SECTION 1
Leduc LINX Connect CentrePolicy and Procedures Manual TOC \o "1-3" \h \z \u SECTION 1 - INTRODUCTION PAGEREF _Toc467505739 \h 7Policy 1.1 Changes in Policy PAGEREF _Toc467505740 \h 8Policy 1.2 Employment Applications PAGEREF _Toc467505741 \h 9Policy 1.3 Employment Relationships PAGEREF _Toc467505742 \h 10Policy 1.4 Quality Improvement and Outcome Evaluation PAGEREF _Toc467505743 \h 11SECTION 3 - EMPLOYMENT POLICIES PAGEREF _Toc467505744 \h 13Policy 3.1 Employment Policy – Non-Discrimination PAGEREF _Toc467505745 \h 13Policy 3.2 Non-disclosure/Confidentiality PAGEREF _Toc467505746 \h 14Policy 3.3 New Staff Orientation PAGEREF _Toc467505747 \h 15Policy 3.4 Probationary Period for New Staff PAGEREF _Toc467505748 \h 16Policy 3.5 Work Hours PAGEREF _Toc467505749 \h 17Policy 3.6 Break Periods PAGEREF _Toc467505750 \h 18Policy 3.7 Office Operational Policy PAGEREF _Toc467505751 \h 19Policy 3.8 Personnel Files PAGEREF _Toc467505752 \h 20Policy 3.9 Personnel Data Changes PAGEREF _Toc467505753 \h 21Policy 3.10 Inclement Weather/Emergency Closings PAGEREF _Toc467505754 \h 22Policy 3.11 Staff Performance Review and Planning Sessions PAGEREF _Toc467505755 \h 23Policy 3.12 Cell Phone Usage PAGEREF _Toc467505756 \h 24Policy 3.13 Corrective Action PAGEREF _Toc467505757 \h 25Policy 3.14 Employment Termination PAGEREF _Toc467505758 \h 26Policy 3.15 Safety PAGEREF _Toc467505759 \h 27Policy 3.16 Health Related Issues PAGEREF _Toc467505760 \h 28Policy 3.17 Employees Requiring Medical Attention PAGEREF _Toc467505761 \h 29Policy 3.18 Building Security PAGEREF _Toc467505762 \h 30Policy 3.19 Insurance and Personal Effects PAGEREF _Toc467505763 \h 31Policy 3.20 Supplies; Expenditures; Obligating the Agency PAGEREF _Toc467505764 \h 32Policy 3.21 Expense Reimbursement PAGEREF _Toc467505765 \h 33Policy 3.22 Staff Education and Training Requirements PAGEREF _Toc467505766 \h 34Policy 3.23 Visitors in the Workplace PAGEREF _Toc467505767 \h 36Policy 3.24 Risk Management PAGEREF _Toc467505768 \h 37Policy 3.25 Concurrent Employment Positions PAGEREF _Toc467505769 \h 39Policy 3.26 Disclosure of Criminal Conviction PAGEREF _Toc467505770 \h 40Policy 3.27 Staff Procedure in Emergency Situations PAGEREF _Toc467505771 \h 41Policy 3.28 Staff Development and Training PAGEREF _Toc467505772 \h 43Policy 3.28 Hiring of Family/Relatives PAGEREF _Toc467505773 \h 44SECTION 4 - STANDARDS OF CONDUCT PAGEREF _Toc467505774 \h 45Policy 4.1 Harassment, Including Sexual Harassment PAGEREF _Toc467505775 \h 46Policy 4.2 Tobacco Products PAGEREF _Toc467505776 \h 47Policy 4.3 Internet Use PAGEREF _Toc467505777 \h 48Policy 4.4 Client Notes PAGEREF _Toc467505778 \h 49Policy 4.5 Social Media PAGEREF _Toc467505779 \h 50Policy 4.6 Dress Code Requirements PAGEREF _Toc467505780 \h 53SECTION 5 - WAGE AND SALARY PAGEREF _Toc467505781 \h 55Policy 5.1 Wage or Salary Increases PAGEREF _Toc467505782 \h 55Policy 5.2 Overtime PAGEREF _Toc467505783 \h 56Policy 5.3 Unplanned Client Absences PAGEREF _Toc467505784 \h 57Policy 5.4 Paydays PAGEREF _Toc467505785 \h 58Policy 5.5 Sick Days PAGEREF _Toc467505786 \h 59Policy 5.6 Bereavement Leave PAGEREF _Toc467505787 \h 60Policy 5.7 Personal Leave PAGEREF _Toc467505788 \h 61Policy 5.8 Timesheets PAGEREF _Toc467505789 \h 62SECTION 6 - BENEFITS AND SERVICES PAGEREF _Toc467505790 \h 63Policy 6.1 Benefits and Services – Group Insurance PAGEREF _Toc467505791 \h 63Policy 6.2 Payroll Deductions PAGEREF _Toc467505792 \h 64Policy 6.3 RRSP’s PAGEREF _Toc467505793 \h 65Policy 6.4 Vacations PAGEREF _Toc467505794 \h 66Policy 6.5 Record Keeping PAGEREF _Toc467505795 \h 67Policy 6.6 Holidays PAGEREF _Toc467505796 \h 68Policy 6.7 Mileage PAGEREF _Toc467505797 \h 69Policy 6.8 Jury Duty PAGEREF _Toc467505798 \h 70Policy 6.9 Training and Professional Development PAGEREF _Toc467505799 \h 71Policy 6.10 Accommodations PAGEREF _Toc467505800 \h 72SECTION 7 - EMPLOYEE COMMUNICATIONS PAGEREF _Toc467505801 \h 73Policy 7.1 Staff Meetings PAGEREF _Toc467505802 \h 73Policy 7.2 Bulletin Boards PAGEREF _Toc467505803 \h 74Policy 7.3 Suggestion Box PAGEREF _Toc467505804 \h 75Policy 7.4 Procedure For Handling Complaints PAGEREF _Toc467505805 \h 76SECTION 8 - SERVICES TO CLIENTS PAGEREF _Toc467505806 \h 78Policy 8.1 Release Of Client Information PAGEREF _Toc467505807 \h 78Policy 8.2 Conflict Resolution PAGEREF _Toc467505808 \h 79Policy 8.3 Client Grievances PAGEREF _Toc467505809 \h 80Policy 8.4 Situations and/or Behaviours Of Concern PAGEREF _Toc467505810 \h 82Policy 8.5 Abuse of an Individual Accessing Support PAGEREF _Toc467505811 \h 92Policy 8.6 Use of Individualized Assistive Technology and Environmental Interventions (AT-EI) PAGEREF _Toc467505812 \h 95Policy 8.7 Personal Money of Individuals Accessing Supports PAGEREF _Toc467505813 \h 97Policy 8.8 Medication Administration PAGEREF _Toc467505814 \h 98Policy 8.9 Professional Boundaries PAGEREF _Toc467505815 \h 100Policy 8.10 Bath Water Temperature PAGEREF _Toc467505816 \h 101Policy 8.11 Incident/Accident Reporting PAGEREF _Toc467505817 \h 102Policy 8.12 Full Disclosure When Requesting Services PAGEREF _Toc467505818 \h 103Policy 8.13 Relationship between Individuals and Guardians/Monitor of Service PAGEREF _Toc467505819 \h 104Policy 8.14 Transitional Planning PAGEREF _Toc467505820 \h 105SECTION 9 - CHARTER OF CLIENT (CITIZEN) RIGHTS PAGEREF _Toc467505821 \h 106Policy 9.1 Right To Be Treated With Respect PAGEREF _Toc467505822 \h 107Policy 9.2 Right To Freedom From Harm PAGEREF _Toc467505823 \h 108Policy 9.3 Right To Dignity And Independence PAGEREF _Toc467505824 \h 109Policy 9.4 Right To Quality Services That Comply With Standards PAGEREF _Toc467505825 \h 110Policy 9.5 Right To Effective Communication PAGEREF _Toc467505826 \h 111Policy 9.6 Right To Be Fully Informed PAGEREF _Toc467505827 \h 112Policy 9.7 Right To Make An Informed Choice, And Give Informed Consent To Treatment PAGEREF _Toc467505828 \h 113Policy 9.8 Right To Support PAGEREF _Toc467505829 \h 114Policy 9.9 Right In Respect Of Research Or Teaching PAGEREF _Toc467505830 \h 115Policy 9.10 Right To Complain PAGEREF _Toc467505831 \h 116SECTION 10 - BOARD GOVERNANCE PAGEREF _Toc467505832 \h 117Policy 10.1 Defining Core Governance Policies PAGEREF _Toc467505833 \h 117Policy 10.2 Framework Policies PAGEREF _Toc467505834 \h 118Policy 10.3 Board Process Policies PAGEREF _Toc467505835 \h 119Policy 10.4 Board Operations PAGEREF _Toc467505836 \h 121Policy 10.5 Role Of The Individual Board Member PAGEREF _Toc467505837 \h 122Policy 10.6 Role Of The President PAGEREF _Toc467505838 \h 123Policy 10.7 Code of Conduct PAGEREF _Toc467505839 \h 124Policy 10.8 Conflict Of Interest PAGEREF _Toc467505840 \h 126Policy 10.9 Liability PAGEREF _Toc467505841 \h 127Policy 10.10 Committees Of The Board PAGEREF _Toc467505842 \h 128Policy 10.10.1 Board of Directors’ Nomination and Election Policy PAGEREF _Toc467505843 \h 129Policy 10.10.2 Board of Directors’ Criteria for Nomination and Election Policy PAGEREF _Toc467505844 \h 131Policy 10.11 Board Communications PAGEREF _Toc467505845 \h 132Policy 10.12 Board-Executive Director Relationship Policies PAGEREF _Toc467505846 \h 133Policy 10.13 Client Representative PAGEREF _Toc467505847 \h 136SECTION 11 - FINANCIAL POLICY PAGEREF _Toc467505848 \h 137Policy 11.1 Financial Management Overview PAGEREF _Toc467505849 \h 138Policy 11.2 Banking Arrangements PAGEREF _Toc467505850 \h 140Policy 11.3 Accounts Payable, Invoices and Payroll PAGEREF _Toc467505851 \h 142Policy 11.4 Petty cash PAGEREF _Toc467505852 \h 143Policy 11.5 Capital Expenditures PAGEREF _Toc467505853 \h 144Policy 11.6: Travel Expenses PAGEREF _Toc467505854 \h 145Policy 11.7 Budget PAGEREF _Toc467505855 \h 146Policy 11.8 Financial Reports and Audit PAGEREF _Toc467505856 \h 147Policy 11.9 Financial Records PAGEREF _Toc467505857 \h 148Policy 11.10 Fee Policy PAGEREF _Toc467505858 \h 149SECTION 12 - VISION, MISSION, AND VALUES PAGEREF _Toc467505859 \h 150SECTION 13 - TERMS OF REFERENCE-COMMITTEES PAGEREF _Toc467505860 \h 152Policy 13.1 LINX Fundraising Committee PAGEREF _Toc467505861 \h 152Policy 13.2 LINX Personnel Committee PAGEREF _Toc467505862 \h 154SECTION 14 – VOLUNTEERS PAGEREF _Toc467505863 \h 155Policy 14.1: Leduc LINX Volunteers - General PAGEREF _Toc467505864 \h 155Policy 14.2 Leduc LINX Volunteers – Fundraising PAGEREF _Toc467505865 \h 156Policy 14.3 Volunteer Code of Conduct PAGEREF _Toc467505866 \h 157APPENDIX PAGEREF _Toc467505867 \h 159SECTION 1 - INTRODUCTIONThis Manual is designed to acquaint staff with Leduc LINX Connect Centre (LINX) and provide information about working conditions, benefits, and policies affecting employment.The information contained in this Manual applies to all Staff of LINX. Following the policies described in this Manual is considered a condition of continued employment. However, nothing in this Manual alters a staff’s status. The contents of this Manual shall not constitute nor be construed as a promise of employment or as a contract between the Agency and any of its staff. The Manual is a summary of LINX policies, which are presented here only as a matter of information.Staff are responsible for reading, understanding, and complying with the provisions of this Manual. LINX’s objective is to provide staff with a work environment that is constructive to both personal and professional growth.Board Approval: January 12, 2013Policy 1.1 Changes in PolicyThis Manual supersedes all previous staff manuals and memos that may have been issued from time to time on subjects covered in this Manual.However, since the Agency’s funding and the organization are subject to change, LINX reserves the right to interpret, change, suspend, cancel, or dispute with or without notice all or any part of their policies, procedures, and benefits at any time. LINX will notify all staff of these changes. Changes will be effective on the dates determined by LINX, and after those dates all superseded policies will be null.No individual Supervisor or Manager has the authority to change policies at any time. If a staff member is uncertain about any policy or procedure, he/she should speak with their direct Supervisor.Board Approval:January 12, 2013Policy 1.2 Employment ApplicationsLINX relies upon the accuracy of information contained in the employment application/résumé and the accuracy of other data presented throughout the hiring process and employment. Any misrepresentations, falsifications, or material omissions in any of this information or data may result in exclusion of the individual from further consideration for employment or, if the person has been hired, termination of employment.Board Approval: January 12, 2013Policy 1.3 Employment RelationshipsStaff entre into employment voluntarily, and they are free to resign at any time for any or no reason. Similarly, LINX is free to conclude its relationship with any staff at any time for any reason during the probationary period. Following the probationary period, staff are required to follow the Employment Termination Policy (See Section 3.14).Board Approval: January 12, 2013Policy 1.4 Quality Improvement and Outcome EvaluationPolicy Purpose: To promote a culture of quality within LINX that includes an organization-wide management and staff philosophy of continuous quality improvement (QI) in programs, service delivery and client outcomes.Policy: LINX will objectively, systematically, and continuously assess, assure, monitor, evaluate, and improve the quality of processes, activities, programs, and services provided to clients. This is established considering agency-wide and/or specific program goals, objectives and measures (performance indicators) and includes training staff. To execute this policy, LINX’s plan may include, but not be limited to:1) Designationof a Quality Improvement Coordinator and/or a QI Committee2) Roles and responsibilities of leadership, management, and staff3) Quality improvement activities, projects, measures, resources, and timelines4) Methods to evaluate processes, programs, and services to identify opportunities for improvement5) Provisions for the use of customer satisfaction data and feedbackThe QI Plan will be presented to the LINX Board for review and approval on an annual basis. At the end of the calendar or fiscal year in which the plan is implemented, the LINX management team will review the quality improvement activities conducted during the year, including the targeted process or program outcomes, the performance indicators (measures) utilized, the findings, data aggregation, assessment, and the QI initiatives taken in response to the findings. These documents will also be reviewed by the Executive Director or his/her designees. QI Definitions for Public Health: For purposes of executing this policy, the following nationally accepted public definitions will be used.Quality: quality is the degree to which policies, programs, services and research increase desired outcomes and conditions for the clients and agency.Quality Assurance (QA): Assurance of quality is the planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled. Quality Assurance may also be defined as a retrospective review of processes, programs, and services. It provides for the systematic monitoring and evaluation of the various aspects of a project or service to ensure that standards of quality are being met. QA is frequently used to guarantee quality.Quality Improvement (QI): Use of a deliberate and defined improvement process, which is focused on activities that are responsive to client and agency needs. It refers to a continuous and ongoing effort to achieve measurable improvements in the efficiency, effectiveness, performance, accountability, outcomes, and other indicators of quality in services or processes. QI is frequently used to raise quality.Board Approval: PendingSECTION 2 - DEFINITIONS OF STAFF STATUSDEFINITIONS OF STAFF STATUS“Staff” DEFINEDA “staff” of LINX is a person who regularly works for or through LINX on a wage or salary basis. “Staff” may include regular full-time, regular part-time, temporary persons, and others contracted with the Agency, who are subject to the direction of LINX in the performance of their duties.PROBATIONARY PERIOD FOR NEW STAFFA new staff must successfully complete a 3 month probationary period in a specific position and have a performance evaluation completed by their Supervisor prior to attaining Regular Full or Part-time status. REGULAR FULL-TIMERegular Full-time staff are those individuals who have completed the 3 month probationary period and who are regularly scheduled to work 35 or more hours per week. These staff are eligible for the Agency’s benefit package, subject to the terms, conditions, and limitations of the benefit program. (Refer to Section 6 – Benefits and Services)REGULAR PART-TIMERegular Part-time staff are those individuals who have completed the 3 month probationary period and who are regularly scheduled to work less than 35 hours per week. Regular part-time staff are eligible for benefits if they work 21 hours minimum per week, subject to the terms, conditions, and limitations of the benefit program. (Refer to Section 6 – Benefits and Services)“SERVICE PROPRIETOR” DEFINED A “Service Proprietor” (or Support Home Provider) is defined as a private service contractor. LINX does however maintain the right to monitor formal programming activities and quality of support provided to the client who lives within the Proprietor’s home.Board Approval:January 12, 2013SECTION 3 - EMPLOYMENT POLICIESPolicy 3.1 Employment Policy – Non-DiscriminationIn order to provide equal employment and advancement opportunities to all individuals, employment decisions at LINX will be based on merit, qualifications, and abilities. LINX does not discriminate in employment opportunities or practices because of race, color, religion, sex, national origin, age or disability.LINX will make reasonable accommodations for qualified individuals with known disabilities unless doing so would result in an undue hardship. This policy governs all aspects of employment, including selection, job assignment, compensation, discipline, termination, and access to benefits and training.Staff with questions or concerns about discrimination in the workplace are encouraged to bring these issues to the attention of their Supervisor. Staff can raise concerns and make reports without fear of reprisal. Anyone found to be engaging in unlawful discrimination will be subject to disciplinary action, including termination of employment.Board Approval: January 12, 2013Policy 3.2 Non-disclosure/ConfidentialityThe protection of confidential Client information is vital to the interests and privacy of Clients who receive support(s) from the Agency. Leduc LINX Connect Centre is subject to conditions set forth by the “Freedom of Information and Protection of Privacy Act”. Confidential information includes, but is not limited to the following examples:Client and staff personal info. Eg. Present pensation data, Financial information, All Client documentation, Proprietary production processes,Personnel/Payroll records, andConversations between any persons employed or otherwise directly associated with LINX and those who are not affiliated with support or services to the Client(s).Information shared on a need to know basis.All staff, support home providers, and contractors, are required to sign an “Oath of Confidentiality” agreement as a condition of employment. Staff who improperly use or disclose client or LINX confidential information unless mandated will be subject to disciplinary action, including possible termination of employment and legal action.Board Revised & Approved: January 12, 2013Policy 3.3 New Staff OrientationOrientation is a formal welcoming process that is designed to make the new staff feel comfortable, informed about the Agency, and prepared for their position. New staff orientation is conducted by a Program Manager and includes an overview of the Agency’s history and an explanation of LINX’s Vision, Mission, and Strategic Plan. In addition, the new staff will be given an overview of benefits, tax, confidentiality and other legal issues, and must complete any necessary paperwork. Staff are presented with all codes, keys, and procedures needed to navigate within the workplace. The new staff’s Supervisor will introduce the new hire to both Clients and co-workers throughout LINX, review their job description and scope of position, explain the agency’s evaluation procedures, and help the new staff start on specific functions. Board Revised & Approved: January 12, 2013Policy 3.4 Probationary Period for New StaffThe probationary period for regular full-time and regular part-time staff lasts for 3 months from date of hire. During this time, management has its opportunity to assess the appropriateness of the staff. During this probationary period, both the staff and the Agency have the right to terminate employment without advance notice.Upon satisfactory completion of the probationary period, benefits will begin for staff who qualify (see Section 3.11). All staff, regardless of classification or length of service, are expected to meet and maintain Agency standards for job performance and behaviour (See Section 4, Standards of Conduct).Board Revision & Approval: January 12, 2013Policy 3.5 Work HoursThe LINX office operates from 8:45 a.m. to 4 p.m. Monday through Friday, except for Statutory Holidays (See Section 6.7, Holidays). The standard work week for most full time staff is 35 hours unless the staff and his/her Supervisor agree to other temporary scheduled working hours in advance. The standard work week for Full-time Instructors is 40 hours.The standard work week for Program Managers is 40 hours.The standard work week for the Executive Director is 44 hours.Board Revised & Approval: January 20, 2016Policy 3.6 Break PeriodsStaff are entitled to a one-half hour break depending on LINX scheduling. Lunch supervision assignments are compensated within regular hours of work.If staff have personal business to take care of on agency time, they must request permission from their direct supervisor in advance. Personal business is expected to be conducted on the staff’s own time.Staff who do not adhere to the “break policy”, will be subject to disciplinary action, including termination.Board Revision & Approval: January 12, 2013Policy 3.7 Office Operational PolicyIt is incumbent upon LINX Executive Director to ensure provision of consistent professional services including:Emergency contact numbers of Executive Director and Residential Manager are provided to parent/guardian/caregivers, staff, support home providers, and clients.Front door of LINX facility be under supervision during normal hours of operation.Board Approval: January 12, 2013Policy 3.8 Personnel FilesEmployee personnel files include the following: job application, job description, résumé, records of participation in training events, proof of auto insurance, Criminal Records Check, salary history, records of disciplinary action and documents related to staff performance reviews, coaching, and mentoring.Personnel files are the property of LINX, and access to the information is restricted. Management personnel of LINX who have a legitimate reason to review the file are allowed to do so.Staff who wish to review their own file should contact their Supervisor. With reasonable advance notice, the staff may review his/her personnel file in the Program Manager’s or Executive Director’s office and in the presence of their Supervisor or Executive Director.Board Revision & Approval: January 12, 2013Policy 3.9 Personnel Data ChangesIt is the responsibility of each staff to promptly notify their Supervisor and the Business Manager of any changes in personnel data such as:Mailing address,Telephone numbers,E-mail addressIndividuals to be contacted in the event of an emergency.A staff’s personnel data should be accurate and current at all times. Board Revision & Approval: January 12, 2013Policy 3.10 Inclement Weather/Emergency ClosingsAt times, emergencies such as severe weather, fires, or power failures can disrupt Agency operations. The decision to close the office will be made by the Executive Director or Designate. When the decision is made to close the office, official notification from LINX management or designate will be given to staff, clients, and employers. Board Revision & Approval: January 12, 2013Policy 3.11 Staff Performance Review and Planning SessionsSupervisors will conduct performance appraisals and planning sessions with all staff after three months of service. Supervisors may conduct informal performance appraisals and planning sessions more often if needed. Performance reviews and planning sessions are designed for the Supervisor and the staff to discuss their current job tasks, recognize and encourage attributes, and discuss positive, purposeful approaches for meeting work-related goals. The staff and the Supervisor will jointly discuss ways in which the staff can accomplish goals or learn new skills. The planning sessions are designed for the staff and his/her Supervisor to agree on new goals, skills, and areas for improvement. Wage and Salary increases may result from Performance appraisals (See Section 5.1). New staff will be reviewed at the end of their probationary periods (see Section 3.4 Probationary Period for New Staff). After a successful probationary period, the staff will meet with his/her Supervisor annually or as necessary.Board Revision & Approval: January 12, 2013Policy 3.12 Cell Phone UsageStaff of the Day Program are not to use their cell phones at all while in the Leduc LINX Connect Centre building. While in the community, employees are to only utilize their cell phones for emergency purposes.When their client is away from them, all residential staff are to be available by home or cell phone at all times, unless their client is away on respite. The staff are responsible for ensuring that their current numbers are with LINX.Executive Director and Management are required to be accessible by cell phone.Board Revision & Approval: January 15, 2014Policy 3.13 Corrective ActionLINX holds each of its staff to certain work rules and standards of conduct (see Section 4). When a staff deviates from these rules and standards, LINX expects the staff’s Supervisor to take corrective action.Corrective action at LINX is progressive, and in accordance to Labor Standards.Though committed to a progressive approach to corrective action, LINX considers certain policy infractions and violations of standards as grounds for immediate termination of employment. These include but are not limited to:theft in any form insubordinate behaviour vandalism or destruction of Agency property harassment or abuse untruthfulness about personal work history, skills, or training divulging Agency business practices to anyone not authorizedmisrepresentations of LINX or any persons involved with itBoard Revision & Approval: January 12, 2013Policy 3.14 Employment TerminationWhen staff intend to terminate his/her employment with LINX he/she shall give LINX at least two (2) week’s written notice.Any staff who terminates employment with LINX must return all files, records, keys, and any other materials that are the property of LINX. Any outstanding financial obligations owed to LINX will also be deducted from the staff’s final cheque. All benefits will be terminated on the same date that the individual’s employment is terminated.Board Revision & Approval: January 12, 2013Policy 3.15 SafetyLINX provides information to staff about workplace safety and health issues through regular internal communication such as:Training sessionsTeam meetingsBulletin board postingsMemorandumsOther written communicationsEach staff is expected to obey safety policy and exercise caution and common sense in all work activities. Staff must immediately report any unsafe or unstable conditions to their Supervisor. Staff who violate safety standards, cause hazardous or dangerous situations, or fail to report, may be subject to disciplinary action including termination of employment.In the case of an accident that results in injury, regardless of how insignificant the injury may appear, staff must notify their Supervisor. The Supervisor will complete the mandatory WCB forms and the staff will complete the staff’s form. The Agency will mail both Employer and staff form to WCB within the time frame as set out by WCB regulations.Any incident or accident may have an incident report requested by a SupervisorBoard Revision & Approval: January 12, 2013Policy 3.16 Health Related IssuesIf the need arises for a leave of absence, or change of duties, staff must notify their Supervisor. A doctor’s note is to accompany the leave of absence request, or change of duties.Board Revision & Approval: January 12, 2013Policy 3.17 Employees Requiring Medical AttentionIn the event that a staff requires medical attention if injured while at work, the staff’s personal emergency contact must be notified immediately. If it is necessary for the staff to be seen by the doctor or go to the hospital, WCB regulations as stated below will be followed by the Agency. In the event a staff requires medical attention as a result of becoming ill while at work, the staff’s personal emergency contact must be notified immediately. If it is necessary for the staff to be seen by the doctor or go to the hospital, a family member will be called to transport the staff to the appropriate facility. If an emergency arises requiring an ambulance, the Employer will call 911. LINX staff cannot be held responsible for transportation of another staff due to liabilities that may occur. A physician’s “return to work” notice is required if the staff has been on an injury leave or a personal medical leave.The Agency will follow WBC guidelines when a staff has been injured during his/her regular work hours of employment. The following was taken from the website for WCB at within 72 hours An Employer has 72 hours to complete and submit the Employer’s Report of Injury or Occupational Disease form after receiving notice or knowledge of an injury or illness that disables or will likely disable a worker beyond the date of accident. An Employer can report an injury online if signed up with my WCB or submit the Employer’s Report of Injury form by fax.An Employer should submit a report to WCB-Alberta if the accident results in, or is likely to result in:lost time or the need to temporarily or permanently modify work beyond the date of accidentdeath or permanent disability (amputation, hearing loss, etc.)a disabling or potentially disabling condition caused by occupational exposure or activity (poisoning, infection, respiratory disease, dermatitis, etc.)the need for medical treatment beyond first aid (assessment by physician, physiotherapy, chiropractic, etc.), and/or incurring medical aid expenses (dental treatment, eyeglass repair or replacement, prescription medications, etc.).Board Revision & Approval: January 12, 2013Policy 3.18 Building SecurityAll staff, Board members, contractors and volunteers, who are issued keys to the Agency’s buildings are responsible for their safekeeping. These individuals will sign a Key Disbursement form upon receiving the key. The last staff, or a designated staff, who leaves the office at the end of the business day assumes the responsibility to ensure that all doors are securely locked, thermostats are set on appropriate evening and/or weekend setting, and all appliances and lights are turned off with exception of the lights normally left on for security purposes. Staff are not allowed on LINX property after hours without prior authorization from the Executive Director or Designate.If a staff, Board member, contractor, or volunteer has been issued a key to access the front door, in the event of the loss of such key, it will be the individual’s responsibility to pay for the replacement, or any implication of said key.Board Revision & Approval: January 12, 2013Policy 3.19 Insurance and Personal EffectsAll staff are responsible to be sure that their own personal insurance policy cover the loss or damage of personal items (vehicles, homes, clothing, cell phone, etc). LINX assumes no risk or responsibility for any loss or damage to personal property. Staff will take pro-active measures to safely protect their own vehicle/property.Board Revision & Approval: March 16, 2016Policy 3.20 Supplies; Expenditures; Obligating the AgencyOnly authorized persons may purchase supplies in the name of LINX. No staff, whose regular duties do not include purchasing, shall incur any expense on behalf of LINX or bind LINX by any promise or representation without written approval.Board Revision & Approval: January 12, 2013Policy 3.21 Expense ReimbursementExpenses incurred by a staff must have the prior approval of a Supervisor. All expense sheets must have the Supervisor’s authorized signature, and appropriate documentation before payment will be issued.Board Revision & Approval: January 12, 2013Policy 3.22 Staff Education and Training RequirementsStaff are required to have the following education and training requirements. The Board may choose to make exceptions to the requirements in regards to the Executive Director, and the Executive Director may make exceptions to any of the other positions.Executive Director At least 5 years of disabilities experienceCurrent Criminal Records Check and Vulnerable Sector CheckHigh School Diploma or GED, Preferably a degree (Board of Directors may make exceptions)Valid driver’s license and driver’s abstract with good driving record (insurable) to transport clients.Must be 18 years or olderDay Program and Residential ManagerAt least 5 years of disabilities experienceA Current Criminal Records Check and Vulnerable Sector CheckHigh School Diploma or GED Valid driver’s license and driver’s abstract with good driving record (insurable) to transport clientsMust be 18 years or olderBusiness ManagerRequired skills: Income Statement, Operating Budgets, Analysis of Variances, Accounting Controls, Spreadsheets, Cash Flow Statement, Payroll Accounting, Balance Sheet, Federal Income Tax, and Payroll With holdingsA Current Criminal Records Check and Vulnerable Sector CheckValid driver’s license, driver’s abstract with good driving recordMust be 18 years or olderFront line staffMust be 18 years or olderHigh School Diploma or GEDValid driver’s license, driver’s abstract with good driving record (insurable) to transport clients.A Current Criminal Records Check and Vulnerable Sector CheckSome disabilities experience is preferable however we are willing to teachSupport Home Providers: In addition to front line staff requirements, Support Home Providers must also:Pass a Home inspection by Alberta HealthMust have maintained a stable living environment for the last three - (3) yearsEveryone over 18 must submit a current Criminal Records Check and Vulnerable Sector CheckBoard Revision & Approval: PendingPolicy 3.23 Visitors in the WorkplaceAll visitors must enter through the main reception area. Only clients and current staff are allowed in common areas. Visitors must sign in and out at the business manager office.Board Revision & Approval: May 21, 2014Policy 3.24 Risk ManagementRisk Management involves identifying potential risks that may be associated at LINX. LINX staff work to reduce or modify risk involved. The main question is “What could go wrong and what do we do to avoid it?” Risk Management involves identifying the risk of loss or injury to a staff and clients during the delivery of services. Once the risk has been identified, reasonable measures must be taken to prevent, minimize or eliminate that risk. LINX attempts to minimize risk by things such as:Screening staff is a process that ensures the right match between the work to be done with the staff and who will do it. Screening serves to create and maintain a safe work environment. It is an ongoing process to identify any volunteer who may potentially cause harm to adults at LINX or risks associated with volunteering. Screening at LINX involves: Filling out the Checking References, Completing the Criminal Record Check and the Vulnerable Sector Check, Interview, matching the staff with the client, and ongoing evaluation by staff. Position Descriptions clarify roles and responsibilities of LINX staff and volunteers.Educating staff and clients about potential abuse is important. LINX provides training on Abuse Protocol, Restrictive Procedures and MANDT. Recruitment of the staff must be a formal process. LINX posts staff positions and LINX carefully selects its staff in the recruitment process. Staff will receive an orientation to LINX and will be evaluated during the probationary period (three months) before a position is offered on a permanent basis. LINX Volunteer Job Descriptions help identify the level of risk to which a volunteer can be exposed. Volunteers are not allowed to do regular duties of paid staff. During the matching of a volunteer an assessment has to be completed to determine the level of risk to the adults at LINX or to the volunteer. Each Volunteer Position Description at LINX should set out specific conditions and responsibilities of volunteers. All volunteers who support adults at LINX indirectly/directly must be supervised for a minimum six months probationary period. Some volunteers at LINX may work in pairs with adults to reduce the risk after the probationary period of minimum six months is completed. Low Risk: minimal or no contact with adults at LINXMedium Risk: supervised contact with adults at LINXHigh Risk: unsupervised contact with adults at LINX“Acceptable risk” is hard to define in any situation. The following is a list of standpoints that could be used as a basis for determining when a risk is acceptable or, perhaps, tolerable. A risk may be acceptable when: it falls below an arbitrary defined probability it falls below some level that is already tolerated it falls below an arbitrary defined attributable fraction of total disease burden in the community the cost of reducing the risk would exceed the costs savedthe cost of reducing the risk would exceed the costs saved when the ‘costs of suffering’ are also factored in the opportunity costs would be better spent on other, more pressing, public health problemspublic health professionals say it is acceptable the general public say it is acceptable (or more likely, do not say it is not) politicians say it is acceptableBoard Revision & Approval: PendingPolicy 3.25 Concurrent Employment PositionsOccasionally staff may hold more than one position within LINX at the same time. For the purpose of ensuring the best interests of all clients, preventing staff/Contractor burn-out, and preventing conflict caused by staff having more than one supervisor, Management may restrict multiple roles for staff/Contractors.Board Revision & Approval: January 12, 2013Policy 3.26 Disclosure of Criminal ConvictionAll staff, volunteers, and anyone over 18 in a support home are required to get a criminal records check before they commence employment. The staff and volunteers must also sign a “disclosure of criminal conviction after hire”. The staff in charge of the support home where others are over 18 are also responsible to ensure that those individuals disclose any criminal convictions after hire. Convictions after hire may result in the immediate dismissal of the staff or volunteer. Requests for exceptions may be made in writing to the Executive Director. If the request is granted, the record in question will be kept in the staff’s file with a letter of consent from the Executive Director.Board Revision & Approval: PendingPolicy 3.27 Staff Procedure in Emergency SituationsIt is the job of the staff to keep themselves, their clients, and their co-workers safe at work. Staff must be alert at all times to be proactive to prevent situations, or react properly and safely in an emergency situation. Staff must be trained in first aid, be aware of fire and escape procedures, be trained in MANDT to know how to deal with aggressive situations, etc. Some situations of concern may be:Escape Procedures and RoutesKnow building's?fire escape plans whether at LINX, client’s employment, or support home.Know the best possible ways to exit the building. Decide on a place to meet once everyone has exited the building. Hold practice fire drills regularly. If you are unable to escape, you can create an area of refuge by following these steps:First, create a barrier between you and the fire. Do this by going into a room that is unaffected by the fire and shut the door. Then, stuff the gap under the door with a wet cloth and close the vents. By doing this you can seal out the smoke and wait safely until help arrives.?Don't break the windows. If you need air, open the window a crack.Stay under the smoke where the air is freshest. Keep a wet cloth over your nose and mouth and try to breathe only through your nose.?Signal for help by hanging an easy to see object in the window.If you have a phone near you, call 911 for help.Medical Emergency ProceduresIf a staff, client, or visitor experiences a medical emergency, it is crucial to act quickly. Designate someone to make phone calls to 911 and to the victim’s emergency contact person. If it’s necessary and you are able to do so safely, render first aid to the victim. Always have one person stay with the victim until the paramedics arrive.Robbery SituationsIf a workplace is robbed, the first step is to stay calm and encourage the rest of your clients to do the same. Try to avoid eye contact with the assailant and don’t make any sudden movements. Follow his or her demands; whatever he or she wants isn’t worth your life or the lives of others. If you have an opportunity to do so safely without being noticed, dial 911 inconspicuously and leave the phone line open so the operator can find your address and hear what is going on. Allow the assailant to leave without a fight. When help the police arrive, try to give them as much information about the robber as possible such as height, weight, ethnicity, distinct markings, vehicle license plate, etc.Suspicious ActivityIf you notice a stranger hanging around the lobby or parking lot of your building, do not enter the area.Keep your client with you.If the police need to be notified, try to give police a description of the person and behavior. Sometimes, these suspicious people are profiling a person or business so they can carry out a crime in the near future. Safety should always be a main priority. In any situation of concern, staff must consider the following:Keep clients with them at all times unless doing so is a danger to them or other clients.Consult supervisors as soon as it is safe to do so.Ensure guardians are consulted as soon as possible (consult with supervisor to verify who should be doing this in that specific situation).Complete Incident/Accident Report as soon as possible.Board Approval: PendingPolicy 3.28 Staff Development and TrainingStaff must come in for training as requested. If staff are unable to attend the required course, they must obtain equivalent training at their own expense within a specified period of time.After one year, LINX will pay for renewals. This applies only to full time staff. Staff will be reimbursed for wages for their time for LINX mandated training.All staff are required to have significant training to allow them to be flexible to work with any client in the agency.Mandatory trainings for all staff are:Abuse Prevention and Response ProtocolMedication Administration (Support Homes, Respite, and 50% of Day Program Staff)First AidRestrictive ProceduresFreedom of Information and Protection of Privacy (FOIP)MANDT TrainingAny other training as required by LINXIn addition to the above Mandatory Training, staff who works with complex needs individuals may require general or client specific training including:Client’s Formal plansClient’s Cue’s and Best ResponsesSafety strategiesUpdated information is shared with relevant staff in team and/or staff meetings.Board Approval: March 16, 2016Policy 3.28 Hiring of Family/Relatives The Executive Director may not hire family or relatives.Board Approval: January 12, 2013SECTION 4 - STANDARDS OF CONDUCTSTANDARDS OF CONDUCTStaff are expected to follow the policies and standards faithfully in doing their own jobs and conducting the Agency’s business. Please note that any staff who deviates from these guidelines and standards will be subject to corrective action, up to and including termination of employment.Policy 4.1 Harassment, Including Sexual Harassment LINX defines harassment as any improper conduct by an individual that is directly and knowingly aimed to offend another individual in the workplace or at any work related locations. As outlined in the Alberta Human Rights Act, this also includes any form of harassment based on the following grounds: race, national origin, colour, religion, disability, age, sex, sexual orientation, marital status, family status or pardoned conviction. For the purpose of this policy, harassment includes but is not limited to: Unwanted physical contact or conduct, including sexual advances;Verbal comments of a sexual nature or jokes, innuendos and taunts;Demeaning or insulting comments aimed at an individual;The display of insulting or sexual objects, pictures or videos including pornography;Demeaning or insulting written, recorded or electronically transmitted messages.LINX is committed to providing a work/support environment that is free of abuse, discrimination and unlawful harassment. Any behavior as listed above will not be tolerated and will be subject to disciplinary action.Any staff who believes that a manager’s, other staff member’s, or non-staff member’s actions or words constitute harassment has a responsibility to report this behavior immediately. In the event that the alleged harassment involves another staff member or non-staff members, the complaint or report should be made to the staff member’s manager. Likewise, complaints involving an staff member’s manager should be made to the Executive Director and complaints involving the Executive Director should be made to the Board or Directors. All organizational stakeholders (staff, management and Board of Directors) are responsible for maintaining a safe and harassment free workplace. Management and the Board of Directors are responsible for acting on harassment complaints in the appropriate manner to ensure staff safety.Reports of harassment will be handled and investigated promptly and in as confidential manner as possible. Investigations in to such allegations will be conducted impartially and will only involve the necessary parties outlined in the complaint. As such, staff is asked to be cooperative throughout the investigation process. Regardless of the outcome of the investigation, all staff providing information will be protected from any form of retaliations by co-workers or superiors.Based on conclusions from the investigations, parties who are affected by harassment in the workplace will be given necessary support to ensure their safety and comfortability in the workplace. In addition to the procedure outlined above, staff can refer to Policy 7.4 Procedure For Handling Complaints for more information on the complaint and investigation process.Board Revision & Approval: August 30, 2017Policy 4.2 Tobacco Products While LINX supports the rights of individuals to use tobacco products, the Executive Director will uphold the rights of the clients, to not expose them to second hand smoke.The use of tobacco products is not permitted anywhere on the Agency’s premises.The use of tobacco products is the choice of the staff. As ambassadors of LINX, staff shall respect the air space of all Clients and their work sites. Designated smoking areas are located in the staff’s vehicle (without Client) or in accordance with the provincial Tobacco Reduction Act. Revision & Approval: January 12, 2013Policy 4.3 Internet Use LINX Employees are allowed use of the Internet and e-mail when necessary to serve Clients and conduct the Agency’s business. Employees may use the Internet when appropriate to access information needed to conduct the business of the Agency. Employees may use e-mail when appropriate for Agency correspondence. Use of the Internet must not interfere with an Employee's productivity. Employees are responsible for using the Internet in a manner that is ethical and lawful.Internet messages are public and not private. LINX reserves the right to access and monitor all files and messages on its systems.Downloading any file without prior approval from the Supervisor is strictly prohibited.Board Revision & Approval: February 17, 2009Policy 4.4 Client Documentation Daily notes/documentationAll Staff are required to complete daily notes on Sharevision for each Client with whom they work. All Staff are expected to enter their notes on a weekly basis. Time to do notes and paperwork is accounted for in the hours Staff are paid for. Staff who do not complete Client notes within seven days of working with the client may be subject to disciplinary action. Yearly Individual Support PlansAll Staff are required to complete yearly Individual Support Plans (ISPs) on Sharevision for each Client with whom they work. All Staff are expected to have these ISPs completed by the 5th day of the Client’s birthday month. Time to do ISPs is accounted for in the hours Staff are paid for. Staff who do not complete Client ISPs by the 5th day of the Client’s Birthday month may be subject to disciplinary action. Irregular documentationAt any time, staff may be required to complete reports in regards to an incident, medical concerns, ABC’s, etc. Some reports are required to be completed within 24 hours (e.g. Incident Reports), while others may be 72 hours or another length of time. If a staff is unsure the time line that will be expected, they are to contact their supervisor immediately for verification.All DocumentationClient notes, ISPs, or any other personal information is notes or any other personal information are not to be removed from the office or kept on personal devices (e.g. phones, computers, memory sticks, external hard drives, etc). If staff are choosing to access Sharevision through an app, their phones must be locked and/or Sharevision signed out of whenever they are not using the app. Employees who disregard this policy will be subject to disciplinary action.Board Revision & Approval: August 16, 2017Policy 4.5 Social Media LINX strives to maintain a positive image in the community, and has adopted this policy to ensure that our staff members are aware of their responsibility to maintain a positive image as a representative of our organization. LINX staff that maintain personal social media pages (e.g. Facebook, Blogs, Twitter, etc.) are expected to comply with the guidelines set out within this policy.This policy provides guidance for staff use of social media, which should be broadly understood for purposes of this policy to include blogs, wikis, microblogs, message boards, chat rooms, electronic newsletters, online forums, social networking sites, and other sites and services that permit users to share information with others in a contemporaneous manner. The absence of, or lack of, explicit reference to a specific website or service does not limit the extent of the application of this policy. Where no policy, procedures, or guidelines exist, employees should use their professional judgment and take the most prudent action possible. Consult with your supervisor or director if you are uncertain.At all times, in or out of working hours, employees are ambassadors for LINX. Employees need to be aware that their actions captured via images, posts, or comments online can reflect on LINX. The following principles apply to professional use of social media on behalf of LINX as well as personal use of social media when referencing LINX. Breaching any of these could result in disciplinary action or termination.Staff need to know and adhere to the LINX’s Code of Conduct, Staff Handbook, and other company policies when using social media in reference to LINX.Staff should be aware of the effect their actions may have on their images, as well asLINX’s image. The information that staff post or publish may be public information for a infinite amount of time.Staff should be aware that LINX may observe content and information made available by staff through social media. Staff should use their best judgment in posting material that is neither inappropriate nor harmful to LINX’s clients, staff, Board, and families.Although not an exclusive list, some specific examples of prohibited social media conduct include posting commentary, content, or images that are defamatory, pornographic, proprietary, harassing, libelous, or that can create a hostile work environment.Staff are not to publish, post or release any information that is considered confidential or not for general public knowledge. If there are questions about what is considered confidential, staff should check with the Executive Director and/or supervisor.Social media networks, blogs and other types of online content sometimes generate press and media attention or legal questions. Staff should refer these inquiries to the Executive Director.If staff find encounter a situation while using social media that threatens to become antagonistic, staff should disengage from the dialogue in a polite manner and seek the advice of a supervisor.Staff should get appropriate permission before you refer to or post images of current or former staff, members, or clients. Additionally, staff should get appropriate permission to use a third party's copyrights, copyrighted material, trademarks, service marks or other intellectual property.Staff are permitted to access personal emails/social networking sites only during personal breaks and/or lunch, if there are no clients present in the room. Do not open any files attached to personal email.? (Internet file=potential virus). No personal social networking activity should take place during work hours.? This includes but is not limited to browsing, reading/responding to email alerts, and updating information/photos.Social media use should not interfere with staff’s responsibilities at LINX. LINX’s computer systems are to be used for business purposes only. When using LINX’s computer systems, use of social media for business purposes is allowed (ex: Facebook, Twitter, LINX blogs and LinkedIn), but personal use of social media networks or personal blogging of online content is not allowed and could result in disciplinary action.Subject to applicable law, after‐hours online activity that violates LINX’s Code ofConduct or any other company policy may subject a staff to disciplinary action or termination.If staff publish content after‐hours that involves work or subjects associated with LINX, a disclaimer should be used, such as this: “The postings on this site are my own and may not represent LINX’s positions, strategies or opinions.”Staff are to keep LINX related social media accounts separate from personal accounts, if practical. For example, a Facebook page created for a LINX purpose and approved by the Executive Director may be created and shared with LINX clients, but a personal account may not.The following activities and content are prohibited on personal social networking/media sites: Identifying information of any current or past clients. Statements adversely affecting the Agency’s interests or reputation. Statements reflecting any violence, harassment or bullying of LINX’s clients, staff, Board, and families. Posting of photos or videos taken at program and Agency activities and events.Breaching the appropriate boundaries between staff and clients. “Friending” a client on Facebook provides a false environment for the individual and also the individual’s family as they may perceive that once this employee leaves/quits/etc that the next employee will become their son/daughter’s friend too. LINX insists that staff/client boundaries are clear, and staff are recognized only as friendly professionals and not friends. Therefore being “Facebook friends” is prohibited.This policy is not intended to interfere with the private lives of our staff members, or impinge their right to freedom of speech. This policy is designed to ensure that LINX image and branding remain positive and untarnished, and protect the interests LINX’s clients, staff, Board, and families.Board Revision & Approval: November 16, 2016Policy 4.6 Dress Code Requirements Dress code policy: Business CasualLINX has established a business casual dress code policy. While LINX staff are not required to wear what is traditionally considered formal business attire, appropriate standards of professionalism must be followed.Staff are expected to maintain a clean and neat appearance at all times, dressing in a manner appropriate for work being performed and consistent with safety rules and considerations. Workplace attire must not serve as a distraction to other staff, clients, job sites, or visitors.For some examples of acceptable and unacceptable attire, see chart below.AttireAcceptableUnacceptableHygieneBody and clothing must be cleanAppropriate make-upTrimmed and tidy facial hairGood oral hygienePerfumes and strong scentsBody odorDamaged/broken clothingBad breathHairCombed and cleanHeadbandsPonytails Bed headMattedGreasyTopsModest necklineSheer fabrics if appropriate shell linerTurtleneckT-shirts Polo shirtsDress shirtsSleeveless shirts must be 3” wide for shoulder and professional lookingBra showingStomach baringHalter topsTank topsSpaghetti topsTube topsT-shirts with language or images that can be considered foul, vulgar, or obscene, or offensive to specific clients or public (eg alcohol images, sexual images, etc)Tight itemsT-shirts (for male Managers)PantsKhakisJeansDress pantsLeggings as pantsUndergarments showingIntergluteal cleft visibleTight itemsShortsHem must fall at knee when sittingCaprisBurmuda shortsWalking shortsIntergluteal cleft visibleTight itemsSkirts/ DressesHem must fall at knee when sittingHalter style with coverTank style with coverLeggings/tights with skirt or dressBra showingHalter styleTank styleIntergluteal cleft visibleTight itemsFootwearSneakersSandalsHigh heelsFlips flopsAny footwear inappropriate for the client job site – this overrides any LINX footwear allowed. Keep in mind you could be asked to work anywhere with no notice so keeping a pair of appropriate footwear in your vehicle is recommended.SwimwearT-shirts over swim suitModest swimsuitsSpeedosString bikiniSleepwearPajama pantsSleep shirts to the kneeHousecoats to the knee Modest sleepwearTranslucent/see through pajamasTranslucent/see through house coatOverly short pajamasStaff are expected to comply with LINX’s dress code policy, maintaining an appropriate image for the workplace any time they are at work or otherwise representing LINX, such as during meetings, at job sites, in the office, at client activities, and client appointments. While we understand that clothing in a support home or respite setting may not need to have the same degree of restrictiveness, it must still be follow the above guidelines in public, and be modest and respectful in the presence of clients when at home. In addition, there may be circumstances in which specific clothing is required for employment with LINX. Effective July 1, 2016 all staff must have on their “person” a pair of steel toed boots/shoes, protective clothing, bathing suits, hair nets and any other items required to perform any duties required by clients worksites at their own expense. Failure to adhere to this policy may result in disciplinary action leading up to and including termination of employment. Board Revision & Approval: June 20, 2017I ___________________________ have read Policy 4.6-Dress Code Requirements. I am aware that I need to follow the dress code as presented by this policy and management. I also acknowledge that I must have all specific clothing required for employment available when requested.Date: ____________________________________Signature: ________________________________SECTION 5 - WAGE AND SALARYPolicy 5.1 Wage or Salary Increases Each Employee’s hourly wage or annual salary will be reviewed at least once each year. The review will usually be conducted on or about the anniversary date of employment or the date of the previous compensation review. Such reviews may be conducted more frequently for a newly created position, or based on a recent promotion. Increases will be determined on the basis of performance, adherence to Agency policies and procedures, and ability to meet or exceed duties of job description and achieve Professional/Personal Growth goals. Although the Agency’s salary ranges and hourly wage schedules will be adjusted on an ongoing basis, LINX does not grant “cost of living” increases unless an increase in direct service costs is received. Personal/Professional growth and length of time employed is the key to wage increases at LINX.Board Revision & Approval: February 17, 2009Policy 5.2 Overtime A standard work week is 35 hours. Overtime compensation is paid to regular Employees in accordance with Alberta Employment Standards. Overtime for all hours worked over 40 hours per week will be reimbursed at 1 and ? times regular hourly wage for each hour worked. Time off on personal time, holidays, or any leave of absence will not be considered hours worked when calculating overtime. In addition, vacation time does not constitute hours worked. Management and Instructors are exempt Employees and will be reimbursed for overtime as per agreement. Overtime earned and lieu time used will be tracked by Employees and approved by their Supervisor. All overtime work performed by an hourly Employee must receive the Supervisor’s prior authorization. Overtime worked without prior authorization from the Supervisor may result in disciplinary action and/or will not be compensated. The Supervisor’s signature on a timesheet authorizes pay for overtime hours worked.Alberta Employment Standards Website: Revision & Approval: February 17, 2009Policy 5.3 Unplanned Client AbsencesLINX understands that, on occasion, Clients do not show up for scheduled meetings with Outreach or other assignments. On those occasions, Employees must inform their Supervisor. Employees will be entitled to claim 2 hours of service for respecting their obligations. Employees must have their Supervisor identify those hours and sign off on the timesheet.Caregivers will provide 24 hours respite cancellation notice to their Supervisor. With less than 24 hours notice, one day respite will be forfeited. The scheduled respite worker will receive one day remuneration.Board Revision & Approval: February 17, 2009Policy 5.4 Paydays All staff are paid by direct deposit, on the last day of each month. In the event that a regularly scheduled payday falls on a weekend or holiday, staff will receive pay on the last working day before the normally scheduled payday. LINX does not generally pay advances to any staff. Exceptions may be requested in writing in advance to the executive director. Any errors on pay cheques found within 30 days, will be corrected on the next cheque.Board Revision & Approval: March 21, 2011Policy 5.5 Sick Days Sick days are accrued by full time regular staff at .5 day per month worked to a maximum of six (6) days per year. Sick days start accruing 30 days after date of hire or on the first of the month after the 30 day period. Sick time will be paid out up to the amount accrued to date for the fiscal period (April 1 – March 31). If sick days are not taken, or time is left over at the end of the fiscal period, the time not taken will be paid out to the staff. Sick days cannot be carried forward.Part time staff are not eligible for paid sick days. Staff who are sick are required to provide a doctor’s note to their supervisor when staff are away from work for more than 2 consecutive days Staff who are away for more than 2 continuous weeks on sick leave are required to have their treating physician complete a “Release to Return to Work” form. This form must be provided to the staff’s supervisor at least one week prior to the date of return stated on the doctor’s note. LINX reserves the right to request that a staff be seen by an independent third party physician. In the event that LINX requests that the staff be seen by an independent third party physician, LINX will accept the independent third party physician’s Release to Return to Work Notice. Board Revision & Approval: August 16, 2017Policy 5.6 Bereavement Leave Full-time Employees are eligible for up to two (2) regularly scheduled days of Bereavement Leave with pay per calendar year. Permanent Part-time Employees who work a minimum of 21 hours per week are eligible for one (1) regularly scheduled day of Bereavement Leave without pay per calendar year. Bereavement Leave must be approved by the Executive Director or designate. Bereavement Leave without pay may be granted is in the case of the death of the Employee’s:spouse or common-law partner;parent, grandparent, or grandchild;child;brother or sister;niece or nephew.Bereavement days are not accrued and will not be paid out. Board Revision & Approval: February 17, 2009Policy 5.7 Personal Leave Full-time Employees are eligible for up to two (2) personal days without pay per each calendar year for attending to personal matters (e.g. children’s illness, family emergency, attending a funeral etc.). Permanent Part-time Employees are eligible for one (1) personal day per each calendar year. Personal Leave must be approved by the Executive Director or designate. Board Revision & Approval: February 17, 2009Policy 5.8 Timesheets The Executive Director is to ensure that there is clear accounting of, and accurate designation of time to ensure accountability for funding purposes and satisfaction of job requirements.Board Approval: March 21, 2011SECTION 6 - BENEFITS AND SERVICESPolicy 6.1 Benefits and Services – Group InsuranceAfter a successful probationary period LINX offers a benefits program for its regular full-time (at least 35 hours) Employees. Participation is mandatory in some benefit areas. 6.1 GROUP INSURANCELeduc LINX Connect Centre offers the following health and life insurance programs for regular full-time and Employees as determined by the carrier of the policies.Note: Insurance coverage terminates on the last day of employment.HEALTH INSURANCEBegins the first of the month following the three month probation period. For example, if hired April 15th, coverage would begin July 15th, but premium would not be deducted until August 1st.LINX contributes ? of premium cost for health and dental to a maximum of $75.00/month for regular full-time Employees who work a minimum of 35 hours per week. The Employee pays the premium by way of payroll deduction. LIFE INSURANCEThe premium deduction for life insurance begins the first of the month following the three month probation period. For example, if hired April 15th, coverage would begin July 15th, premium would not be charged until August 1st. 100% of this premium is paid by the Employee.This Manual does not contain the complete terms and/or conditions of any of the Agency’s current insurance benefit plans. It is intended only to provide general explanations. If there is ever any conflict between this Manual and any documents issued by one of the Agency’s insurance carriers, the carrier’s guideline regulations will be regarded as authoritative. Board Revision & Approval: January 15, 2014Policy 6.2 Payroll DeductionsLINX is responsible for withholding Canada Pension Plan (CPP) contributions, Employment Insurance (EI) premiums, and income tax from all Employees' earnings and participates in forwarding these contributions to the Canada Revenue Agency on behalf of the Employees. It is also the responsibility of LINX to provide WCB coverage for its Employees and keep the account in good standing at all times.Board Revision & Approval: February 3, 2009Policy 6.3 RRSP’sThe Registered Retirement Savings plan offers LINX Employees a unique opportunity for savings, financial growth and favourable tax treatment.The RRSP plan helps contributors save in several ways:Gross taxable income is reduced at time of filing personal tax return.LINX can make a matching contribution of the Employees' contribution up to $75 per month for full time Employees (35 hours) when Health Insurance benefits have been opted out of.Convenience of payroll deduction for the amount the Employee chooses. The RRSP is administered through Investors Group and managed internally by the Business Manager. Eligibility occurs after 3 months of continuous employment for regular full-time who work a minimum of 35 hours per week. RRSP withholding and matching Agency portion will be remitted monthly and as required by law.Board Revision & Approval: January 15, 2014Policy 6.4 VacationsPaid vacation is available to regular full-time and regular part-time Employees and is provided based on the following calculations:During the first 5 (five) years of employment, vacation accrual will be earned at the rate of 4% of regular earnings. After 5 (five) years of employment, paid vacation time will be earned at the rate of 6% of regular earnings.NOTES:All vacation time must be taken before fiscal year end (March 31 of current year).All requests for vacation must be submitted in writing and approved by Staff’s direct Supervisor. Not all requests for vacation may be approved. Vacation pay taken that exceeds vacation pay accrued will put Staff in deficit.Upon termination, unused earned vacation will be paid to the Staff with his/her final paycheque. Deficit vacation pay will be deducted from final paycheque.In accordance with the Government of Alberta’s Employment Standards Code, “employers must give, and employees must take, the vacation time to which they are entitled. Where employees have already been paid vacation pay this time off will be without pay.”Process for Day Program Requests for VacationFor those wanting specific time in the year booked for vacation, all requests for vacation must be submitted in writing by April 1st.Vacation time will be booked according to seniority.After vacations have been booked per seniority, as per the April 1st deadline, vacations booked in order of request, if the time is available.In the event that 2 vacation periods are requested at the same time after April 1st, approval will be based on seniority and availability.In order to ensure proper client coverage, only one staff will be given time off at a time. Extenuating circumstances will be considered based on clients in program (eg summer camps, etc).Vacation requests for the weeks of Christmas and New Years will be granted on a rotational basis. No staff will be granted both weeks in the same fiscal year. They will not be eligible for these weeks again until all staff have had the option of requesting them (initially being placed according to seniority).Board Revision & Approval: January 21, 2015Policy 6.5 Record KeepingThe Business Manager maintains vacation days accrued and used. Each Employee is responsible for verifying his/her pay stub to make sure the correct number of hours appears.Board Revision & Approval: February 3, 2009Policy 6.6 Holidays LINX observes the following paid holidays per year for all Employees:New Year’s Day, Family Day, Good Friday, Easter Monday, Victoria Day, Canada Day, Heritage Day, Labour Day, Thanksgiving Day, Remembrance Day, Christmas Day, Boxing Day.General Holiday pay will be paid to employees in accordance with the Province of Alberta’s “Employment Standards Code”.Board Revision & Approval: March 29, 2011Policy 6.7 Mileage Staff who use their vehicles for the following activities:Picking up or dropping off Clients at their job/volunteer placement.Follow-up Job Coaching.Program munity access activities.Staff can document mileage and use a T2200 form on their personal income tax return.Mileage claims due to emergent situations must be approved and signed off by the Executive Director. The only exception would be when an outside employer pays. Board Revision & Approval: February 3, 2009Policy 6.8 Jury Duty Employees will be granted time off without pay to serve on a jury. However, all regular Employees both full-time and part-time will be kept on the active payroll until their civic duties have been completed. A copy of the jury duty summons and all other associated paperwork is required for the personnel file.Board Revision & Approval: February 3, 2009Policy 6.9 Training and Professional DevelopmentLINX recognizes that the skills and knowledge of its staff are critical to the success of the Agency and the Clients it supports. LINX offers required training (except for Standard First Aid which is a condition of employment at time of hiring). LINX offers educational opportunities including in-services and additional training opportunities as available, to encourage personal development and improve job-related skills.LINX recognizes the value of professional development and personal growth for staff. Therefore, LINX encourages its staff who are interested in continuing education and job specific training or in-service, to research these further and consult with their Supervisor or Executive Director to bring in or attend training.Please note: although LINX may not pay for all training, any training taken can be used as a tax deduction at the end of the year.Board Revision & Approval: February 3, 2009Policy 6.10 AccommodationsLINX acknowledges the benefit of staff stability. There are occasions when staff may need special accommodations to accomplish their jobs. LINX will make reasonable accommodations for staff when possible. Any accommodations made for staff would never be to the detriment of the clients of LINX. All accommodations will be approved by the Executive Director. All accommodations will be documented and placed in the staff file. Board Revision & Approval: PendingSECTION 7 - EMPLOYEE COMMUNICATIONSPolicy 7.1 Staff Meetings The Residential and Day Programs have mandatory monthly staff meetings, with the time to be scheduled on a regular ongoing basis (eg. monthly, Day Program every third Wednesday 4:00-5:00, Support Homes every third Tuesday 12:00-1:00, and Outreach every third Tuesday 4:00-5:00).These mandatory meetings allow staff to be updated on recent Agency activities, Client supports, changes in the workplace, staff recognition, and so on.Staff meeting minutes are recorded, typed and placed in the staff minute binder in the Residential Manager’s office for Support Homes and Outreach, and the staff room for the Day Program.? All staff from all programs are responsible for reading the contained information and initialing the document from their appropriate programs. Attendance at monthly staff meetings is mandatory unless a Supervisor approved the absence.? Absences may lead to formal disciplinary action, up to and including termination.? Casual employees are compensated for their time.? For full time Day Program employees time is accounted for in their daily claimed hours. If they miss a meeting, the length of the staff meeting will be deducted from their time sheet. This also applies to leaving a meeting before its completion (eg. leaving a meeting 30 minutes before its completion will result in the staff being required to deduct 30 minutes off their time sheet).Board Revision & Approval: March 22, 2017Policy 7.2 Bulletin Boards Bulletin boards placed outside and opposite the Resource room provide Employees access to important posted information and announcements. The Employee is responsible for reading necessary information posted on the bulletin boards. Board Revision & Approval: February 3, 2009Policy 7.3 Suggestion Box LINX encourages Employees, who have suggestions that they do not want to offer orally or in person, to write them down and leave them in the “suggestion box” located below the Bulletin Board. If this is done anonymously, every care will be taken to preserve the Employee’s privacy. The Executive Director checks the box on a regular basis.Board Revision & Approval: February 3, 2009Policy 7.4 Procedure For Handling Complaints Under normal working conditions, Employees who have a job-related problem, question or complaint should first discuss it with their immediate Supervisor. At this level, Employees usually reach the simplest, quickest, and most satisfactory solution. If the Employee and Supervisor do not reach a resolution, LINX encourages Employees to use the following process:Where the grievance has not been resolved to the Employee’s satisfaction under the above informal procedures, the Employee shall submit a formal written notice of the grievance to their immediate manager together with any relevant documents. A copy of this will be submitted to the Executive Director.That Manager shall seek to resolve the grievance and shall arrange to meet the Employee within 5 (five) working days of receipt of the written grievance.? All participants will be made aware that any relevant information to the complaint may be discuss, and that all information shared in the meeting will be follow the rules of confidentiality.The Manager will explore the nature of the grievance and any action the complainant hopes to have taken to resolve it.?? The Manager shall provide a written summary and outcome of the meeting to the Employee within 5 (five) working days.?All related documentation will be entered on the complainant’s file. If the Employee is dissatisfied with the outcome and the matter is still not resolved, he/she may seek a review of the case by the Executive Director or in the case of the person of concern being the Executive Director, the Board of Directors.The Employee shall write to the Manager who heard the formal grievance requesting a review by the Executive Director or Board and making clear the nature of their continued dissatisfaction.The Employee will be given 10 working days written notice of the appeal meeting date. All participants will be made aware that any relevant information to the complaint may be discuss, and that all information shared in the meeting will be follow the rules of confidentiality.The Manager who heard the grievance shall prepare a report detailing actions taken to date in response to the grievance, including all supporting documentation. This report shall be forwarded to the Board Chair 10 working days before the appeal meeting date.Board Revision & Approval: March 16, 2016SECTION 8 - SERVICES TO CLIENTSPolicy 8.1 Release Of Client Information Clients have a right to the protection of personal information with regards to their relationship with the Agency. A client may request LINX to share information about them or an outside agency or person may request LINX to share information about a client.An authorization for LINX to Request/Release information may be required in the following situations:Sharing verbal or written client information with an outside agency or individual;Sharing information about the services that the client receives from LINX, with the client’s family, relative, or other; orSharing information with third party funders, who pay for services received by the client and request assessment information prior to financial reimbursement.The client will be requested to sign a Request/Release Information form. This form must contain the following information:To whom,From whom,What documents are to be released/shared,What type of information is to be released/shared,And have a time limit (e.g. 3-6 months or upon termination of services, whichever comes first). The release must never be open-ended. Board Revision & Approval: February 3, 2009Policy 8.2 Conflict ResolutionLINX is committed to identifying conflict and working toward resolving it. Conflict may occur between staff members, between staff and clients, between staff and management, or between clients and management. If is important to acknowledge conflict when it exists and be open to addressing it. Those experiencing conflict will decide if they believe the conflict can be resolved without assistance. If so, they will agree upon a process to resolve the conflict and work toward a solution. If direct communication is not possible or is deemed unsafe, or if the conflict has not been resolved, staff can go directly to their immediate supervisor and clients can request the assistance of the program manager.If the conflict includes a manager, the Executive Director will perform an investigative and neutral role with regard to the conflict. Once the investigation is completed, a meeting will be held with all parties involved to discuss the outcome of the investigation and potential solutions.Conflict will not be considered a disciplinary issue unless explicitly indicated through a letter written by the Executive Director.If the conflict remains unresolved, three separate strategies may be attempted:The parties will agree to do nothing to make the conflict worse,Take a break from the process for a few days or a few weeks to generate new ideas for resolving the conflict, orIf the conflict remains, the client may follow the process in section 8.3 Client Grievances and the staff may follow the process in section 7.4 Procedure for Handing Complaints.Board Revision & Approval: February 3, 2009Policy 8.3 Client GrievancesAny applicant for, or recipient of, services from LINX, has the right to client complaint and grievance when dissatisfied with the services provided.Formal client complains may be precipitated by a variety of circumstances including the following:Denial, reduction, or termination of services;Failure to act upon a request for services within a reasonable time;Policies and procedures considered unfair or unreasonable;Discriminatory treatment or practices on the basis of race, socio-economic class, disability, colour, gender, sexual orientation, national origin or religion;Staff abuse of privilege or power;Dissatisfaction with staff conduct and/or competence; or Dissatisfaction with services provided by another agency where LINX has made the referral.When a complaint is received in writing regarding LINX policies, procedures, practices, or the actions of a staff member, it is the responsibility of the staff member receiving the complaint to refer the complaint immediately to their supervisor. Staff may assist clients, whenever possible, to write a grievance that reflects the client’s situation and concern accurately and to assist clients to understand the policy.In the event that the complaint involves the actions of the program manager, the matter will be referred directly to the Executive Director. The manager will investigate the complaint and schedule a conference with the client within five (5) business days. During the conference, the manager will review the facts with the client and his/her representative and allow the client to present new information regarding his/her circumstances or any changes since the receipt of the complaint. The manager’s actions to resolve the complaint must be within the scope of their job description. For example, the manager may discipline an employee or make changes to their programs, but does not have the authority to change policy. The manager must submit a written report of the meeting to the Executive Director, including any recommendations for resolving future conflict of this nature.If the client is dissatisfied with the response of the manager, the/she is entitled to file a grievance and will be notified of the following procedure:Within five (5) working days from his/her meeting with the manager, the client will notify the Executive Director of his/her grievance, preferably in writing. The Executive Director will review the manager’s report and conduct further investigation if required. Within five (5) working days after notification of the grievance, the Executive Director will submit a written decision to the client.If the client is dissatisfied with the results of his/her grievance as handled by the Executive Director, the client may submit his/her grievance to the Chair of the Board of Directors. The Chair will review the grievance and consult the other Board Members in camera at the next scheduled board meeting. A written response to the client will occur within five (5) business days following the meeting. Any decision made by the Board of Directors is final. Board Revision & Approval: February 3, 2009Policy 8.4 Situations and/or Behaviours Of ConcernBehaviours of Concern are behaviours of such intensity, frequency, or duration that:The physical safety of individuals or others is likely to be placed in jeopardy;The consequences of the behaviour are likely to have serious impact on activities of daily living and/or quality of life.Situations of Concern occur when individuals:Place themselves or others at risk of immediate physical harm;Engage in significantly inappropriate, socially unacceptable, illegal, or socially risky behaviours that may limit their ability to safely participate in the community; and/orEngage in actions that may cause significant property damage.To ensure that our staff are knowledgeable about unanticipated situations or behaviours of concern, that their knowledge is relevant to the individuals needs, and that staff’s learning is current and in accordance with the industry training competencies and skill standards, all staff are required to take Abuse Prevention and Response Protocol, Restrictive Procedures, and MANDT.Unanticipated Situations or Behaviours of ConcernIf a Situation or Behaviour of Concern is Unanticipated, it is an unpredictable or isolated situation, behaviour or event. It is generally uncharacteristic of the individual. Staff will be required to respond to the behaviour or situation using Best practice and Least Intrusive guidelines.The Best Practice principle is a service function or process that has been fine-tuned, improved and implemented to produce superior outcomes. Best is used in a contextual sense. It means “best for the individual” at the present time.The Least Intrusive principle uses the least intrusive action to infringe least upon the rights of the individual. It must be determined on an individual-by-individual basis by those who know the individual best.When deeming whether or not a procedure is restrictive, it is also necessary to consider that what is rewarding or restrictive is in the eyes of the client, and not the staff or others around them. That is, what a staff may see as a reward could be something the client sees as punishment. Additionally, there may be something presented to the client with the best intentions, but if the clients views it as restrictive, it must be recognized that the “thing” is restrictive.Positive ApproachesWhenever possible, a Positive Approach is the preferred method to respond because this approach is considered instructional and does not restrict client rights. It addresses behaviours of concern though altering environments and teaching appropriate skills that meet the needs of the individual.Positive Reinforcementthe presentation of a positive reinforcer following a specific behaviour that results in an increase or maintenance of that behaviourthe positive reinforce can be tangible (an object of personal value), an activity, a social response (feedback or praise), or a token (item of symbolic value)e.g. the client is increasingly rude to staff to get attention. Staff ignores this behaviour. When client communicates politely and respectfully, staff gives client attention and praise.Modelinga person learns to emit a specific behaviour by observing another person demonstrating the appropriate behaviourthis shows the client how to perform the behaviour, and what happens as a result of the model’s actionse.g. the client refuses to cross the street with staff as he has done every day before. He requests to cross the street on his own. Staff model appropriate street crossing behaviour then encourage client to follow suit.Verbal Instructionspecific verbal cues to engage in specific behaviour are providedsteps are performed in a logical sequence and positively reinforcede.g. the client is eating much too quickly and staff believes the client can choke. Staffs sit with the client to give instruction and praise: “Take smaller bites. Chew slowly. That’s great!”Physical Assistanceintent is to promote learning; if the person resists, no consequence is imposedassistance is withdrawn as soon as the person becomes more competente.g. the client is using improper technique to lift heavy boxes and the staff believes he will injure himself. Staff help him to set box down carefully and then teach him to lift and carry the box using physical assistance until he can do it independently.Behavioural Rehearsalthe appropriate form of the behaviour is practiced previous to the even where it is requiredbased on role playinge.g. the client is using her seatbelt inappropriately in the vehicle. She is wearing her shoulder strap under her arm and taking off her seatbelt before the vehicle stops. Staff review appropriate seatbelt regulations with the client. Client practices putting on her seatbelt properly and rehearses safe behaviour in the vehicle.Relaxationa process of early intervention to regain control over anxiety, anger, or frustrationit is a calming technique to be adopted as a self management strategye.g. the client has joined a new program and was not prepared for the high level of noise in the room. The client has become very anxious and upset and has begun throwing items around the room. Staff assist client in practicing calming techniques such as deep breathing and taking short breaks from the activity that will help lower anxiety and support their integration into the new program. Client can use these techniques independently of staff once they are learned.Exercisea person is taught or prompted to engage in physical activity to regain control over anxiety, anger, or frustrationit is to be adopted as a self management strategy e.g. the client has much more energy than any of the others in the group. At the gym, this client is frustrated with having to wait her turn in the group game and is trying to ruin others’ enjoyment. Staff offers the client the option of expending some of their energy on the treadmill if she wants to continue with the group activity. Client can use the treadmill any time she feels more energetic than the rest of the group.Restrictive ApproachesIn an emergency, an Unanticipated Situation or Behaviour of Concern may require staff to immediately use a Restrictive Approach to protect individuals or others from harm.Staff will use the least intrusive approach possible to prevent or lessen the injury and to assist the client to regain control.A theoretical continuum of restrictive procedures also exists and it is influenced by the client’s viewpoint. Leduc LINX presents the following restrictive approaches in a loose scale from least restrictive to most restrictive with this condition added.Less Restrictive ApproachesExtinctionreinforcement of a previously reinforced behaviour is withheldit should always be combined with positive reinforcement; when social attention is withdrawn, it is the behaviour that is ignored, not the person redirection is used to encourage proper behavioure.g. the client has been taught to offer his hand as an appropriate greeting, but the client now demands a handshake from everyone he sees. Staff no longer reinforces the client for offering his hand but redirects him and praises him for polite greetings.Social Disapprovalperson is given clear and brief feedback that their behaviour is inappropriate, followed by redirection and reinforcement.e.g. the client who usually tells interesting stories and jokes is telling inappropriate jokes during break time. Staff objects to the content of the joke and encourages the client to edit out some of the offending words. Staff praises the client for telling more suitable stores.Positive Practiceafter a specified inappropriate behaviour, reinforcement is withheld until the person engages in an appropriate behaviour.this is generally used as a planned responsee.g. the client is injuring herself by picking at her skin. The client will put lotion on her skin as an appropriate alternate behaviour. Staff acknowledges and positively reinforces this practice.Restitutionreinforcement is delayed until the person restores or corrects the environment they have disturbed to its previous conditione.g. the client is expected to clean up after himself at lunch, but has decided to create a larger mess instead. Staff reminds the client that his area must be clean before he is permitted to use the computer.With less restrictive approaches, the object is to discourage undesirable behaviour by withholding access to social reinforcement until a particular behaviour is displayed.More Restrictive ApproachesTime OutSeclusion: having the person go to another location until they are able to engage in appropriate behaviour (e.g. the client is upset about having a new client join the class and has thrown the new client’s book on the floor and taken the class’ filing system apart. Staff directs the client out of the room into a separate area to cool down).Contingent Observation: having the person removed from the activity itself, but still in the same room for a specified time period (e.g. the client is having difficulty sitting with others and is invading other client’s space. Staff instructs the other clients to get up and move away for this client and resume the activity in another area. Staff gives this client time to cool down before discussing acceptable behaviour).Response Costremoval of all or part of a previously earned or available reinforce after an undesirable behaviourthe behaviour and the cost should pre-determined ad explained to the persone.g. the client usually participates in a game with the class after gym. She was spitting at other clients in the change rooms. Staff told the client that she must stop spitting. If the client did not change her behaviour she would not be permitted to join the class game.Restricted Accessperson is prevented from accessing specific items or areas due to health or safety concernse.g. the client refuses to wear their seatbelt while travelling by vehicle as a result; they will not be able to participate in outings.Physical Restraintperson is physically held when they perform violent, destructive, or self-injurious behaviorthe person is held to restrict their range of movement; preventing harm to themselves or othersstaff should be specifically trained before using a physical restrainte.g. the client begins to physically attack another client. Staff must step in to restrain client from causing injury.Use of Medicationused to decelerate or gain control over a behavioure.g. this should only be used as a part of a planned response that is recommended by a medical professional.Natural Consequencesnot planned or arranged by our supports, they are events that are a direct result of an actionno action is required by staff except to monitor the safety of the individual i.e. client who shows up late for work could be fired.With more restrictive approaches, the object is to suppress behaviour which is dangerous, extreme, or resistant to other interventions. The restriction of client rights includes: restraint of normal range of movement, and/or restricted access to previous available people, places or things.All staff and contractors must be trained in Restrictive Procedures and Abuse Prevention and Response Protocol. This training must be updated at least every three years. In the event that there are significant changes to the agency’s Restrictive Procedures guidelines, additional training maybe required within the three years. Whenever possible, training will be done in-house, and will be scheduled at various times to accommodate all LINX staff and contractors.The unanticipated Situation or Behaviour of Concern must be reported to the Administrator immediately. Guardians must be notified. A detailed Incident/Accident Report must be provided to the Administrator within 24 hours.Administrators will follow the “Follow-up Procedure” on the incident report. Follow-up Procedure: Following an incident/accident, facts will be gathered by inquiry, observation, and examination. These facts will be analyzed in order to establish causes and to determine what, if any, remedial actions and preventative measures can be taken to prevent reoccurrence.Accidents will be investigated as soon as practical after the occurrence. A report will be completed within 72 hours.The documentation will be reviewed in a timely manner by all parties involved. If the incident is unlikely to happen again, the process has been completed. If the incident is deemed likely to recur, a formalized strategy to address future incidents will be required. The parties will decide whether to pursue a Planned Positive Procedure or Planned Restrictive Procedure by following the Best Practice and Least Intrusive principles.Anticipated Situations or Behaviours of ConcernPlanned Positive ProcedureIf upon evaluation it is determined that a behaviour or situation is likely to recur, a Planned Positive Procedure (PPP) may be necessary. Positive Procedures are formal, structured steps that seek to change or teach behaviour. The goal is to enhance the quality of life of the individual with a disability. Whenever possible, a Positive Approach is the preferred method to respond because this approach is considered instructional and does not restrict client rights.A planned positive procedure is the preferred way to address anticipated situations.A Functional Assessment will be conducted to identify the factors that predict and maintain the behaviour. The Process will ideally include a qualified person, the individual, family members, day program staff, and caregivers. The qualified person may be a psychologist with relevant training and experience in behavioural management, or a person with at least two years of relevant training and a minimum of three years of practical experience in behavioural management strategies. A qualified person will supervise interventions that use Planned Positive Procedures and Restrictive Procedures. A formal plan is developed. Once the PPP is written, informed consent must be obtained from the individual and their guardian. Staff who will be involved must be trained on specific procedures necessary to carry out the proposed plan. If the goals of the PPP are achieved, the plan will be terminated. If the results of the PPP are unsuccessful and the termination criteria are not met, a decision must be made to either:Try a new PPP, orTry a restrictive procedure.A new Functional Assessment will be required.Planned Restrictive ProceduresA Planned Restrictive Procedure (PRP) is an act that restricts the rights, freedoms, choices, or self-determination of individuals. It is a planned response to a situation or behaviour of concern that:Restrains individuals’ normal range of movement or behaviour; and/orLimits access to events, relationships, privileges or objects that would normally be available to individuals.A Planned Restrictive Procedure may be deemed necessary after the initial review of the behaviour of concern or after a PPP has been tried and was unsuccessful. A PRP usually incorporates the use of a PPP and only requires the use of the PRP when the anticipated situation escalates. During the process of determining the legitimacy of the use of a restrictive procedure, the following ethical guidelines will be considered at all times.The focus of behaviour intervention shall always be to prevent the development of problem behaviours by providing structure, developing relationships, establishing expectations, and consistently responding to behaviour.Interventions should always begin by ensuring that adequate positive reinforcement is available in the client’s environment to provide an incentive for positive behaviour. Interventions that seek to decrease or eliminate problem behaviours should always include efforts to increase positive behaviours. Intervention goals should be stated in positive terms.The least restrictive and intrusive intervention that is likely to be sufficient to resolve the problem behaviour should be implemented before more restrictive or intrusive procedures are considered.In the administration of all behavioural procedures, the respect, dignity and rights of the client will be strictly respected. Programs will be implemented in a non-judgemental, objective manner and not in anger.No consequence will be administered to any individual who is demeaning, ostracizing, or otherwise devaluing the worth of an individual. Natural consequences, which have a value in teaching the client about real-life situations, will be used to the greatest extent possible.Corporal punishment and aversive stimuli will never be used. Allowable intervention strategies include mild reprimands, time-out from reinforcement, response cost, and restitution. The intensity and duration of these interventions shall be reasonable, appropriate to the behaviour, and time-limited. The effects and possible side effects of these interventions will be carefully monitored through data-keeping and incident reports.In extreme situations, after attempts to de-escalate the behaviour have occurred, and there is concern for the safety of the client, staff, or other community members, non-violent physical interventions may be used by staff who have received training. The sole purpose of physical intervention is to ensure safety and should not be used as an intervention. Documentation will occur as an incident report.A Functional Assessment including a history of the behaviour, prior strategies used, and their effectiveness will be conducted to ensure that the PRP is appropriate and reflects Best Practice guidelines. The PRP will be developed by a qualified person in a process that will ideally include the individual, family members, day program staff, and caregivers.Once the PRP is developed, it must be reviewed by a multidisciplinary behaviour review committee. This committee must consist of at least two members who are external to our agency. The committee will evaluate the appropriateness of the plan and give authorization for its rmed consent must be obtained from the individual and the guardian. Staff must be trained on all procedures necessary to carry out the proposed plan.The goal is to reduce or eliminate the need for restrictions as much as possible. Once the PRP criteria have been met, restrictive procedures must be terminated. A review of procedures is necessary.Prohibited ProceduresProhibited Procedures include any actions on the part of the service providers, caregivers and volunteers which are described as abusive, neglectful, exploitive, or inappropriate as per The Protection of Persons in Care Act and/or the Persons with Developmental Disabilities (PDD) Abuse Reporting and Investigation Protocol. Prohibited Procedures include but are not limited to:Food Deprivation,Corporal punishment,The presentation of noxious substances (e.g., washing the mouth with soap)Extended isolation,The use of electric shock, andAnything that purposefully causes physical pain.THESE PROCEDURES MUST NEVER BE USEDLINX does not recommend using the following restrictive procedures:Required RelaxationPerson must engage in relaxation techniques for a specified period of time after an undesirable behaviourNot recommended for use by agency staffRequired ExercisePerson must engage is some form in physical activity following undesirable behaviourNot recommended for use by agency staffOver correctionA procedure in which the person in required to engage in an exaggerated form of the appropriate behaviour (e.g. numerous repetitions of the appropriate behaviour)This is not recommended by agency staff as it is highly punitiveOther than in a crisis situation, staff is prohibited from using Restrictive Procedures that have not been approved by the behaviour review committee as part of an approved plan.Board Revision & Approval: March 16, 2016Policy 8.5 Abuse of an Individual Accessing Support Abuse of an individual accessing support is a violation of the rights, dignity and worth of the individual and is not acceptable. Any allegation of abuse is dealt with in a manner consistent with established government protocols and/or legislation, ensuring that a fair investigation is conducted which protects the rights of both individuals accessing support and employees. Abuse Prevention ProceduresLINX is proactive in working toward abuse prevention by: Providing training and /or current information on abuse of individuals with developmental disabilities to employees, including information on how to recognize and prevent abuse (e.g. In-service presentations, individual sessions, provision of written materials);Ensuring that all employees attend in-service training in Abuse Prevention as a required part of their orientation process. Employees will attend this training within the first 90 days of commencing employment with LINX. These sessions are also open to volunteers, individuals accessing support, and parents/guardians;Providing individuals accessing support, their parents/guardians and caregivers with copies of the “Charter of Client (Citizen) Rights”;Encouraging and assisting the clients to be involved in the community as well as to form natural supports;Ensuring employees are trained every three years in Abuse Prevention and Response Protocol;Ensuring that the individuals accessing supports are provided with information on personal safety and abuse: how to prevent it; what abuse is; what to do if it should happen to them or someone they know. This information may be presented in a number of different ways to help ensure the individuals’ understanding of the subject;Ensuring the individual is provided with the necessary support should s/he be abused. This support may include acting as an advocate for him/her; help him/her to access counselling, etc.Abuse Response ProceduresWith any allegation of abuse, the Individual accessing service will immediately be protected from any further possibility of abuse. This may mean moving the individual or it may mean moving the employee the allegation is against. An investigation will occur to determine the outcome. An action plan will be developed to prevent similar situations from arising in the future.If the physical or sexual abuse has just occurred, apply emergency first aid as required. Do not throw out anything that may be evidence. Contact the Police. Contact the Executive Director or designate immediately. Medical attention will be required. If severe injury, call an ambulance.An employee has an ethical obligation to report any and all allegations of abuse, whether witnessed or told to him/her. The allegation will immediately and initially be presented verbally to the Executive Director or designate. The employee will then complete an incident report immediately and present it confidentially, either hand it to the Executive Director/designate or put it in a sealed envelope and mark it confidential.Note: if the Executive Director is indicated in the abuse, the abuse will immediately and initially be verbally presented to the Board of Directors or to PDD and PPC.Once the Executive Director or designate has been informed of an allegation of abuse, s/he will report it to PDD and PPC (Protection of Persons in Care) within twenty-four (24) hoursThe Executive Director or designate will ensure the guardian is informed within 24 hours and the individual’s safety is ensured.The following information will be included in presenting the verbal and written report of any allegation of client abuse to the Executive Director or designate:Name of the individual who was allegedly abused;Name of the person accused of abusing the individual and/or details, which may help in locating or identifying the person;Date and time of the alleged abuse;Place where the alleged abuse occurred (e.g. Workshop, residence, on an outing);Circumstances of the alleged abuse (e.g. What happened before, during and after the incident);Details of what incident or situation precipitated the report;Injury (if any) caused to the client;Name of witness(es) if any.The Employee is not to discuss the incident with any other person.If the allegation is founded, disciplinary action, up to and including termination will be taken against the identified employee. This also applies to any staff whom the agency discovers has previously founded accusations of abuse against them.Any prospective staff will not be hired if they have founded accusations against them.LINX will promptly review the situation to determine any changes or training that may be provided to prevent this from occurring in the future . The InvestigationUpon receipt of the allegation of abuse the Executive Director or designate will compile the information received and submit a written report to PDD and PPC within twenty-four (24) hours or the next working day. The Police will be contacted if the allegation is criminal in nature or the individual or guardian has requested it.If PPC determines they want to do an investigation, PDD and LINX will defer to them. If PPC does not choose to do an investigation, PDD will determine if they would like to do an investigation. If PDD does not choose to do an investigation, LINX will complete an investigation. If the investigation is internal ( ie conducted by LINX) within thirty days upon completion of the investigation, the Executive Director or designate will forward a written report to PDD, detailing the results of the investigation and an action plan as to the steps LINX has taken or will take to prevent this type of situation from occurring again.The Executive Director or designate will keep the parent/guardian and individual (as applicable) informed of the results of the investigation. Staff will be advised that the investigation is being managed, but will not be given details.If the client or guardian is not satisfied with the decision, they may submit a formal grievance to the Board.The Abuse Prevention and Response Protocol is a PDD Policy that addresses both the prevention of abuse and the response to any form of mistreatment toward an individual supported by PDD. Concerns of abuse or mistreatment should be reported to the service provider organization, the family who hires staff privately or the nearest PDD Community Board, as well as PPC.Board Approval: November 18, 2009Policy 8.6 Use of Individualized Assistive Technology and Environmental Interventions (AT-EI)Purpose of this Policy:To ensure that Individuals being served by Leduc LINX have access to AT-EI which can improve their ability to function in daily living, gain more control over their environment and participate in community life. Guidelines:Any AT-EI being considered will be at the recommendation of a qualified, relevant professional (ie physiotherapist, occupational therapists, doctor, etc). Approval for usage of the item must be given by the individual and any legal guardian if applicable. At any time the individual using this item or guardian may chose to discontinue their use of the AT-EI item.Proper usage of the AT-EI items will be taught to both the individual using them and the support persons involved with this individual. Care of, maintenance, and updating of the AT-EI items will be taught to both the individual using them and the support persons involved with this individual.Any relevant documentation or record keeping of the AT-EI item will be taught to both the individual using them and the support persons involved with this individual.If the AT-EI is deemed no longer necessary or beneficial by the individual, guardian if relevant, or professional, the recommended AT-EI item will be discontinued or changed.Policy:Leduc LINX is committed to the investigation and use of AT-EI in any situation where its use would improve independence in daily living, help individuals gain more control over their environment, and promote inclusion in community settings.Definitions:Assistive Technology is “any item, piece of equipment, product or system used to increase, maintain, or improve functional capabilities of an individual”.Environmental Interventions are installed equipment such as grab bars, ramps and lifts, interior and exterior modifications to a building that increases the functional capabilities of individuals.Procedures:Supervisory staff (i.e. LINX Management Team) will be responsible for ensuring that initial and on-going exploration of AT-EI possibilities, by qualified professionals, for individuals supported by LINX are conducted.All AT-EI interventions will be reviewed and adapted as necessary in an on-going manner based on the individual, his/her support network, professional personnel and community standards.Supervisory staff is responsible for ensuring that all AT-EI interventions are working properly at all times, and similarly are responsible for expediting the repair or replacement of AT-EI equipment or arrangements whenever that is necessary. An individual’s personal financial situation should not hinder the expediting of repairs and/or their replacements being undertaken. Therefore, if finances are available and where practical, LINX may underwrite the cost and will work with the individual and /or his/her family to work out a repayment strategy where that is possible and reasonable.The implementation of all AT-EI procedures requires informed consent by the individual and/or their guardian.Where there is any application that has the potential to limit the autonomy of individuals (i.e. lap belts, wheelchair trays and environmental monitors such as sound monitors and motion sensor devices), appropriate qualified personnel must be consulted to ensure that it is used as intended.Any use of AT-EI which is restrictive in nature must be written up as a Restrictive Practice and approved by the Executive Director.Board Approval: March 16, 2016Policy 8.7 Personal Money of Individuals Accessing SupportsUnless specifically authorized by the Executive Director, who will report such mandate to the Board at the next regularly scheduled Board Meeting, no employee shall assume authority or responsibility for financial decision making on behalf of individuals accessing supports.It is understood that occasionally at the request of the individual or their legal guardian, a contracted caregiver or employee will be asked to handle money belonging to individuals they support through bank transactions, joint accounts and/or monitoring of spending money, with the approval of the individual, their guardian and/or their Trustee, to make it easier for Individuals to access their personal funds. In all cases where contractor caregivers or employees handle personal money, accurate and complete financial records are maintained.ProceduresJoint bank accounts may be held by individuals with employees or caregivers in order to facilitate access to their money. In each case, prior approval is obtained from the Guardian and/or Trustee as well as the Executive Director. Bank cards may be obtained only when the individual is able to keep their personal Identification Number (PIN#) independently.All bank transactions made jointly between an individual and employee or contracted caregiver are documented in a separate ledger, with specific reasons for the transaction noted. This is done within 8 hours of the transaction. This includes dates money was deposited or withdrawn, purpose for which the money was used, cash balance remaining. The initials of both the employee/caregiver and the Individual are required.Cheques made out to an employee/caregiver for personal funds of individuals accessing support are deposited in a timely fashion into the individuals/employees joint bank account.All cheques, cash or money orders issued to LINX by an Individual accessing support or their guardian (e.g. rent or maintenance charges) must be directed to LINX administration office for deposit to an agency account.When an individual asks an employee/caregiver to monitor or administer spending money on their behalf, all cash is kept in a separate personal envelope in a locked place.This money belongs to the individual and is given to them immediately upon request, or upon the instructions of the individual’s legal Trustee.Managers are responsible for monitoring employees who have access to the personal funds of individuals. Managers may delegate this responsibility to a coordinator.Probationary Employees may not hold joint accounts with any Individual.Individuals who are supported through the “Supports for Independent Living” (SIL) program, will be encouraged by staff to attend financial money management workshops offered from time to time and assist individuals with budget planning. No joint account is required to support the individual in this way.Board Approval: December 16, 2009Policy 8.8 Medication AdministrationPurpose of the Policy:To ensure that all medications required by individuals served by Leduc LINX are safely administered in accordance with proper Agency medication procedures.Policy:Qualified employees administer, supervise and monitor oral, rectal, herbal, topical and non prescription medications to individuals accessing support as may be required under the written direction of a physician.Definitions:"PRN" - The term PRN is a shortened form of the Latin phrase pro re nata, which translates roughly as "as the thing is needed". PRN, therefore, means a medication that should be taken only as needed. Pain medicines, sleeping pills, and cough medicines are common examples of PRN medicines.Procedures:Only qualified employees administer medications.All required employees are to pass an agency approved Medication Administration course within 60 days of commencing employment. Certificates are maintained on each employee’s personnel file.Employees failing to meet the requirement as above (#1 & #2) are subject to disciplinary action.All medications administered by non-qualified employees (e.g., volunteers, family members) are to be packaged by a qualified employee, according to procedures outlined in the Medication Administration course and requires the signing of a Medication Waiver Form by the parent/guardian or individual. Medication that is administered may include short or long-term prescription medication, over the counter medication, or PRN (as required) medication, with specific criteria for administration.Qualified employees under the written direction of a physician administer all prescription and non-prescription medications.Each administration of a medication is recorded on a medication delivery form (Med Signing Sheet).Doctor’s standing order for PRN medications and Medical Profiles are updated for each individual accessing support on an annual basis, or more frequently, as medication changes.Employees ensure that the individual’s physician reviews all medications at least annually, or more frequently as directed by their physician.The “Medical Administration Procedures Manual” addresses the area of medication administration based on the needs of the individuals accessing support including:Procedures for refusal of medicationStorage of MedicationProcedures for medication errors, as outlined in the Medication Administration course.Procedures outlining Employee’s responsibilities and supervision required in situations where the individual self-administers medication.Schedules for medication review and monitoring. Each individual accessing support and/or Guardian as applicable will sign consent forms for administration of medication on an annual basis. The individual accessing support and/or Guardian as applicable signs consent forms for self-administration of medication. All employees adhere to the medication administration rules, procedures and methods of documentation outlined in the medication administration course. Failure to do so will result in disciplinary action, up to and including termination of employment. Notwithstanding any of the above, it is the parent/guardian or individual’s responsibility to apprise Leduc LINX of current and timely changes to medication.Board Approval: May 12, 2010Policy 8.9 Professional BoundariesPolicyAll program personnel, and volunteers, shall relate to clients in a professional manner, and are prohibited to have any exclusive, intimate, and/or sexual relationship with clients. ProcedureClients shall not have access to personnel telephone numbers, e-mail, or addresses of staff or volunteers. The Executive Director will decide on exceptions.Staff are NOT to take clients to their homes. All staff and volunteers will participate in community based activities.Prior exceptions will be made by the Executive Director.Board Approval: February 29, 2012Policy 8.10 Bath Water Temperature 2 times per year, during a home visit to each Support Home Provider, the Residential Manager will check the temperature of the water in the home.Support Home Providers will regularly review (as per direction from Residential Manager) with clients who shower/bathe independently.Support Home Providers will regularly review (as per direction from Residential Manager) how to ADJUST water temperature in the bath.ProcedureRecommended bath temperature is 40 CBath temperature must NOT exceed 49 CTest water temperature with a bath thermometer, if you have one, following the manufacturer’s directions.Test water by inserting your elbow or wrist into the water quickly.Adjust water temperature using the taps and mix water to avoid hot and cold spotsRetest.Board Approval: April 20, 2011Policy 8.11 Incident/Accident Reporting All staff are required to complete an incident report for the following reasonsInjuryAct of aggressionNear missProperty damageRunawayAccidentOther reasons as requested by supervisorThe incident needs to be verbally reported as soon as possible to the manager of the program. If that manager is not available, it must be reported to the Executive Director. If the occurrence happens after hours staff will report by using the on call numbers. The written copy will be turned in no less than 24 hours after the incident occurs. Board Approval: PendingPolicy 8.12 Full Disclosure When Requesting Services In order for Leduc LINX Connect Centre to consider accepting an individual into service, it is critical that we obtain as much information about that individual as possible. Before LINX will consider accepting an individual into services, they will meet with the individual and the guardian/monitor of services and require form signed verifying commitment to full disclosure in regards to the information LINX will receive. Failure to agree or comply may make any agreements with LINX invalid or reversed.Board Approval: PendingPolicy 8.13 Relationship between Individuals and Guardians/Monitor of Service LINX recognizes the rights of the clients it works with. We also acknowledge the role and scope of authority of Guardians/Monitors of Service. At all times, the Canadian Charter of Rights and Freedoms, the Canadian Rights Act, the Alberta Human Rights Act, and the Freedom of Information and Protection of Privacy Act (FOIP) will be considered and consulted. Formal Guardian: LINX will follow the wishes of the client first. If there is a formal Guardian, they will be consulted for permission when decisions in their scope are rmal Guardian/Monitor of Service: LINX will follow the wishes of the client first. If there is an informal Guardian/Monitor of Service, out of respect they will be consulted for permission when decisions in their scope are required.LINX will ensure that clients and Guardians/Monitors of Service are supported to fulfill their responsibilities in the Contract Service Agreement. Responsibilities of the Client and Guardian/Monitor of ServiceThe Consent of the Client and the Guardian/Monitor of Service is necessary for any significant changes to the Service Plan attached as an ISP. The Client and Guardian/Monitor of Service agree to promptly and carefully consider any suggestions for change made by the Service Provider.The Client and the Guardian/Monitor of Service will attend the annual meeting in the month of the client’s birth. The annual meeting will assist in the evaluation of the Client’s position and the formation of new goals and objectives for the Client. More frequent case conferences can be requested by any party to this Agreement.The Client and the Guardian/Monitor of Service are responsible for completing and submitting necessary documentation in a timely manner. This includes forms required by government and forms required in the implementation of the Service Plan.The Guardian/Monitor of Service and members of the Client’s family authorized by the Guardian/Monitor of Service are welcome at the offices of the Service Provider to visit and observe and to review relevant case notes and incident reports but are requested to make an appointment to ensure that the Service Provider is able to receive the them.The Client and Guardian/Monitor of Service have an obligation to monitor the quality and quantity of Services provided and that these services are in keeping with the Service Plan.The Client and Guardian are not responsible for or involved in the management or hiring of the Personnel of the Service Provider.Board Approval: PendingPolicy 8.14 Transitional PlanningWhen an individual is transitioning into LINX, transferring to another service provider, or changing services within LINX, it is essential that transitional planning occurs to ensure the best change for its clients. LINX process may include:Obtain permission from guardian to share information. Documents that we would want or would want to share:Client Info sheetPhotographMedical information Medication profileSeizure recordsDisease informationSide effectsAllergiesPsychological AssessmentsRisk assessmentsSchool RecordsSIS reportLegal issuesDe-escalation inventoryCues and Best responsesBehaviour assessmentsBehaviour plansCurrent and Previous ISP’sBoard Approval: PendingSECTION 9 - CHARTER OF CLIENT (CITIZEN) RIGHTSPreamble The Charter of Client Rights has been developed to assert and promote the dignity and worth of all of the people who use the services of the Leduc LINX Connect Centre (LINX). The Charter of Client Rights acknowledges that clients are first and foremost human beings with the same rights as every Canadian. The Charter is intended to emphasize the rights of clients rather than organizational convenience. Policies at Leduc LINX Connect Centre must be consistent with the Charter of Client Rights. Leduc LINX Connect Centre is committed to upholding all the rights of people under the law. The rights outlined in the Charter of Client Rights may be restricted by law or by order of a court or Review Board; or, they may be restricted reasonably to ensure the protection of the rights and safety of the individual and/or others. The restriction of some rights leaves other rights intact. The Board of Directors of the Leduc LINX Connect Centre endorses the Charter of Client Rights and, in so doing, creates a number of expectations: that the Leduc LINX Connect Centre and every one working at “LINX”– including volunteers and students – will respect and uphold the Charter of Client Rights; will promote awareness and understanding of the Charter of Client Rights; and will interpret the Charter of Client Rights as broadly and generously as is consistent with its responsibility to clients collectively. Every client has the right to be provided with a written copy of, and assistance in understanding the Charter of Client Rights, and to have it posted at the main Leduc LINX Connect Centre’s entrances and wherever clients receive services. Board Approval: August, 2008Policy 9.1 Right To Be Treated With Respect Every client: 1) is a person first, and has the right to be treated with respect. 2) has the right to be treated in a respectful manner, regardless of her/his race, culture, colour, religion, sex, age, mental or physical disability, class/economic position, sexual orientation, gender identity, diagnosis, inpatient status, or legal status. 3) has the right to have her/his privacy respected. 4) has the right to the respect of her/his needs, wishes, values, beliefs and experience. Board Approval: August 2008Policy 9.2 Right To Freedom From Harm Every client: 1) has the right to a safe environment while a client at “LINX”. 2) has the right to be free from physical, sexual, verbal, emotional and financial abuse. 3) has the right to be free from discrimination, harassment, retribution, punishment and exploitation. 4) has the right not to be coerced or detained except where permitted by law. 5) has the right to be free from locked seclusion, environmental, chemical and mechanical restraint except where permitted by law. (i.e. when a client is a danger to self or others). Only the minimum necessary amount of restraint or locked seclusion is allowed and only after alternative methods of resolution have been unsuccessful. Clients have the right to be informed of how they can be released from restraints or seclusion. 6) has the right to care based on support, safety and belonging. Board Approval: August 2008Policy 9.3 Right To Dignity And Independence Every client: 1) has the right to have services provided in a manner that respects the dignity, independence and self-determination of the individual. 2) has the right to private communication with others in accordance with the law. 3) has the right to confidentiality about personal information and records in accordance with the law. 4) has the right to contact with clergy or other spiritual advisors of her/his choice, and to exercise religious and spiritual observances, rituals, customs, and dress. 5) has the right to manage her/his own financial resources unless found to be financially incapable. This right includes knowledge of and access to her/his money that has been identified as “personal spending” money as dispersed.7) has the right to be recognized as having needs for privacy and intimacy, including sexual expression between consenting adults. This includes access to privacy, information and education regarding safer sex, and forms of contraception and protection from sexually transmitted diseases. 8) has the right, if eligible, to vote in any election, and to receive the necessary information to be enumerated and to vote, as well as assistance in getting to the polling station, if on hospital premises. 9) has the right to all freedoms in accordance with the law. Board Approval: August 2008Policy 9.4 Right To Quality Services That Comply With Standards Every client: 1) has the right to have services provided in a manner that complies with legal, professional, ethical, and other relevant standards. 2) has the right to identify his/her own needs, to have those needs form the basis of the development of a plan for services, and to have services provided in accordance with that plan. 3) has the right to fair and equitable access to a range of services. 4) has the right to a choice of services, and will not be denied other options if the client does not choose one treatment or service. 5) has the right to have her/his record identify sources of data, record only relevant and useful facts, and avoid unfounded conclusions, prejudice, value judgments and labeling. 6) has the right to access care without undue difficulty to meet basic needs. Every client has the right to reasonable accommodations required to access services. 7) has a right to choose the least restrictive care. 8) has the right to have services provided in a manner that minimizes potential harm, and optimizes quality of life. 9) has the right to co-operation and collaboration among providers to ensure quality and continuity of Person Centred service provision.10) has the right to be informed of the name and staff title of those providing services to her/him, to express a preference and to have that preference considered.11) has the right to sufficient, nutritious and palatable food, in accordance with medical and religious requirements, and with consideration of personal and cultural choices. 12) has the right to daily access to the outdoors. 13) has the right to regular, consistent access to educational and recreational activities. 14) has the right to a quiet, safe and secure sleeping environment. 15) has the right to: participate in creating an individualized, written plan of care and service; consent to it; and receive a copy of it. 16) has the right to seek an additional medical opinion. 17) has the right to assistance with meeting their basic needs, accessing education and vocational training, income, getting identification, housing, employment, social supports and health care. 18) has the right to be involved in their transitional planning, and to have access to information about various support options available in the community, including self-help organizations. 19) has the right to access toilet facilities with all possible privacy. Board Approval: August 2008Policy 9.5 Right To Effective Communication Every client: 1) has the right to effective communication in a form, language, and manner that assists the client to understand the information provided. Where necessary, this includes the right to a competent interpreter. 2) has the right to an environment that enables both client and provider to communicate openly, honestly and effectively. Board Approval: August 2008Policy 9.6 Right To Be Fully Informed Every client: 1) has the right to be informed of her/his rights in this Charter of Client Rights 2) and appointed representative has the right to information, including written information on request, of: a. The perceived problem, diagnosis or condition. b. The intervention that is proposed. c. An explanation of the alternative options including departing from services .d. An assessment of the benefits, risks (short term and long term),related to the persons decision.. e. Additional medication related information such as drug interactions, dosages, and withdrawal effects. f. The results of tests and procedures. 3) has the right to honest and accurate answers to questions relating to services, including questions about: a. The name and qualifications of the provider. b. The recommendations for services. c. How to obtain an opinion from another provider. d. Where to access additional information if wanted. 4) has the right to view her/his records without undue difficulty. 5) has the right to have her/his clinical record corrected or to add a statement of disagreement to it in accordance with the law. 6) has the right to information requested about services and procedures relevant to being a “LINX” client, such as rules, policies and rights that apply to her/him at both the Leduc LINX Connect Centre and contracted residential placements, and have access to them in writing. Board Approval: August 2008Policy 9.7 Right To Make An Informed Choice, And Give Informed Consent To Treatment No service shall be provided without the client’s informed consent, except in accordance with the law. Consent must be for that particular plan of service. 3) Consent can be withdrawn at any time. 4) Information about the service plan must be provided in writing on request. Every effort must be made to promote understanding and access to information regarding service plans.5) Every client is presumed to have decision-making capacity unless found to be incapable. 6) Consent must be voluntary and not obtained by coercion or misrepresentation.7) If a client is legally found to be incapable of making decisions, her/his substitute decision-maker has the same rights as the client to informed consent. Every client: 8) has the right to have her/his prior capable wishes respected to the fullest extent that the law allows. 9) has the right to be fully involved in service decisions (including location, duration and type vocational or community placement). 10) including those considered incapable of making treatment decisions, has the right to be involved in the development of her/his treatment goals, plan of care and transition planning. Board Approval: August 2008Policy 9.8 Right To Support Every client: has the right to relationships with one or more support persons (e.g. family, friends, partner - including same sex partner, community support) of her/his choice, and assistance in contacting them. has the right to request the presence of a third party during a physical examination. has the right to access confidential support when needed: counselling, rights advice, advocacy, legal counsel, other supports of his or her choice. has the right to assistance in obtaining: financial support, housing, recreation, employment supports, social support, and community supports in keeping with her/his needs and wishes. Board Approval: August 2008Policy 9.9 Right In Respect Of Research Or TeachingEvery client: 1) has the right to decline involvement in research at any time and to know that declining participation will not affect her/his access to future service provision. 2) has the right to give informed consent to participate in what research is about, and the results of the research in summary form. Board Approval: August 2008Policy 9.10 Right To Complain Every client: 1) has the right to make a complaint, access advocacy and to make suggestions and inquiries. 2) has the right to make a complaint without retribution. 3) can make a complaint to: the individual(s) who provided the service, the Program Manager, Executive Director, the Counselor, or any other person(s). 4) has the right to inform the Protection of People in Care, of her/his complaint(s), in order to seek changes in the system. 5) The client will be informed of any relevant internal or external complaints procedures. 6) In the case of complaints made through the Centre’s complaint process: ? Every client has the right to have a person of her/his choice to support him or her through the complaint process. ? Staff must facilitate the fair, simple, speedy and efficient resolution of complaints. ? The complaint will be acknowledged and documented. The client will be informed of the progress of the client’s complaint, in writing if requested. ? All complaints resolutions will be consistent with this Charter of Client Rights. Board Approval: August 2008SECTION 10 - BOARD GOVERNANCEPolicy 10.1 Defining Core Governance Policies The contents include three types of policies:Framework Policies Framework Policies define outcomes to be achieved by the organization and are used as the basis for strategic planning.Board Process PoliciesGovernance Process Policies describe how the Board establishes, carries out, and monitors its own tasks. It includes the manner in which the Board represents and engages the community, and provides strategic leadership to the organization.Board-Management Relationship PoliciesBoard-Management Relationship Policies define the relationship between the Board and the Executive Director and specific areas of responsibilities for the Manager.Board Approval: August 2008Policy 10.2 Framework PoliciesVisionPersons with developmental disabilities experience inclusion within the community of their choice.Mission (and Core Businesses)To nurture the integration of persons with developmental disabilities into their community.Board Approval: August 2008Policy 10.3 Board Process Policies ROLE OF THE BOARDSet directionEstablish: mission, vision, values, long term outcomes, priorities, strategic goals and strategiesEnsure that periodic assessment of trends, events, and the needs of clients and stakeholders occur.Provide input for the development of the business plan, including appropriate risk management strategies, to respond to agency priorities and needs within the fiscal targets set.Provide oversightDefine what information the Board requires to determine progress in achieving the organization’s outcomes, goals and strategies: what Board members need to know and from what sources, and in what time frames.Approve the annual budget produced by the Executive Director, ensuring that it is in line with the business plan goals and priorities and within resources available to the agency.Monitor the implementation of the business and operational plans for the achievement of outcomes within the resources approved by the Board, and ensure plans for corrective action are in place where required.Ensure risk management processes are in place to keep the Board informed of issues, incidents and trends impacting the operation of Leduc LINX, to prevent loss of reputation, vital resources and the ability to operate.Monitor financial information to ensure that resources are being allocated to achieve desired results, and that internal financial controls are effective, and conditions for funding are being respected.Receive audit reports (internal and external) and ensure that issues in management letters are addressed.Support the acquisition of funding and resources Hire and manage the relationship with the Executive DirectorRecruit, monitor performance and when required release the Executive DirectorDelegate management authority and identify key responsibilities through governance policiesRespect the privilege of the Executive Director to carry out executive action, and support the Executive Director’s actions that are delegated to him/her and exercised in accordance with business and operational plans.Ensure there is a clear division between the Board and Executive Director roles and responsibilities as outlined in the policies under Board-Executive RelationshipManage relationships with external stakeholdersDevelop and maintain good working relationships and networks with key stakeholders.Develop alliances or partnerships with other organizations to support the business plan.Develop and enhance the profile of the organization through identifying opportunities and strategies to influence stakeholders.Actively seek input from major stakeholders on direction, issues and opportunities related to the organization. Self-manage Board operations Implement a comprehensive orientation program for new Board members and ongoing development for all Board members. Establish processes to share best practices relative to governance. Develop, implement and regularly review governance policies to guide Board decision-making and actions of the Executive Director. Board Approval: August 2008Policy 10.4 Board OperationsRegular MeetingsThe Board will hold meetings at such time and place as it may decide.The Board will schedule regular times and places for meetings to be held throughout the year.Special MeetingsA special meeting may be called by the President.Voting Model AdoptionAll resolutions and other matters before a meeting will be determined by a show of hands unless otherwise requested. Each Board member, including the chair, must vote on each resolution unless a conflict of interest is declared. In the event of a tie vote, the resolution is lost.Board Approval: August 2008Policy 10.5 Role Of The Individual Board MemberThe role of the individual Board member is to participate on the Board, understanding and contributing to the fulfillment of the Board’s role.Unless specifically delegated by the Board, an individual Board member has only the status of any other citizen.The actions of an individual Board member, acting officially on behalf of the Board, are those of the Board, which is then responsible for those actions. Specific responsibilities of individual Board members include the following.Attend all scheduled meetings, workshops and planning sessions;Participate in, and contribute to, the decisions of the Board;Be respectful of and actively support the processes and administration of Board meetings;Listen actively and bring forward those views and concerns of LINX members and other stakeholders that directly relate to the objectives and goals of LINX;Be familiar with Board policies and procedures;Be prepared for items on meeting agendas and read related reports in order to participate fully in Board business;Participate in the development and implementation of board governance policies;Participate in the development and approval of LINX strategic and business plans;Provide information to the public that enables them to connect with appropriate service areas and resources within LINX;Act honestly and in good faith in the best interests of LINX;Keep informed of the work and activities of LINX and the Board and changes in the environment in which LINX is operating;Understand the current strengths and needs of LINX and offer constructive advice to address these for both short and long term solutions;Monitor and regularly assess the performance of LINX to ensure that it reflects the vision, mission and values and beliefs of LINX;Share the materials and ideas gained during a professional development activity with fellow Board members; Communicate appropriate information from the Board back to the membership and stakeholders.Board Approval: August 2008Policy 10.6 Role Of The President With direction from the Board, the President represents the Board and its interests as well as the interests of Leduc LINX. The President provides leadership through the following responsibilities:Serves as the Board’s official spokesperson unless otherwise delegated;Chairs Board meetings or designates a vice-President to chair meetings using procedures agreed upon by the Board;Ensures that the conduct of the Board is consistent with its by-laws and policies; Ensures there is appropriate directing of decisions to the Board and the Executive Director; Encourages Board members to participate in meetings and activities;Ensures that Board discussion is timely, fair, thorough, yet kept to the point; Ensures mechanisms are in place to move the business of Leduc LINX forward between Board meetings, e.g. to meet timelines for business plans and annual reports;Ensures the Board monitors the effectiveness of it’s decision making process on a regular basis;Ensures conflict of interest matters are addressed by the Board;Ensures that the Board develops and implements a Board communication strategy;Determines the agenda for Board meetings with input from the Board members and Board committees and the Executive Director; Facilitates the development of governance policies to guide Leduc LINX;Serves as an ex-officio member of all committees;Ensures that new Board members are oriented to Leduc LINX;Acts as one of the signing officers for cheques and other documents such as contracts and funding applications;Ensures that quorum is met at Board meetings; Prepares a report for the Annual Meeting;Provides general guidance to the Executive Director;Ensures the Board conducts a performance assessment with respect to the Executive Director;Consistent with Board policy, approves the payment of expenses incurred by Board members.Board Approval: August 2008Policy 10.7 Code of ConductThe effectiveness of the Board depends on the commitment of each Board member to a high standard of personal conduct. Boards members shall at all times adhere to and maintain a standard of conduct and perform their duties in keeping with Leduc LINX values and responsibilities.Speaking with One Voice An effective Board facilitates open discussion on issues. After discussion, the Board “speaks with one voice” through an approved motion of the Board. Unless authorized by the Board, individual Board members do not have the authority to speak officially for the Board. Board members shall support in a positive manner all actions taken by the Board even if the member is in a minority position on such actions. Board members will not publicly denounce the motives, abilities or personalities of other Board members.It is imperative that Board members be loyal to Leduc LINX and are accountable to exercise the powers and discharge the duties of their office honestly, in good faith and in the best interests of Leduc LINX This accountability:Requires that information is not withheld if it is a matter of concern to the organization;Supersedes the personal interest of any Board member acting as an individual user of Leduc LINX service; Supersedes any advocacy or special interest group and membership on other Boards or workplaces.When formally interacting with the public, media, or other entities, Board members are not to speak for the Board unless formally given such authority. If designated this authority, the member will be expected to reflect the Board’s view, position, policy or decision.Board members are occasionally asked to comment on matters related to their role in informal settings. As advocates for issues related to the services provided by Leduc LINX, Board members are encouraged to reflect the Board’s position on issues as well as to provide thoughtful, informed comment within the parameters of existing confidentiality policies.A member’s interaction with the Executive Director or with staff must reflect that any individual member or group of members does not have authority over the Executive Director, staff or contractors of Leduc LINX.Violation of Code of ConductA Board member who is alleged to have violated the Code of Conduct will be informed in writing and will be allowed to present their views of such an alleged breach to the President. The complaining party must be identified. If the complaining party is a Board member, this member and the respondent member will absent themselves from any vote on the resolution of censure or other action that may be brought by the members. Members who are found to have violated the Code of Conduct may be subject to censure.If a Board member is viewed by the Board to have neglected or failed to carry out his/her duties, the Board has an obligation to address the issueIf the President is viewed by the Board to have neglected or failed to carry out the President’s duties, the Board has the obligation to address the issue. Board Approval: August 2008Policy 10.8 Conflict Of InterestThe Board expects of itself, its members and staff, conduct that will not compromise the integrity of the agency and the services provided by the agency to its clients, nor be perceived to do so. This includes conflict of interest and the appearance of such conflict. A conflict of interest exists with respect to a Board member if the Board member has the ability to influence a decision made by the Board that could result in a financial gain or some other material benefit to either the Board member, a business associate of the Board member, or a relative. For the purposes of this policy, a relative includes his/her partner, child, parent, in-laws or other significant family members.A person is not eligible for membership on the Board if he/she is related to an employee of the agency.If a Board member has reasonable grounds to believe that he or she has or may have a conflict of interest, the Board member must disclose the conflict of interest:to the Board at a meeting of the Board if the member first becomes aware of the existing or potential conflict of interest during the meeting, orto the Board President at any other time as soon as the Board member becomes aware of the existing or potential conflict of interest.When a potential, real or apparent conflict exists, the Board member in conflict shall:Refrain from participating in any decision making processes involving the conflict;Refrain from discussing the matter with any decision maker involved; Remove him/herself from the room while discussions are taking place.Board members or their family members shall not be involved in a business or professional transaction with the agency. Any exceptions must receive prior Board approval. When a business or professional relationship exists between a Board member and the agency, the Board member cannot vote on any matters pertaining to the relationship. Board Approval: August 2008Policy 10.9 LiabilityOperating Leduc LINX and its programs and services involves evaluating risks and making decisions. The Board may occasionally make important decisions that prove to have undesirable outcomes. Such occasions may result in court action involving Leduc LINX and/or its Board or even individual Board members.Board members can reduce their exposure to liability by acting in good faith, meeting legal standards and working within the accepted governance roles and policies of Leduc LINX. Lack of experience or skill will not absolve a Board member from liability for permitting mismanagement of Leduc LINX affairs;Certain actions will help protect a Board member from liability:Ensure the Board obtains liability insurance for its Board and Executive Director;Ensure Board meetings are held with sufficient frequency to allow members to fulfill their duties;Regular attendance at Board meetings;Preparation before meetings, reading all reports on which discussion is expected or decisions will be based; Ensuring proper minutes are kept; Review policies periodically: by-laws; governance, financial and personnel policies;Review financial reports on a regular basis;Ensure the corporate lawyer has direct access to the Board;Ensure the conduct of an annual audit and the implementation of recommendations included in the audit management letter; Base decisions on well-researched and prepared information;Ensure the agency is using appropriate risk management processes at all levels; Ensure that the agency has sufficient resources before entering into any agreements or contracts.Board Approval: August 2008Policy 10.10 Committees Of The BoardThe Board may establish committees to help carry out its responsibilitiesTypes of CommitteesCommittees may be standing or ad hoc in nature.Standing CommitteesStanding Committees may be established to assist the Board with governance work of an ongoing or recurring nature.Ad Hoc CommitteesAd hoc committees may be established to assist the Board on a specific project for a specific period of time. Ad hoc committees will disband upon completion of the specific tasks.Terms of referenceCommittees will develop written Terms of Reference, which are approved by the Board. The Board must approve the terms of reference for committees before they become operational. The terms of reference will include:Name and type of committee (standing or short term)General purpose of the committee (type of work the committee is expected to do)What is to be achieved or produced by the committeeMembership of the committeeMeetings (frequency, scheduling)Reporting (lines of accountability, format, frequency)Reports and target dates (to whom does the committee report; how often; verbal or written; scope of decision making)Approval and review (when the Board will review the terms of reference)Resources required/allocated;At the Board’s discretion, the committees can include individuals who are not Board members. Those individuals shall have demonstrated an interest and knowledge of the business of Leduc LINX.When a committee is established, the Board President shall designate one of the Board members as the chair of the committee.Board committees may not speak or act for the Board except when formally given such authority for specific and time-limited purposes.Board Approval: August 2008Policy 10.10.1 Board of Directors’ Nomination and Election Policy PurposeTo ensure that the board is comprised of individuals who possess the skills, qualities and experience to collectively contribute to effective board governance, and to assist the board in identifying qualified individuals to become board members. The Board Nominations Committee’s role may determine appropriate members of the board through the nomination process, as well as performing a disciplinary or advisory function in dealing with directors who are remiss in their position of BoardAccording to LINX’s bylaw #7, “The Board of Directors shall be comprised of not less than FIVE (5) adult directors and not more than TWELVE (12) adult directors with a preference to be that TWO (2) Directors are parents &/or guardians of clients receiving services through LINX unless circumstances prevent. Directors may be appointed from the membership at large or the general public at the discretion of the existing Board of Directors.”Term of OfficeAccording to LINX’s bylaw #7, “The term of office for the Board of Directors shall be from A.G.M to A.G.M.”Process for NominationsA.Board Nominations Committee The board shall establish a Board Nominations Committee which shall be charged with the responsibility of identifying and recommending individuals to become board members.The size and composition of the Board Nominations Committee shall be determined by the board from time to time and may include non-board members. The board shall appoint the chair of the Board Nominations Committee, who shall be a member of the board. The Executive Director shall serve as an ex-oficio member.B.Nomination ProcessAccording to LINX’s bylaw #7, “The term of office for the Board of Directors shall be from A.G.M to A.G.M.” This means that current board members are up for re-election each year if they choose to allow their names to stand.The board shall identify qualified candidates through the following process:?The number of vacancies will be determined each year and the necessary criteria (see Policy 10.10.2) to fill those vacancies will be identified by conducting a skill-set analysis. Directors will be evaluated based on their performance and renewal will not be automatic;?A call for nominations will be made and interested parties will be encouraged to submit applications.?Applications will be submitted to the chair of the Board Nominations Committee and reviewed by the Board Nominations Committee;?A short-list of candidates will be developed by the Board Nominations Committee of those individuals who meet all of the criteria as identified by the board; and,?Two reference checks will be completed by the chair of the Board Nominations Committee, or as delegated.C.Election ProcessThe voting members of LINX have the ultimate responsibility of approving the recommendation of the Board Nominations Committee, however only nominees approved by the Board Nominations Committee through the nomination process set out in this policy shall be eligible for election.Election of board members is completed each year as part of the annual general meeting.The Board Nominations Committee shall identify candidates to be brought forward to the voting membership for consideration.Candidates recommended by the Board Nominations Committee will be presented to the voting members for election and approval.The Board Nominations Committee may recommend more candidates than vacancies. In the event that the number of candidates equals the number of vacancies, the voting members may be asked to vote for or against the slate and, if such a vote does not carry, the vote shall take place for or against each nominee individually.In the event that one or more recommended candidates are not elected, the board shall determine an appropriate process to bring new candidates forward for election.In the event of a tie, the deciding vote will be cast by the Chair of the board.AmendmentThis policy may be amended by the board.Board Approval: August 2008Policy 10.10.2 Board of Directors’ Criteria for Nomination and Election Policy To be considered for nomination for LINX’s Board of Directors, candidates must meet the following criteria:An acceptable Vulnerable Person’s check must be submitted (cannot be older than 3 months).Cannot have been a staff of LINX within the last 3 years, as determined by the last day of employment and the date of the AGM.May not have been a previous member of the board who was asked to step down or was voted off the board, as determined by the last day of resignation/removal and the date of the AGM.As per LINX bylaw #18, candidates must be “18 years of age or older who qualify to vote & have paid their yearly membership to the organization who:Is the custodial parent or guardian of a client who is registered to receive service from the Organization, whether actually receiving service or accepted to receive service; Has been accepted by the Organization as a volunteer with the expectation that they will serve as a volunteer for more than 30 days; or Wishes to support the Organization and be involved in its operations and who subscribes to the values and objects of the Organization.”Support the values and mission of LINXAttendance at Board and Board committee meetings; Effective communication, including contribution at Board and committee meetings and on behalf of the LINX as requested; Preparation for and participation at Board and committee meetings; Support of Board decisions and actions, regardless of how the director voted; An open mind to the views of others and the ability to change or adjust positions after hearing them; Ability to express a dissenting or independent opinion, or challenge the majority view in a respectful and constructive manner; Commitment to continuing education both on an individual and Board basis, and ability to use this education to inform Board deliberations; Compliance with governing legislation and by-lawsBoard Approval: August 2008Policy 10.11 Board Communications Communications with the MediaThe President or his/her designate is the only person authorized to speak for the Board. Wherever possible, in instances of a planned or pre-arranged news or press release, the President or official Board designate will consult with the Board members prior to the release.Responses to unsolicited media inquiries will be made by the President or official Board designate. These responses will be made in a timely and appropriate munication PlanThe Board will establish a communication plan for its own interaction with the public and will ensure that there is a communication plan in place for Leduc LINX that provides information to and acquires feedback from stakeholders on strategic directions, business plans and operations.The Board’s communication plan will include guiding principles and directions for itself and Leduc LINX to support stakeholder engagement strategies that promote and encourage shared responsibility of stakeholders in planning and delivering services.Board Approval: August 2008Policy 10.12 Board-Executive Director Relationship PoliciesDelegation of Executive Director AuthorityEffective governance requires a distinction between issues to be addressed by management and those of concern to the Board. To maintain its governance role the Board focuses on the overall direction and performance of Leduc LINX and entrusts the management of operational issues within the organization to the Executive Director. The Board provides direction and delegates powers and authority to the Executive Director through policy, setting parameters of decision-making and conduct. It then uses these policies to monitor how the business of Leduc LINX is conducted.In keeping with the principle of speaking with one voice, only the Board as a total body provides formal direction to the Executive Director. The accountability of the Executive Director is not to one individual but instead to a group of individuals as the “Board”. This is essential if the Executive Director is to know what is expected of him/her.Responsibilities of the Executive DirectorThe Executive Director reports to and is accountable to the Board. He/she is responsible for providing leadership, financial management and direction to all operations, programs and policies to ensure that Leduc LINX is effectively administered. He/she ensures a quality workforce is available, supported and motivated to deliver programs and services. The roles and responsibilities are the following.Implement Board policies, decisions, directions and priorities;Develop procedures to implement Board policies;Identify to the Board matters that may significantly impact Leduc LINX;Provide recommendations to the Board of changes to any policies, programs or procedures that are necessary to carry out the mandate of Leduc LINX;Prepare and implement business plans in compliance with the Board’s expectations and within the allocated funding for Leduc LINX;Prepare an annual report of the operations of Leduc LINX.;Provide advice and assistance to the Board;Provide the Board with regular updates on Leduc LINX operations, the progress of the business plan and the financial state of Leduc LINX;Ensure that Leduc LINX complies with its policies, procedures and directives, including the Board’s own governance polices;Develop and implement a communication strategy for Leduc LINX;Oversee the day to day operations of Leduc LINX;Manage staff;Ensure contracts are carried out as agreed to;Manage the finances of Leduc LINX within the allocated budget.Staff TreatmentThe Board directs the Executive Director to develop procedures to ensure that staff are treated fairly and with dignity, and are provided with a safe and healthy work environment.The Board further directs the Executive Director to develop procedures dealing with staff grievances, in which staff members are able to appeal to the Board in the event of dissatisfaction with the result of the established staff grievance process.Financial Planning and ManagementThe Board asserts that it is the responsibility of the Executive Director in consultation with the Board Treasurer/Finance Committee to prepare a business plan and budget on an annual basis and present it to the Board for its consideration and approval. The Board further affirms that it is the Executive Director’s responsibility to ensure that proper budgeting procedures are followed in order to maintain the fiscal integrity of the agency in accordance with the agency’s financial policies.The Board directs the Executive Director to work with the Board Treasurer/Finance Committee to develop procedures in dealing with the preparation of the annual business plan and budget.The Executive Director shall follow the guidelines and budgetary constraints set out in the annual budget approved by the Board and shall not deviate from those guidelines or constraints without prior approval of the Board.In order to ensure that the agency is not placed in financial jeopardy, the Executive Director will:Not expend more funds than have been approved in the annual budget or capital acquisition plan;Not create or expend any long-term reserves unless authorized by the Board;Not allow cash required to meet payroll and pay debts to drop below an established reserve or line of credit.The Executive Director will maintain the financial and human resource allocation integrity of the agency by:Establishing a process for fair and equitable financial and human resource distribution and allocations across the agency programs and services within the parameters of funding contracts;Ensuring allocations do not deviate materially from the approved munication with the BoardWhen providing information and counsel to the Board, the Executive Director will endeavour to keep the Board informed regarding all significant matters related to the Agency.Accordingly, the Executive Director will take all reasonable steps to:Make the Board aware of the impacts of services, relevant trends, future opportunities, public events of the organization and significant external and internal changes in the Community in which the agency operates. In particular, the Board will be informed of any changes in the assumptions upon which any Board policy, business or operational plan has previously been established;Inform the Board of any significant variations in resources, services or the operating environment;Submit required monitoring and evaluation data in a timely, accurate and understandable fashion, directly addressing provisions of the Board policies or plans being monitored;Gather points of view, issues, opinions, and information on current practices from internal and external sources as needed for fully informed Board choices;Communicate with the Board as a whole except when responding to individual requests for incidental information or responding to officers or committees duly charged by the Board;Advise the Board if, in the Executive Director’s opinion, the Board is not in compliance with its own policies;Report in a timely manner an actual or anticipated non-compliance with any Board policy;Provide a mechanism for official Board, officer or committee communications in a timely manner; Inform the Board of the progress of audit findings and recommendations to ensure that appropriate responses have been developed and acted munication with Community and StakeholdersTo ensure the Agency establishes and maintains strong, collaborative relationships with community organizations, stakeholders and partners, the Executive Director will:Develop and implement a plan for communication with the community and other stakeholders;Work closely with other stakeholders to develop collaborative planning and service delivery strategies and initiatives;Provide, to interested stakeholders and the general public, documents which communicate the policies, plans and activities of the agency.Board Approval: August 2008Policy 10.13 Client RepresentativeAn election is held annually by the clients of LINX to select a representative. Roles & Responsibilities: Attend monthly Board meetings and the Annual General MeetingReport to the Board on client concerns, questions, or needsRepresent the voice of all LINX clientsReport back to the clients on decisions or recommendations made by the BoardThe Client Representative is not a member of the Board and does not have the right to vote at Board Meetings. Board Approval: March 21, 2011SECTION 11 - FINANCIAL POLICYFINANCIAL POLICYPurposeThe responsibility for managing and protecting the financial viability of Leduc LINX is with the Board of Directors. The Board will need to exercise its responsibility judiciously and with care, ensuring that it oversees the financial affairs of the organization, without involving the Board in the day to day financial management of the agency, which is the responsibility of the Executive Director.As well as Policy, this document also contains several of the detailed Procedures the Board believes must be clearly articulated and followed, since it is deemed by the Board to be necessary, in the financial realm, to be specific and to differentiate as to what is required and what is desired.The financial policies and procedures will be part of the framework for oversight by the Board and assist in protecting the financial viability.Board Approval: April 20, 2011Policy 11.1 Financial Management OverviewPurposeTo set the overall division of responsibility of financial management for Leduc LINX.Board of DirectorsThe Board will not be involved in the day to day financial management of LINX. This will be responsibility of the Executive Director.The Board will have the responsibility for setting the overall strategic direction for LINX. As part of this responsibility, it will:Approve financial policies;Approve annual budgets at the start of the fiscal year and any subsequent changes that are deemed by the Board to be significant;Accept annual audited financial statements;Review monthly financial reports;Provide direction to the Executive Director as to modifications to the services provided by and through LINX as a result of the review of monthly financial reports;Approve any cost reduction plans and/or new programs; andProvide input into financial direction of LINX, as requested by either the Finance Committee or the Executive Director.The Treasurer shall have free and unfettered access to all financial records.Finance CommitteeThe Finance Committee will be comprised of the Treasurer, the Chairperson (serving as a full member and not as an ex-officio, non-voting member, the Executive Director, and the Business Manager, and will have the following responsibilities:Provide strategic and detailed financial advice to the Board;Meet on an as needed basis to review the financial reports and any other financial matter that the Committee deems necessary or reasonable;Present financial policies and amendments and directions for Board approval;Prepare and present annual budgets, monthly and annual financial reports, and cost containment strategies to the Board; andBe the signatories on the bank accounts.Executive DirectorThe Executive Director will have the following responsibilities with respect to financial management overview:Provide overall operational financial management of the agency;Draft the annual budget, in accordance with the agency’s approved business plans and contracts with PDD;Assist the Finance Committee in presenting annual budgets, financial reports, and cost containment strategies, as well as addressing any financial issues arising from the discussions;Set out procedures to handle ongoing financial transactions; andRecord and report on the financial transactions through the financial reports.In undertaking these responsibilities, the Executive Director shall have the assistance of the Business Manager, but will be responsible for all information and materials provided.Acting TreasurerIf for some reason the Treasurer is unable to undertake his duties within a reasonable time, the Board may appoint an Acting Treasurer, who will have the same duties and responsibilities as the Treasurer during the Treasurer’s absence.Board Approval: April 20, 2011Policy 11.2 Banking ArrangementsPurposeTo set the policy on the operation and management of the bank accounts and overall banking arrangements.OverviewAll banking will be done through: ATB FinancialAccounts and Line of CreditAmong other items, LINX will maintain a chequing account and arrange an operating line of credit (LOC) to ensure adequate funds are available to handle day to day cash requirements. The limit for the LOC will be approved by the Board. Changes to this limit will have to be brought before the Board by the Executive Director after consultation with the Finance Committee for approval. Reasons for the change, together with a cash flow, forecast will be provided to the Board to enable them make the decision.Other bank accounts may be established as approved of by the Finance Committee in order to allow for maximum flexibility in meeting cash flow requirements.SignatoriesThere will be two signatories required on LINX cheques, as follows:Executive Director; orBusiness Manager, in the absence of the Executive Director; andThe Chairperson; orThe Treasurer, in the absence of the Chairperson.Cheques/Payments On-LineWhenever possible, either cheques shall be used to make payments to suppliers, or payments of invoices shall be made on-line and appropriate receipts shall be secured.SecurityBlank cheques, bank statements, cancelled cheques, cheque stubs, and all banking materials and information shall be kept in a secure and locked cabinet.Bill PaymentsWhen signing cheques for payment, the individuals signing the cheques shall review relevant back-up documentation, such as invoices, contracts, etc. which justifies the payment represented by the cheque.Cheque Stubs/Records of On-Line PaymentsCheque stubs and/or records of on-line payments shall be retained to ensure a record of the cheque is kept and available for recording and audit purposes.Cheque NumbersCheques should be used in sequential numbers to ensure adequacy of controls over the cheques. Void cheques shall be kept on file for future reference.DepositsDeposits shall be made on a regular basis with income from any source which is received being banked the next banking day. All cheques, cash and other negotiable instruments must be kept in a secure place until deposited into the bank account.Bank ReconciliationsBank reconciliations shall be prepared and balanced on a monthly basis by the Business Manager. This will be reviewed by the Executive Director.Board Approval: April 20, 2011Policy 11.3 Accounts Payable, Invoices and PayrollPurposeTo set the overall policy for accounts payable and for the payment of all invoices and salaries.ExpendituresExpenditures may be incurred by authorized persons only (including: the Executive Director, the Residential Manager and the Program Manager, or staff authorized by their management supervisor), or in accordance with other Agency Policy.All expenditures will be supported by receipts or invoices.Delegation of AuthorityThe authority to order goods and services shall be provided to a person through a written delegation of authority by the Executive Director. This delegation shall specify the type of goods and services that may be ordered and dollar amounts (both in single orders and generally).InvoicesInvoices shall be paid in such a manner as to avoid late payment penalties or, in some cases, to take advantage of discounts offered by suppliers.On a monthly basis, the Executive Director shall prepare a detailed list of all payments made by the Agency (by cheque, on-line payment, cash, or any other manner) for any purpose for review by the Treasurer. Should the Treasurer have any concern about any payment, he shall bring the concern to the attention of the Executive Director. If the Treasurer is not satisfied with the Executive Director’s actions to deal with the concern, the Treasurer shall bring the concern to the Board for review and possible direction or action.PayrollStaff will be paid on a regular twice a month basis by a direct deposit pensationStaff salaries will be based on the classification and pay grid for the position.RecordPayroll records shall be maintained by the Business Manager.Time SheetsBefore submission to the Executive Director, time sheets shall be submitted for payroll calculations and shall be approved by the employee’s supervisor.Payment RecordsPayment records shall be kept by the Executive Director in a locked and secure filing cabinet.Board Approval: April 20, 2011Policy 11.4 Petty cashPurposeTo set the policy on use and maintenance of the petty cash fund.MaintenanceThe agency will maintain a petty cash fund of $200.00 to enable payment of small expenditures, where it is impractical to pay the expense by cheque.FundThe fund will be reimbursed as needed by the Business Manager to reconcile the petty cash fund and to bring the float back to $200.00.ResponsibilityThe Executive Director will have the overall responsibility for the petty cash fund. The fund balance and receipts for expenditures between reconciliations will be kept in a secure locked cabinet.ReceiptsAll expenditures will be backed by receipts. Once reconciliations are complete, the receipts shall be transferred to be kept with all paid invoices and receipts.Board Approval: April 20, 2011Policy 11.5 Capital ExpendituresPurposeTo set the policy on capital expenditures and accounting treatment of such expenditures.PolicyCapital expenditures are those assets exceeding $5000 in value or in cost and which have a useful life of more than one year.PurchasesCapital expenditures will be in accordance with the need identified in the annual budget, unless the purchase is of an emergent nature, in which case the Board shall approve of the expenditure before any commitment to the expenditure is made.ProposalsWhenever possible, the agency should seek three quotes before making any capital expenditure.Board Approval: April 20, 2011Policy 11.6: Travel ExpensesLINX will reimburse staff who incur costs while travelling on agency business.ProcedureBusiness travel will be reimbursed only when travel is pre-authorized by the Executive Director or, in the case of the Executive Director, or by the Board.Expense ClaimTravel expense claims will be submitted to the Executive Director for approval, then to the Board for approval. All travel expense claims will be approved of in the same manner as all accounts payable prior to payment being made.Board Approval: April 20, 2011Policy 11.7 BudgetPurposeTo set the requirement for LINX to prepare an annual budget.Annual BudgetWith the assistance of the Business Manager, the Executive Director will prepare an annual budget for presentation to and approval by first the Finance Committee, and then by the Board.Business PlanThe budget will be based on revenues provided by PDD and other sources and the Agency’s annual business plan. The budget is the financial road map that will reflect the business plan. The budget will include:A list of objectives or goals for the coming year;Estimate of the cost for each objective or goal;Expected income over the coming year; andEstimated overall costs.ReviewThe budget will be reviewed by the Finance Committee and modified as the Committee sees fit, and then submitted to the Board.BoardThe Board will review, consider, modify as they see fit, and approve the annual budget.MonitoringThe Board will review the financial objectives and goals against actual performance and results by reviewing the monthly expenditure reports against the budget.The Board will take corrective action or instruct the Executive Director to take appropriate action to ensure expenditures are in line with the budget.Board Approval: April 20, 2011Policy 11.8 Financial Reports and AuditPurposeTo establish reporting requirements for LINX.Monthly ReportsIt will be the responsibility of the Executive Director to have monthly financial reports prepared for presentation and review by the Board.These reports will be first discussed by the Executive Director and the Business Manager with the Finance Committee to address any issues that may arise from the reports before presentation to the Board.ContentThe report will include:-Expenditures for the month;-Expenditures for the year to date;-Annual budget;-Percentage of budget expended;-Variances from the budget, together with explanations; and-Any required corrective action.Review by the BoardThe report will be presented to the Board by the Finance Committee, with assistance, as required from the Executive Director and Business Manager.Based on the review, the Board may instruct the Treasurer, the Executive Director, the Business Manager, or any other person or persons to take specific or general actions.Annual Financial StatementLINX will prepare an annual financial statement that will meet the requirements of both PDD and statutory requirements.Accrual AccountingFinancial Statements will be prepared using the accrual basis of accounting.Appointment of AuditorsThe Board will appoint/reappoint auditors on an annual basis.AuditThe financial statements of LINX will be audited by a qualified accountant to provide the Board and other parties with assurance on the accuracy of the financial statements. The audit will also provide the Board assurance that the assets of LINX are being properly managed and that the financial records and supporting documents are accurate and complete.ApprovalThe Board will approve of the annual audited financial statements which will be presented to the membership at the annual general meeting for their consideration and approval.Board Approval: April 20, 2011Policy 11.9 Financial RecordsPurposeTo set the overall policy for financial records and retention.Accounting SystemLINX will maintain its record of financial transactions using an appropriate accounting system.The system will adhere to generally accepted accounting principles.Appropriate reconciliations and follow up will be done on a monthly basis.Restricted AmountsAny donations or funds received for specific purposes will be segregated and indentified as such on the monthly and annual financial statements.Individualized Funding ProgramRecords will be maintained to ensure that expenditures incurred to provide services to IFP (Individualized Funding Program) clients can be accounted for.Retention of RecordsAll financial records and documents, including electronic records, of LINX will be retained for a minimum period of seven years or longer as required by PDD or by law.Board Approval: April 20, 2011Policy 11.10 Fee PolicyLeduc LINX Connect Centre is only partially government funded. As a result, there are some fees that they are required to charge to ensure programs and the agency as a whole are able to continue. By joining the LINX agency certain fees are expected. These fees are due on the first working day of every month. Description of fees:Coffee Fee - $5.00 per month. This applies to clients and employees.Fitness Fee – price varies as per contract with City of Leduc.The above fees can be paid monthly or yearly. Cash or cheque is accepted. If a person commits to the Fitness program, they are obligated for the full calendar year (exception would be termination of service by either client or agency.) Program fee:Full time - $100.00 per monthPart time - $65.00 per month (less than 15 hours per week)These fees must be paid by auto debit. Exception would be full year fee being paid by cash or cheque by December 15 of the previous year.Failure to pay the program fee will result in: Letter from Management informing Client and Monitor of Service that account is delinquent and must be settled immediately. If account is not settled within 30 days of Management letter, letter from Board informing Client and Monitor of Service account is delinquent and must be settled immediately. Client and Monitor of Service will be notified that failure to comply will result in Board initiating termination of services.At following board meeting, decision will be made as to whether or not termination notice will be initiated.Termination. Notice will be sent to both Client and Monitor of Service.Board Approval: November 19, 2014SECTION 12 - VISION, MISSION, AND VALUESOUR VISION FOR THE FUTUREPersons with developmental disabilities experience inclusion within the community of their choice.EACH DAY OUR MISSION IS…To nurture the integration of persons with developmental disabilities into their community.WE VALUE…The worth and dignity of human beings. The full inclusion of all persons in the wider community. All persons contributing as citizens to their community working as a professional learning organization.~~~~~~~~~~~~~~~VisionPersons with developmental disabilities experience inclusion within the community of their choice.MissionTo nurture the integration of persons with developmental disabilities into their community.ValuesWe believe in:The worth and dignity of human beingsThe full inclusion of all persons in the wider communityAll persons contributing as Citizens within their communities.Working as a professional learning organizationLeduc LINX Connect Centre conducts the following Core businesses:Transitional SupportsComprehensive assessment of Client interests, transferable skills and supports required for successCommunity based opportunities for skill developmentFacilitation of current and potential employer relationshipsEmployment SupportsClient driven employment searchWork site supports as requiredFacilitate the development of “Natural workplace” supports. Residential/Outreach Support ServicesFacilitate supportive residential placements within family homes located in Leduc CountyProvide respite, support and educational opportunities to community home providers.Provide outreach supports to Clients who live independently. Provide respite options for Clients who live at their parental or extended family home. Community EngagementPromote and support inclusion of Adults with developmental disabilities withinNatural community settings Provide educational and social opportunities which facilitate inclusion of Clients, families, employers and other Leduc citizens.Board Approval: November 4, 2008SECTION 13 - TERMS OF REFERENCE-COMMITTEESPolicy 13.1 LINX Fundraising Committee TERMS OF REFERENCE13.1 LINX Fundraising CommitteePurposeThe LINX Fundraising Committee is a standing committee of the Board to assist LINX in achieving financial sustainability.The Committee will fulfill its purpose through the following actions:Review LINX business plans to ascertain what amount of money is required and for what purposesResearch what grants and other funding sources are available to LINXWrite proposals for grantsIdentify and make recommendations to the Board on which potential fundraising initiatives are likely to provide the best return for the effort and resources to be expended in fundraisingDevelop a support network (volunteer base) for fundraisingDevelop and participate in strategies to partner with other organizations in raising fundsProvide information (promotional material) about LINX to various target audiencesParticipate in learning events on fundraising to develop expertise in fundraisingMembership of the committee: Membership will include at least one board member, the LINX Executive Director and community representatives. The Chair of the Committee will be a member of the LINX board; the staff resource for the Committee will be the Executive Director of LINX.The recruitment of membership will provide the committee with experience, skills and knowledge that encompass the following:Knowledge of various fundraising methods Involvement in the planning and organization of fundraising eventsWorking with the mediaThe recruitment and deployment of volunteersParticipation in the business community as a business owner involved in fundraisingDeveloping and sustaining networks with various stakeholdersFamiliarity with persons with disabilities and systems that impact themConnections with a diversity of service groupsConnections to fundraising expertise in the communityExperience in grant writingCoordinators for specific projects will be appointed and accountable to the Committee Chair.MeetingsA meeting of the full committee will be held bi-monthly for planning the overall work of the committee and monitoring progress of fundraising projects.Ongoing tracking of fundraising activities will take place among members through phone and emailsOther meetings will take place as needed within particular fundraising activities to confirm work commitments and support the implementation of action plans.Reporting: The Committee Chair will report to the Board at its regular meetings on plans, issues and progress related to fundraising activities.Scope of decision makingThe implementation of action plans for fundraising will be approved by the board representative who is the LINX Fundraising Committee Chair and the Board Chair. Board approval will be required for any expenditure of money beyond a contingency fund provided to the Committee.Resources The committee will require the following supports for its operation:Access to board members for their expertise and networksA data base of local community organizations, businesses and volunteersA contingency fund for expenses such as postage, media materials and travel: the Board will designate an amount to be administered through the Executive Director.Board Approval: November 4, 2008Policy 13.2 LINX Personnel CommitteeThe LINX Personnel Committee is a standing committee of the Board whose primary purpose is to oversee the personnel policies and practices of Leduc LINX. The committee will fulfill its purpose through the following actions:Recommend revisions to existing personnel policies for policy committee consideration.Ensure Executive Director or Management Designate implements all personnel policies.Conducts an evaluation and performance appraisal of the Executive Director including review of management development and documented goals and objectives. Evaluation process may encompass a combination of self evaluation, employee evaluation and/or Board member evaluation.Participates in interviews of management candidates.Review periodic reports from the Executive Director pertaining to staffing trends such as: staff promotions, position openings, staff releases, changes in staffing requirements, etc. Report may be brought to the Board’s attention for review/input when deemed necessary. Membership of the committee:Membership shall be the Vice Chair of the Board, one director from the Board, and the Board Chair and Executive Director shall be ex-officios of the committee.The Vice Chair of the Board is the chair of the committee.Meetings: Will take place as required to address any personnel issues to fulfill the purpose of the Committee.Reporting:The Committee chair will report to the Board at its regular meetings on issues relating to PersonnelScope of decision making:Recommendations of the Personnel Committee will be brought to the Board for approvalBoard Approval: May 4, 2011SECTION 14 – VOLUNTEERSPolicy 14.1: Leduc LINX Volunteers - GeneralThe Leduc LINX Board of Directors values the contributions that Volunteers can make to an organization. Appropriate deployment of volunteers can enhance the programs and opportunities being offered to the individuals we serve. The Board is responsible for the well-being of the individuals we serve and the staff whom we employ and therefore it is required that all Volunteers be registered as per the guidelines established.Definition: A volunteer is an unpaid individual who assists agency staff with activities that support the individual(s) served or the agency. Guidelines:Management will determine areas in which assistance from volunteers would be desirable.The Executive Director will establish a system to recruit, approve and orient and train volunteers for the areas identified, and track volunteer time.Volunteers will be deployed under the supervision of a specific staff member according to a volunteer position description.Each volunteer will complete and sign a Volunteer Registration Form and Code of Conduct document. The Volunteer shall abide by the Code of Conduct.The Volunteer Registration documents will be retained in the office of the Executive Director and secured under the FOIP Act and PIPA as appropriate.Each volunteer will be required to submit a current Criminal Record Check as per policy 3.26. The Executive Director will establish a process by which Volunteers are evaluated and recognized for their contributions on an annual basis.Board Approval: March 21, 2011Policy 14.2 Leduc LINX Volunteers – FundraisingThe Leduc LINX Board of Directors values the contributions that Volunteers can make to an organization. Appropriate deployment of volunteers can enhance the programs and opportunities being offered to the individuals we serve. The Board is responsible for the well-being of the individuals we serve and the staff whom we employ and therefore it is required that all Volunteers be registered as per the guidelines established.Definition: A fundraising volunteer is an unpaid individual who assists with activities that support the agency. Guidelines:The Fundraising Chairperson will determine areas in which assistance from volunteers would be desirable.The Fundraising Chair will ensure that a system to recruit, approve, orient and train volunteers for fundraising is identified, and to track volunteer time.Volunteers will be deployed under the supervision of a Fundraising Project Coordinator and reports back to the same.The Fundraising Project Coordinators report to the Fundraising Chairperson and the fundraising Chairperson reports to the Board.Volunteers who will be responsible for handling money must provide a current Criminal Record Check.Each volunteer will complete and sign a Volunteer Registration Form and Code of Conduct document. The Volunteer shall abide by the Code of Conduct.The Volunteer Registration documents will be retained in the office of the Executive Director and secured under the FOIP Act and PIPA as appropriate.The Executive Director together with the Fundraising Chairperson will establish a process by which Volunteers are evaluated and recognized for their contributions on an annual basis.Board Approval: March 21, 2011Policy 14.3 Volunteer Code of ConductCONFIDENTIALITYAs a volunteer I will honour the confidentiality of the service users, staff, volunteers, sponsors and donors.I agree to keep information regarding medical conditions, family relations, contact information and other facts of a personal nature as confidential and not disclose this information to any person who is not authorized by LINX to have access to such information. NON-DESCRIMINATIONI agree to adhere to the Policies and Procedures as established by the LINX Board of Directors and the Executive Director. I agree to not practise or tolerate discrimination or harassment against client, staff, volunteer or guest on any grounds.I agree to treat others with dignity, care and respect, and be sensitive to the needs of others.CONFLICT OF INTERESTI agree to abide by agency Policies and discuss potential conflicts of interest with the Supervisor I have been assigned to and commit to being truthful in all matters to do with LINX.RELATIONSHIP-BOUNDARIESI agree to maintain a professional yet friendly relationship with those whom I am involved with and agree to report to the assigned Supervisor (or the Executive Director) any actions observed that could endanger or put at risk, service users, staff or other volunteers. While performing my duties as a LINX volunteer, I have a responsibility to conduct myself in a manner which reflects positively on the agency. SAFETYI agree to familiarize myself with all safety procedures and recognise the need to ask for assistance or refer a task if I feel I am unable, uncomfortable or unqualified to perform a particular task.ACCOUNTABILITYI agree that being supervised by a staff member is acceptable and reasonable and thereby provides accountability for my performance of assigned responsibilities or duties, and provides an opportunity for feedback, guidance, assistance and support in my role as a volunteerNON-COMPLIANCEI understand that failure to adhere to any and all parts of this code may result in suspension or termination from my volunteer duties. I ____________________________________ hereby agree to the above code of conduct.Dated this __________________ day of _____________________, 20 ______ Signed: ___________________________________________________________(One copy to be kept on file and one given to the Volunteer)Board Approval: March 21, 2011 APPENDIXA Functional Assessment-Planned Positive ProcedureBFunctional Assessment-Restrictive ProcedureC-1Planned Positive ProcedureD-2Planned Restrictive ProcedureFIncident/Accident ReportGMedication Administration Procedure Manual – updated March 16/10 ................
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