) of FMLA leave. In addition, the substitution of paid leave for unpaid leave may not result in your receipt of more than 100% of your salary. If you are receiving short- or long-term disability or workers' compensation benefits during a personal medical leave, you will not be required to utilize accrued paid leave. However, where state law permits, you may elect to use accrued paid leave to supplement these benefits. Leave Increments Intermittent Leave If medically necessary, FMLA leave for a serious health condition may be taken intermittently (in separate blocks of time due to a serious health condition) or on a reduced leave schedule (reducing the usual number of hours you work per workweek or workday). FMLA leave may also be taken intermittently or on a reduced leave schedule for a qualifying exigency relating to covered military service. As FMLA leave is unpaid, the organization will reduce your salary based on the amount of time actually worked. In addition, while you are on an intermittent or reduced schedule leave that is foreseeable due to planned medical treatments, the organization may temporarily transfer you to an available alternative position that better accommodates your leave schedule and has equivalent pay and benefits. Parental Leave Leave for the birth or placement of a child may be taken in a single block or intermittently with the apporoval of the Executive Director. Parental leave must