According to the Constitution of the Columbia Union Conference, "The object of this Conference is to teach the everlasting gospel of our Lord and Savior, Jesus Christ, and the commandments of God throughout the local conferences established within its territory, and to promote the interests of the world mission program of the Columbia Union Conference of Seventh-day Adventists."

Each member of the Columbia Union Conference staff has accepted the responsibility of properly representing the Seventh-day Adventist Church in attitude, philosophy, and conduct. For this reason only employees who are members in good and regular standing of the Seventh-day Adventist Church are employed on a permanent basis. As denominational workers, we are being observed by others, whether in or out of the office, so we should reflect our loyalty to the church and its principles in all of our activities.

Animals in Columbia Union Facilities

Employees are not permitted to bring animals or pets of any kind into the Columbia Union's facilities. An exception is made for seeing eye dogs.

Annual Social Events

The Union has a variety of social events during office hours. Employees who do not attend the activities are expected to work.

Building Use

1. All scheduling is to be done by the Secretariat Office.

2. There will be no private meetings on Sabbath which require the hiring of an employee to work at the desk. Events sponsored by the Union could be conducted on Sabbath.

3. One Sunday per month will be available for use by church organizations. The Office of Secretariat will keep a schedule on a first come, first serve basis.

4. There will be a deposit of $200 plus rent of $200. The rent will include the hiring of one/two people to monitor the building. If rooms are used on two floors or if children are in attendance, then two people will be required to monitor. They will be paid $15 per hour with a minimum of $50 per employee.

5. Policy for renting the building on a weekday evening will be at the discretion of Secretariat.

Bulletin Board

Purpose -The employee bulletin board is located in the second floor workroom in order to better facilitate appropriate communication among the staff within the Columbia Union.

1. Acceptable Material to be Posted

The following information is appropriate for posting on the employee bulletin board:

Job postings, required federal/state employment regulations, and other employee-related information as deemed appropriate by the Office Manager.

Announcements such as "For Sale/Rent" items (with the exception of Realtors) and outside-work-hours personal services being offered by employees (i.e. house painting, mechanics, etc.)

Upcoming community/church-related events.

Other items considered appropriate and approved by the Office Manager.

2. Procedure for Posting Approved Material

Submit material to the Treasury departmental secretary for prior approval.

The Treasury departmental secretary will arrange for approved material to be posted.

With the exception of material originating from The Human Resources Committee, all other material should indicate an expiration date; however, material will be displayed no longer than 30 days.

Contracts

No Contracts are to be signed that create a present or future obligation to the Union without being first reviewed by the in-house attorney and countersigned by the Union Treasurer.

Credit Union

The Columbia Federal Credit Union located at 12164 Tech Road, Silver Spring, is available to make regular savings convenient and to provide credit. Payroll deductions may be arranged for regular savings and for loan repayment.

Employee Handbook

This edition of the Employee Handbook supersedes all previous editions and shall be adhered to except as it shall be amended by subsequent actions of ADCOM or the The Human Resources Committee.

The purpose of the Employee Handbook is to clarify working relationships, and provide information regarding policies and procedures with reference to employment at the Columbia Union Conference. If questions arise they should be discussed with the supervisor, department director, and/or the Office Manager.

The Columbia Union retains authority to modify, add or delete any provisions in the Employee Handbook. Policies and procedures may change at any time and employees will be notified of changes. The most current policies will be available from the Office Manager.

Entertainment Expenses

1. Eligibility - Columbia Union salaried employees whose remuneration percentage is 150 percent or above may report expenses for entertaining on the following basis:



1. Actual cost of restaurant meals supported by receipts.
2. For guests entertained at home - $4 for breakfast and $6 for other meals.
3. The names of those entertained should be put on the back of the receipt.

Equipment

1. Requisitions - Equipment purchases costing more than $1000 must be approved by ADCOM. All requests for equipment purchase should be sent to the Treasurer. Items costing less than $1000 once approved are charged to the requesting department. Items of more than $1000 are funded by the Columbia Union Conference Association.



2. Repairs - Request for repairs other than electronic (computers, word processors, printers) should be directed to Don Settie, extension 245.



3. Electronic Repairs - Problems with computer or word processing equipment should be directed to Information Technology Systems, extension 268.



4. Assigned Place - Equipment is to be kept in its assigned place and shall not be removed to other offices or outside the Columbia Union Conference buildings unless approved by Treasury; phone ext. 242.

Exceptions to Policies

Any exceptions to policies, regulations, and procedures are authorized only by the The Human Resources Committee or ADCOM.

Expenditure of Funds

It is a sacred responsibility to be stewards of the Lord's funds that have been contributed by God's faithful people. In expending these funds for travel and other purposes employees should exercise more care and a greater sense of accountability than might be exhibited in the handling of personal funds.

Floral Arrangements

1	Deaths	The President's office sends flowers upon the death of:
	a.	Current employees
	b.	Retired staff members
	c.	Spouse or children of current employees
	d.	Parents of employees
2	Illness	If flowers are sent to employees who are hospitalized, it should be done at the discretion of the President's office.

Keys

Keys may initially be obtained from the Office Manager. Keys should always be returned to Office Manager when leaving employment with the Columbia Union. If a key is lost it should be reported immediately to Plant Services. All keys must be made by Plant Services. The duplication of keys for anyone, including family members, is not allowed.

Local Appointments Away From Office

Supervisors may authorize the absence from the office of hourly employees for local events necessitating the presence of a staff member on the following basis:

Need - The event is recognized as necessitating the presence of a staff member.

Procedure - A letter from the supervisor authorizing the hourly employee's absence shall be attached to the time sheet.

Ministry Magazine

Credentialed and commissioned ministers, and others specifically approved by the Union Secretary, receive a free subscription to Ministry.

Notary Public

There are Notaries Public in Legal, Treasury and the Columbia Union Revolving Fund. Affidavits to be notarized must be signed in the presence of the notary.

Personal Business

Caring for personal affairs during office hours should be limited to matters that cannot be done outside of office hours. If it is necessary for an hourly employee to care for personal business during working hours, prior arrangements shall be made with the supervisor and the lost time, up to 2 hours, may be made up during the week in which it is taken or it will be charged to the paid leave plan.

Professional Upgrading

Supervisors may recommend that employees be authorized to take specific courses that would improve their qualifications for the present job assignment.

Service Records

1. The Columbia Union Conference is responsible for obtaining and keeping a service record for each employee. This record is kept on a standard form prepared by the Columbia Union Conference, and is stored in the vault in the office of the Columbia Union Secretariat.



2. When an employee is transferred from one denominational organization to another, the employing organization makes a copy of the service record for its files and forwards the original copy to the new employing organization.



3. When an employee discontinues denominational service for other than retirement reasons, the employing organization shall record an appropriate action relating to the employee's discontinuance of service and particulars of any financial settlement made on the original copy of the service record, and shall keep it in the files.



4. When an employee who is eligible to receive benefits from the Retirement Fund retires permanently from denominational service, the service record shall be forwarded to the NAD Retirement Office, along with the retirement application by the Columbia Union Office of Secretariat.



5. Employees are encouraged to periodically request a copy of their service record to verify its accuracy. Every other year the Secretariat provides a copy of the service record to each employee.

Secretarial Service for Departmental Meetings

Procedures for processing requests from departments for attendance by Columbia Union Conference office secretaries at Union meetings outside the Baltimore-Washington area are as follows:

1. Planning - Departments are requested to plan meetings outside the Baltimore-Washington area in such a way that, as far as possible, services of Columbia Union Conference hourly employees will not be required.
   
   
2. Baltimore-Washington Area - Meetings which require the services of hourly employees shall be scheduled, as far as possible, in the Columbia Union office area.



3. Special Situations - For special situations in which it is felt that meetings held away from the Baltimore-Washington area require the services of hourly employees, the following procedure shall apply:



1. The Human Resources Committee shall consider requests by departments for the services of hourly employees in connection with such meetings.



2. In considering such requests, The Human Resources Committee shall consider the following factors:



1. the purpose of the meeting



2. the involvement of the hourly employee in the carrying out of departmental objectives before, during and after the meeting



3. size of the meeting



4. the complexity of meeting format



5. the location of the meeting as it relates to travel expense, the frequency of such requests from the department, and



4. Remuneration - If authorization is granted for an hourly employee to attend a meeting away from the Baltimore-Washington area the employee shall be remunerated according to the following guidelines:
   
   
1. If the travel is on the weekend the employee shall be entitled to report the travel time up to 8.5 hours.



2. If the travel is on a work day the employee shall be entitled to report up to 8.5 hours for that day.



3. During the meeting the employee shall be entitled to report the actual hours worked or the usual office hours, whichever is greater.
   
   
5. Travel Expense - The travel expense of the hourly employee shall be charged to the travel budget of the respective department.

A limited number of service club memberships for the Columbia Union employees is desirable. These memberships are authorized by the ADCOM. The actual cost of the basic annual fee, the weekly luncheon, and the annual banquet may be reported on the expense report for reimbursement. This cost will be charged to the employee's travel budget.

Suggestions

Suggestions to improve office operations and reduce expenses are welcomed and appreciated. Please pass along any suggestions to the Office Manager.

Use of Telephone

1. Guidelines - While the telephone is a very convenient and economical method of communication, it is also a major expense for the Columbia Union. Employees are urged to plan their business calls, and make calls station to station rather than person-to-person in most cases, and limit the length of the conversation.
   
   
2. Personal Calls - Personal telephone calls should be kept to a minimum and of limited time duration; calls should be made during an employee's lunch hour and/or morning/afternoon break time. All toll calls made during working hours should be charged to the employee's home telephone or credit card.



3. Personal Business - Employees shall not publish Columbia Union telephone numbers in connection with secondary jobs or non-related office activities.

Verification of Employment - Current and Former Employees

Columbia Union employees, including staff, supervisors and department administrators, frequently are requested by current and former employees to share a work reference with prospective employers. All such requests are to be referred to the Human Resources Committee for appropriate follow up and response.

Additionally, the Human Resources Committee also receives requests from lending and other credit institutions to provide employee - related information. Despite any employment information that the Columbia Union Conference sends to a lender, the Columbia Union Conference does not make, and is not making, any promise, prediction or guarantee of future employment for any period of time. Employment is terminable at will at any time, for any reason, by either the employee or the organization.

In response to requests for information, the Human Resources Committee will confirm dates of employment, positions held and related salary information. No information is provided regarding performance of employees. A signed waiver and release from liability is required from current and former employees prior to the release of any information. In the event telephone calls are received for employment verifications, the employee will be called and asked to sign an authorization to release information if one is not provided by the caller. If it is not possible to contact the employee immediately, there could be a delay in verifying information to the caller.

Children in Office Complex

Columbia Union employees are to refrain from bringing their children into the office during regular scheduled work hours. Children who come to the complex in the morning to catch a school bus and who return by bus after school to wait for their parents may wait in the main lobby area. While no supervision is provided, children are expected to restrict themselves to the main lobby area only and maintain a proper decorum while waiting.

Conciliation and Dispute Resolution Procedures

Purpose - The Conciliation and Dispute Resolution Procedures were developed to provide a method whereby the Church may resolve disputes between church members, individual lay members and various church leaders, employees and church employers, church organizations (service organizations, departments, associations, etc.) and/or between conferences and institutions.

The role of the Seventh-day Adventist Church in resolving disputes among its members has a long historical tradition. These procedures were prompted by a doctrinal concern based on the Bible and counsel given to the Church by Ellen G. White. The Conciliation and Dispute Resolution process is designed to be neutral, impartial, and independent.

Church Policy - The Conciliation and Dispute Resolution Procedures are subject to the policies recorded in the Seventh-day Adventist Church Manual and the Columbia Union and North American Division Working Policy. Before applying the following procedures, all parties involved in the resolution of a dispute should read "Safeguarding the Unity of the Church" in the current edition of the Church Manual.

Binding Arbitration - The method that is available to the Church (local church, local conference, union, and division) for resolving disputes in ways that lead to reconciliation. It is a quasi-legal procedure in which the parties in dispute meet voluntarily in the presence of one or more arbitrators for a hearing. The verdict of the arbitrator(s) is binding upon all parties.

Binding arbitration is not to be entered into without prior efforts to negotiate or mediate the dispute. It must be evident that these steps, as listed below, have been taken, before a request for binding arbitration is approved:

1. Informal Negotiation - The parties in dispute must voluntarily meet with one another in order to resolve their differences and become reconciled (Matt. 18:15). A pastor or other spiritual counselors may prompt the parties to meet for this purpose.
   
   Adequate time for spiritual preparation should be allowed in order for the Holy Spirit to work in the hearts of the parties in dispute. The disputing parties must begin the conciliation and dispute resolution process with informal negotiation.



2. Mediation - If the informal negotiation does not suffice, the parties in dispute must voluntarily meet together with one or more mediators. The mediator(s) serve(s) as facilitator(s) to guide the negotiation as the parties seek to agree and become reconciled (Matt. 18:16).


Before the process of binding arbitration can begin, all pending law suits or administrative charges related to the dispute must be dismissed, and/or the parties involved must sign an agreement not to institute a law suit against each other.

Exemptions - The Conciliation and Dispute Resolution Procedures may not apply in situations which are deemed to be outside the jurisdiction of the Church or for which the Church agrees that it has no adequate process for orderly settlement. Examples of cases that are not covered by these procedures may include, but are not limited to:

1. Settlement of insurance or self-insurance claims.
2. Issuance of decrees affecting the boundaries and ownership of real property.
3. Marital differences.
4. Awarding custody of minor children.
5. Deciding matters involving the administration of estates.
6. Debt collection matters.
7. Individual disputes with any branch of civil government of law enforcement agencies.
8. Specific theological questions.
9. Questions regarding church discipline and the transfer of reinstatement of membership.*
10. Church elections.

*Covered by policies in the Seventh-day Adventist Church Manual.

Jurisdiction - It is the expectation of the North American Division that all grievances be resolved at the level where they arose. An in-house procedure that is equitable for all parties concerned, and which includes informal negotiation and mediation as essential first steps to resolution and reconciliation, should be used to settle the dispute.

If an in-house procedure fails to bring about resolution and reconciliation, either the grievant or the organization may request binding arbitration using the North American Division Conciliation and Dispute Resolution Procedures. The higher authority over the territory where a dispute arises has jurisdiction in the resolution of the conflict when the Conciliation and Dispute Resolution Procedures are used. Requests are to be carefully reviewed by the higher body and approved in situations where to do so is in the best interests of the party(ies) concerned. In disputes involving members of different churches, and employees of different conferences, unions, and institutions, jurisdiction is with the next higher level of the church/conference/institution of the member/employee whom the claim is against. The arbitration initiation form and agreement, the binding arbitration protocol statement, and the confidentiality agreement referred to in this section are made available to the administrators of this process by the North American Division Office of Human Relations.

1. Local Church Disputes - The local church has jurisdiction in disputes between its lay members. Disputes that affect the employment of members hired by the conference, the conference institution, or the division to serve the local church are in the jurisdiction of the hiring body.



2. Local Conference Disputes - The local conference has jurisdiction in disputes between:



1. Local conference employees and/or employees of local conference institutions or churches.
2. Local conference employees and the congregation.
3. Conference institutional employees and the institution.
4. Lay members and the local conference.
5. Local church employees, local conference employees, local conference institutional employees, and the local conference.
6. Local conference churches, organizations, and/or institutions.
7. Congregation splits within the conference.



3. Union Conference Disputes - The union conference has jurisdiction in disputes between:
   
   
1. Intraunion conference employees (includes employees of local conference churches, organizations, and institutions) and/or union employees.
2. Local conference employees and the conference.
3. Union institutional employees and the institution.
4. Lay members or local churches and the union conference.
5. Local conference employees, conference institutional employees, union conference institutional employees, and the union conference.
6. Intraunion organizations, union institutions, and/or local conferences within the union.



4. Division Disputes - The North American Division has jurisdiction in disputes between:



1. Interunion denominational employees, division employees, and/or employees of division institutions.
2. Union conference employees and the union conference.
3. Division institutional employees and the union conference.
4. Division employees and the division (through the Office of Human Relations rather than administration).
5. Lay members and the division
6. Local and union conference institutions or division institutional employees and the division.
7. Any two denominational organizations within the division which do not come under the jurisdiction of a single union conference.
8. Any denominational organization within the division and the division.



5. Institution Disputes - The next higher level of the institution has jurisdiction in resolving disputes of institutional employees that have been approved to use the Conciliation and Dispute Resolution Procedures.

Initiation Process - The following steps must be taken to initiate the Conciliation and Dispute Resolution Procedures at all levels of the North American Division.

1. Local Church - To initiate the procedures at the local church level, the grievant(s) shall make a written request for binding arbitration to the local church pastor or church board. Normally, within 15 working days of the receipt of the request, the pastor or church board shall respond to the grievant(s) with a written acknowledgment and statement as to how and when the request will be processed. Arbitration forms shall be enclosed for the grievant(s) to complete and return to the pastor or board as soon as possible.



2. Local Conference - To initiate the procedures at the local conference level the grievant(s) shall make a written request for an arbitration hearing to the secretary/human relations director of the local conference. Normally, within 15 working days of the receipt of the request, the conference secretary/human relations director shall respond to the party making the request with a written acknowledgment and statement as to how and when the request will be processed. Arbitration forms shall be enclosed for the grievant(s) to complete and return to the conference secretary/human relations director as soon as possible. These include the conciliation and dispute spiritual preparation study, the binding arbitration protocol statement, and the confidentiality agreement statement. After the arbitration initiation forms have been signed and returned, the following steps shall be taken by the local conference secretary:



1. Present the request and arbitration initiation forms to the local conference administrative committee (or other appropriate body) for action.
2. Notify the grievant of the decision of the conference. If that decision is for binding arbitration, in communication with the grievant, set the date, time, and place for the hearing; and select the arbitrator(s) and observer(s). The arbitrator(s) and observer(s) must be approved by the parties in dispute.
3. Furnish the arbitrator(s) and observer(s) a copy of the arbitration initiation agreement signed by the parties in dispute within ten (10) working days prior to the arbitration hearing date. The information contained in the agreement shall include time, place, and date of the hearing; complaints and charges of the defense; issues to be discussed; positions taken relative to the issues; documents of evidence, proof, or verification; names of invited witnesses; and nature of the settlement requested.



3. Union Conference - Union Conference personnel shall initiate the dispute process at the union conference level. To do this, the grievant(s) shall make a written request for an arbitration hearing to the secretary/human relations director of the union conference. Normally, within 15 days of the receipt of the request, the union conference secretary/human relations director should respond to the grievant(s) with a written acknowledgment and statement as to how and when the request will be processed. Arbitration forms shall be enclosed for the grievant(s) to complete and return to the union secretary/human relations director as soon as possible. These include the conciliation and dispute spiritual preparation study, the binding arbitration protocol statement, and the confidentiality agreement statement. After the arbitration initiation forms have been signed and returned, the following steps shall be taken by the union conference secretary/human relations director:



1. Present the request and arbitration initiation forms to the union conference administrative committee (or other appropriate body) for action.
2. Notify the grievant(s) of the decision of the union conference. If that decision is for binding arbitration, in communication with the grievant(s), set the date, time, and place for the hearing; and select the arbitrator(s) and observer(s). The arbitrator(s) and observer(s) must be approved by the parties in dispute.
3. Furnish the arbitrator(s) and observer(s) a copy of the arbitration initiation agreement signed by the parties in dispute within ten working days prior to the arbitration hearing date. The information contained in the agreement shall include time, place, and date of the hearing; complaints and charges of the defense; issues to be addressed; positions taken relative to the issues; documents of evidence, proof, or verification; names of invited witnesses; and nature of the settlement requested.



4. Division Office - Division office personnel shall initiate the dispute process through the associate secretary of the division/Office of Human Relations director. Normally, within 15 working days of the receipt of the request, the associate secretary/Office of Human Relations director shall respond to the grievant(s) with a written acknowledgment and statement as to how and when the request will be processed. Arbitration forms shall be enclosed for the grievant(s) to complete and return to the associate secretary/Office of Human Relations director as soon as possible. These include the conciliation and dispute spiritual preparation study, the binding arbitration protocol statement, and the confidentiality agreement statement. After the arbitration initiation forms have been signed and returned, the following steps shall be taken by the associate secretary/human relations director:



1. Present the request and arbitration initiation forms to the division administrative committee for action.
2. Notify the grievant(s) of the decision of the division administrative committee. If that decision is for binding arbitration, in communicating with the grievant(s), set the date, time, and place for the hearing; and select the arbitrator(s) and observer(s). The arbitrator(s) and observer(s) must be approved by the parties in dispute.
3. Furnish the arbitrator(s) and observer(s) a copy of the arbitration initiation agreement signed by the parties in dispute within ten (10) working days prior to the arbitration hearing date. The information contained in the agreement should include time, place, and date of hearing; complaints and charges of the defense; issues to be discussed; positions taken relative to the issues; documents of evidence, proof, or verification; names of invited witnesses; and nature of settlement requested.
   

Institutions - Educational and other institutions affiliated with the local and union conferences and the division are expected to have established grievance procedures that are designed to address disputes between its employees. When an in-house grievance process has failed to bring about resolution, the grievant or the administration of the institution may request a binding arbitration hearing to be administered by the next higher body. The acceptance or rejection of this request is left to the discretion of the administration at the next higher level.

When an in-house grievance process has failed in a Columbia Union institution based in the North American Division, the grievant or the administration of the institution may request that a binding arbitration hearing be conducted by the president or secretary of the Columbia Union. The Columbia Union officers may ask the administration of the North American Division to conduct the hearing. The acceptance or rejection of the request from the institution is left to the discretion of the Columbia Union administration.

The Arbitration Panel - The credibility of the arbitration panel in the eyes of the parties in dispute is of utmost importance. The panel should be perceived by the parties in dispute to be neutral, impartial, and independent.

An arbitration hearing may be conducted by either one or three persons, including the moderator; however, in either case, the parties in dispute must agree on the person(s) as well as the number of persons appointed to serve.

On the local church level, the arbitrator(s) as well as the moderator of the arbitration panel are appointed by the church board after they have been agreed upon by all parties in dispute.

On the local conference, union conference, and division levels, the arbitration panel as well as the moderator are appointed by the secretary/human relations director of these organizations after they have been agreed upon by all parties in dispute.

Qualifications of the Arbitrator(s) - Arbitrators must be church members in good standing who are trained and qualified to serve on arbitration panels and who have the potential for bringing about a resolution. A pool of volunteer arbitrators shall be formed from which individuals may be randomly selected to serve as needed. Every effort should be made to include ethnic minorities, women, nondenominationally employed persons, retired former church employees and others as appropriate to the situation.

Legal Representation - The Conciliation and Dispute Resolution Procedures are designed to be an alternative process to the court system where legal representatives are present. Since the intent is to engage in a process that is semiformal, flexible, and nonlegalistic, it is therefore recommended that:

1. Legal representation be discouraged unless the attorneys are present to provide expert counsel on specific legal matters. All parties must agree on both the attendance and personnel involved.



2. Peer representation be permitted if both the attendance and personnel are agreed upon by all parties in the dispute.

Observers - To ensure that the hearing is conducted in keeping with Church policy and the arbitration agreement, an observer may be permitted only at the request of and with the consent of all parties in dispute. Observers may answer questions that are asked by either the arbitrator(s) or the parties in dispute.

Conflicts of Interest - The arbitrator(s) and observer(s) shall commit themselves to strict confidentiality and shall disclose all real or potential conflicts of interest in the dispute. When such conflicts of interest are disclosed, the person(s) involved shall be replaced.

Witnesses - Witnesses appear in an arbitration hearing at the call of the moderator. They are present in the hearing only to testify and must leave when they have completed their testimony.

Transcripts and Recordings - Formal transcripts or electronic recordings are permissible in arbitration hearings.

Duration of an Arbitration Hearing - An arbitration hearing shall normally consume one day or less.

Financial Arrangements - The costs for conducting arbitration hearings are to be allocated in the following manner unless otherwise agreed to by all parties involved:

1. The parties in dispute are to pay all of the travel expenses (transportation, per diem, lodging) for themselves and the witnesses they invite.
   
   
2. The parties in dispute are to pay on a 50-50 basis the travel expenses of any lay person or retired former church employee who serves as an arbitrator.



3. The local or union conference is to pay the travel and lodging expenses for their employees who serve as arbitrators and observers.



4. When a local conference employee is asked to serve as an arbitrator or an observer in another local conference, the inviting conference pays the travel and lodging expenses.



5. When a union conference employee is asked to serve as an arbitrator or an observer in another union, the inviting union pays the travel and lodging expenses.



6. The North American Division pays the travel expenses for its employees who serve as arbitrators and observers.



7. Incidental expenses incurred by private moderators and arbitrators such as secretarial help, telephone calls, postage, etc., are to be paid by the local church, the local or union conference, or the division that appointed them.

Follow-up - After-the-fact details are to be cared for by a person(s) assigned the responsibility by the local church, the conference, or the division. These include:

1. Filing of any materials generated by the arbitration hearing with the secretary of the conference or institution that had original jurisdiction.



2. Healing relationships hurt by the dispute.



3. Effectuating and monitoring the settlement.



4. Filing annual reports of union and division arbitration hearings with the North American Division associate secretary/director of the Office of Human Relations.

Conditions of Employment

The Columbia Union strives to maintain a highly qualified staff. Personnel selection is based on the following qualifications: character, church status, aptitude, education, training, experience, ability, integrity, adaptability and ability to perform job functions (with or without accommodation). Minimal qualifications are:

1. Church Membership - Membership in the Seventh-day Adventist Church, through baptism or by profession of faith, unreserved commitment to its objectives, and a personal relationship with Christ.



2. Church Teachings - Careful adherence to Bible based teachings and standards of the church by exemplifying standards of personal conduct which would preclude:
   1. Chemical/substance abuse such as:
      -use of alcoholic beverages and tobacco
      -illegal possession and/or misuse of drugs
   2. Use of profanity
   3. Immoral conduct including but not limited to adultery, fornication and homosexuality
   
   
   
3. Lifestyle - Personal conduct demonstrated in a lifestyle which is expected of Seventh-day Adventists and by thoughtful attention to personal example and influence in grooming, dress and the avoidance of extremes.



4. Work Performance - Ability to successfully perform the work and tasks to which one is assigned.



5. Professional Standards - Careful adherence to the highest professional and ethical standards in integrity and confidentiality.



6. Loyalty - Willing and consistent loyalty and cooperation.



7. Stewardship - Exemplary witness in faithful stewardship, as Biblically defined, in personal finance, tithe, time and talents (See the section on tithing).



8. Commitment - Unreserved commitment and fidelity to Christian service for all employees and to ordination vows for ministers.



9. Personal Finances - Management of personal finances enabling one to live within one's regular income and assure the payment of all just obligations on a timely basis.



10. Conflicting Interests - Avoidance of conflicting interests and enterprises.



11. Prescribed Procedures - Compliance with prescribed procedures for resolving conflicts, disputes, complaints and grievances.



12. Employee Handbook - Compliance with the regulations of the Columbia Union as set forth in the Employee Handbook and policies of the Seventh-day Adventist Church.
    
    

Confidential Information

Many times information is disclosed in the office which is of a strictly confidential nature. Care should be taken to protect yourself and the organization by not passing on this type of information to fellow employees, family or acquaintances, unless authorized to do so.

Conflict of Interest

Statement of Policy

1. Individuals Included - All employees of the Columbia Union Conference have a duty to be free from the influence of any conflicting interest when they represent the organization in negotiations or make representations with respect to dealings with third parties, and they are expected to deal with all persons doing business with the organization without favor or preference to third parties or personal considerations.



2. Definition of Conflict -



1. A conflict of interest arises when an employee of the organization has such a substantial personal interest in a transaction or in a party to a transaction that it reasonably might affect the judgment he/she exercises on behalf of the organization. He/she is to consider only the interests of the organization, always avoid sharp practices, and faithfully follow the established policies of the organization.
2. Because of the common objectives embraced by the various organizational units and institutions of the Seventh-day Adventist Church, membership held concurrently on more than one denominational committee or board, does not of itself constitute a conflict of interest provided that all the other requirements of the policy are met.



3. Conditions Constituting Conflict - Although it is not feasible in a policy statement to describe all the circumstances and conditions that might have the potentiality of being considered as conflicts of interest, the following situations are considered to have the potentiality of being in conflict and therefore are to be avoided:



1. Engaging in outside business or employment that permits encroachment on the denominational organization's call for the full services of its employees even though there may not be any other conflict.
2. Engaging in business with or employment by an employer that is in any way competitive or in conflict with any transaction, activity, or objective of the denominational organization.
3. Engaging in any business with or employment by a non-denominational employer who is a supplier of goods or services to the denominational organization.
4. Making use of the fact of employment by the denominational organization to further outside business or employment, or associating the denominational organization or its prestige with an outside business or employment.
5. Owning or leasing any property with knowledge that the denominational organization has an active or potential interest therein.
6. Lending money to or borrowing money from any third person who is a supplier of goods or services or a trustor or who is in any fiduciary relationship to the denominational organization or is otherwise regularly involved in business transactions with the denominational organization.
7. Accepting any gratuity, favor, benefit, or gift of greater than nominal value beyond the common courtesies usually associated with accepted business practice, or of any commission or payment of any sort in connection with work for the denominational organization other than the compensation agreed upon between the denominational organization and the employee.
8. Making use of or disseminating, including by electronic means, any confidential information acquired through employment by the denominational organization for personal profit or advantage, directly or indirectly.



4. Statement of Acceptance - The chief administrative officer of the organization concerned shall present a statement of acceptance of the policy on conflict of interest to denominational administrators and department directors, and to each member of the boards of trustees, and all employees of denominational associations and institutional corporations having responsibility in connection with the handling of trustee funds, and such statements shall be signed and made available to the responsible auditors. The boards of trustees of such organizations shall be apprised annually by denominational auditors of inherent exposures to denominational assets.

Credentials and Licenses

Official credentials or licenses are issued to all authorized Seventh-day Adventist employees.

1. Ministerial Employees--Ordained, Commissioned and Licensed:
1. Ministerial Credential - To ministerial employees who have demonstrated a divine call to ministry and have been previously classified as licensed ministers and ordained to the Gospel ministry. An Ordained minister is authorized to perform all the ministerial functions of the Church without limitation.
2. Ministerial License - To ministerial employees who have demonstrated a divine call to ministry which is recognized by a conference with an assignment as a spiritual leader, pastor or evangelist. Such employees must have been ordained as a local elder, and are authorized to perform substantially all the ministerial functions within the assigned district or congregation. A licensed minister is on the path toward ordination as a minister of the Gospel.
3. Commissioned Minister



1. Commissioned Minister Credential - To ministerial employees who have demonstrated a divine call to ministry and have been previously classified as a licensed commissioned minister, in which capacity he/she has served for at least five years. In addition, individuals who have demonstrated a divine call and whose spiritual leadership is acknowledged by election or appointment to serve in General, Division, Union, or Local Conference administrative positions, as vice president, secretary, under/associate secretary, treasurer, under/associate treasurer or director of a department, and presidents of major institutions, are also eligible to receive Commissioned Minister Credentials. Such employees must have been ordained as a local elder, and are authorized to perform substantially all the ministerial functions within the assigned organization, institution, or congregation.



1. An appropriate commissioning service shall be conducted when an employee is granted a Commissioned Minister Credential.
2. It is not the normal practice to ordain an individual holding a Commissioned Minister Credential.



2. Commissioned Minister License - To ministerial employees who have demonstrated a divine call to ministry which is recognized by a conference with an assignment as an associate in pastoral care or institutional chaplain. Such employees must have been ordained as a local elder, and are authorized to perform substantially all the ministerial functions within the assigned institution or congregation. Commissioned ministers are not normally on the path toward ordination to the Gospel ministry.



2. Non-Ministerial Employees:



1. Missionary Credential - To employees with significant experience in denominational service, usually not less than five years, who demonstrate proficiency in the responsibilities assigned to them and whose remuneration is approximately the maximum for their category in the denominational remuneration scale. These will include regularly employed conference and union institutional and office employees, and career literature evangelists and Bible instructors.
2. Missionary License - To employees with limited experience (less than five years) including regularly employed field, institutional and office employees.

Discipline and Termination Procedures

The purpose of disciplinary procedures is to provide a systematic and equitable means of dealing with employee violations of conditions of employment or other unacceptable practices and to assist employees in achieving optimum performance. The procedures outlined herein are for guideline purposes only and may be changed or omitted by the employer.

1. Causes for Discipline - Causes for discipline may include but are not limited to the following:



1. Violation of conditions of employment, including job performance.
2. Violation of published policies and procedures.
3. Failure to comply with any reasonable job-related request by a supervisor.
4. Causing employee unrest by airing complaints in lieu of following established complaint and grievance procedures.
5. Failure to keep accurate records in the prescribed manner, or submit valid reports.
6. Failure to abide by the published guidelines for timekeeping, including regular clocking in and out.



2. Procedures for Employee Discipline - There are four steps that supervisors should follow when policies, regulations and guidelines in this handbook are ignored or violated:



3. Verbal Warning - A verbal warning by the immediate supervisor shall be directed to the involved employee. Successive verbal warnings shall be documented in the employee's file.



1. Written Warning - A written warning will be sent to the employee which contains the following information:
1. An outline of the problem area(s),
2. Description of corrective action to be taken within the prescribed time frame,
3. Further action which will occur if improvement is not noted within this time frame. The letter shall be given to the employee and a copy shall placed in the employee's file.



2. Evaluation - At the end of the noted time frame, another session will be conducted between the supervisor and employee to discuss results since the initial counseling session. If desired improvement has not been made the HRS Director shall be informed.
3. Probation - The Human Resources Committee shall take action placing the employee on probation. Another session with the employee will be held in which the employee is advised of the probationary action. A letter will follow from the Human Resources Committee Chairman confirming the probationary status and will be placed in the employee's file.
4. Discipline - The Human Resources Committee may choose an appropriate level of discipline, based on the severity of an offense, including, but not limited to, verbal warnings, written warnings stated above, administrative leaves with or without pay and employment termination.



4. Basis for Termination - Any cause for discipline which is not corrected may lead to termination. Causes may include, but are not limited to, the following:



1. Violation of conditions of employment.
2. Violation of published employment policies and regulations.
3. Failure to practice the fundamental teachings and standards of the Seventh-day Adventist Church.
4. Remarriage without Biblical grounds.
5. Habitual tardiness and/or absenteeism.
6. Misappropriation or misuse of organizational funds or other assets.
7. Unauthorized possession or use of property belonging to the organization or other individuals.
8. Inadequate effort to fulfill a job assignment or unsatisfactory performance.
9. Committing, aiding, advocating, or being convicted of, a felony.
10. Supporting, or being involved with, activities that are in conflict with the teachings and objectives of the Seventh-day Adventist Church.
11. Persistent disregard, or violation of, sound principles of Christian interpersonal relationships, or inability to maintain cordial relations with fellow employees.
12. Refusal to accept a transfer or a justified reassignment.
13. Attitude detrimental to the objectives and philosophy of the Columbia Union.
14. Falsification of records, time reports or expense reports.
15. Insubordination.
16. Misuse of confidential information.
17. Failure to return a faithful tithe.



5. Procedures for Terminating Employees -



1. Opportunity to Resign - If disciplinary or corrective measures have failed to remedy the situation, and if termination seems to be necessary, the employee may be given the opportunity to initiate resignation.
1. If the employee feels that written conditions of employment or published regulations, policies, or procedures have been inequitably applied in the impending dismissal, the employee may use the established grievance procedure. If the employee wishes to use this procedure, intention must be stated in writing to the Union Secretary within five working days of receipt of written notice of proposed dismissal. Notice shall be delivered in person or by registered mail with return receipt requested.
2. If the employee does not resign or does not initiate a grievance procedure, the matter will come back to the appropriate committee for final action.



2. Gross Misconduct - In the case of a serious violation of conditions of employment or a major infraction of policies and regulations, such as gross misconduct, the action of the appropriate committee to terminate the employee's services is final. In such cases an employee may not be given an opportunity to resign. Prior notice and warnings need not be given. Dismissals for gross misconduct may be for, but not necessarily limited to, the following acts:



1. Vandalism
2. Act of immorality or indiscretion
3. Disorderly conduct and profanity
4. Gross neglect of duty
5. Dishonesty
6. Use of tobacco in any form and/or alcoholic beverages
7. Illicit use of drugs
8. Permitting or requiring hourly employees to work without clocking or otherwise recording all hours worked. (Applies to supervisory employees and requires a written warning before termination.)
9. Possession of firearm, explosive or other weapon devised for bodily harm.



3. Settlement - Should an employee be dismissed, the Columbia Union Conference will give a minimum of two weeks' notice (except in the case of dismissal for gross misconduct). The Columbia Union at its own discretion may pay the dismissed employee in lieu of notice. The employee who is dismissed for gross misconduct will receive the full remuneration that he or she has earned up to the time of discharge and applicable termination settlement.
   
   

Employment Classification

1. Regular, Full-Time - Employees are considered as regular and full- time when assigned a regular position, working a scheduled minimum of 38 hours a week (1976 hours annually) or working full- time on a salaried basis, and after having been in current denominational service for at least three months. Employees who work full -time are considered eligible for the following benefits*: health care assistance, tuition assistance (exempt employees only), paid leave or vacation, holiday pay, bereavement leave pay, jury duty pay, continuing education/graduate studies financial assistance, year end holiday bonus, etc.



2. Regular, Part-Time - Employees (including students) are considered as regular and part-time when assigned a regular position, working on a scheduled basis of less than 38 hours a week after having been in current denominational service for at least three months. Employees classified as such may be eligible for the following benefits on a pro-rated basis*: paid leave or vacation, year end holiday bonus. The following may be paid if they fall on a regular scheduled work day: holiday pay, bereavement leave pay, jury duty pay, etc.



3. Temporary Full-time - Employees (including students) are considered as temporary and full-time when filling a temporary position, working on a scheduled basis of 38 hours a week. Employees classified as such may be eligible for the following benefits* if their assignment is for more than three consecutive months: paid leave or vacation, holiday pay, bereavement leave pay, jury duty pay, year end holiday bonus, etc.



4. Temporary Part-time - Employees (including students) are considered temporary part-time, when filling a temporary position, working on a scheduled basis of less than 38 hours per week. Employees classified as such are not eligible for benefits.

*This list of benefits may be amended as deemed appropriate by the Human Resources Committee.

Employment at Will

The employee recognizes an employment at will relationship and the employee may terminate the position at any time for any reason subject to the notice requirements or elsewhere in the Employee Handbook. The employer has the same rights as the employee for terminating the employment of the employee. The provisions of the Employee Handbook do not constitute a contract of employment nor are they covenants. No representative of the employer, other than the Human Resources Committee and/or ADCOM, has any authority to enter into any agreement with the employee for any specified period of time, or to make any agreement contrary to the foregoing. The provisions of the Employee Handbook are guidelines only and may be changed or deleted by the employer.

Employee Evaluations

All Columbia Union employees are subject to periodic performance reviews and evaluations. The objectives of these formal evaluations are to identify areas of strength in the person's work and areas where growth and development need to be directed.

Employee Church Membership

All employees of the Columbia Union Conference shall transfer their church membership into a Columbia Union Conference Church within 90 days of employment with the Columbia Union Conference. Any exceptions will need to be negotiated with Columbia Union Conference Administration.

Employment of Relatives

The Columbia Union Conference policy prohibits employment of immediate family members in the same department.

Employment Procedure

1. Application - All prospective employees with the exception of elected officers desiring Columbia Union Conference employment will complete a formal application for employment. The Columbia Union Conference reserves the right to request a post-hiring physical examination as allowed by law and if it does so, is responsible for the expense. Applicants are tested, interviewed and screened by the Human Resources Committee. No representative of the employer, other than the Human Resources Committee and/or ADCOM, has the authority to enter into any employment agreement at any time (including the setting of remuneration rates) with the prospective employee.
   
   
2. Orientation - A general orientation program for employees is conducted by Treasury to give new employees an introduction to the Columbia Union Conference and its procedures. Departmental orientation is the responsibility of the department director.

Equal Employment Opportunities

The Columbia Union Conference of Seventh-day Adventists is an unincorporated religious association with headquarters located in Columbia, Maryland. The employment practices of the church reflect religious preferences in harmony with the United States Constitution and controlling laws. The Columbia Union Conference does not discriminate with regard to race, national origin, gender (except in positions requiring ordination), color, age, marital status, veteran status or disability that does not prohibit performance of essential job functions. This is reflected in Columbia Union Conference practices and policies regarding hiring, layoff, discharge, training, promotions, rates of pay, and other forms of compensation.

In harmony with the above statement, the Columbia Union Conference of Seventh-day Adventists complies with the Americans with Disabilities Act. This act gives civil rights protection and equal opportunity to qualified individuals with disabilities in all employment practices, including job application procedures, hiring, advancement, compensation, training, termination and other terms, conditions, and privileges of employment. An individual is considered to have a disability if the individual has a physical or mental impairment that substantially limits one or more major life activities, has a record of such an impairment, or is regarded as having such an impairment.

Family and Medical Leave

The Family and Medical leave Policy of the Columbia Union Conference outlines the conditions under which an employee may request time off with or without pay for a limited period, with job and accrued benefit protection.

For further information or a more detailed description of the Columbia Union Conference Family and Medical Leave Policy and Procedural Process, please contact the Human Resources Committee.

1. Definition - A family and or/medical leave of absence shall be defined as an approved absence of an eligible employee for up to twelve weeks within a twelve month period under particular circumstances that are critical to the life of a family. Leave may be taken for the following reasons:



1. birth of an employee's child;
2. placement of a child with an employee for adoption or foster care;
3. need for an employee to care for a child, spouse, or parent who has a serious health condition;
4. when an employee is unable to perform the functions of his/her position because of a serious health condition.


2. Scope - The provisions of this policy shall apply to all family and/or medical leaves of absence approved for eligible employees for the reasons described in 1. above.



3. Paid and Unpaid Leave - Family and/or medical leaves of absence shall be unpaid. However, if eligible employees have accrued paid leave benefits under employment benefit plans or policies of the Columbia Union Conference, the employees will be required to use those accrued benefits to provide compensation during all or any part of the twelve weeks leave. If the employee's paid benefits are exhausted, the remainder, if any, of the family or medical leave will be unpaid. The use of accrued benefits will not extend the duration of a family or medical leave.
   
   
4. Eligibility - To be eligible for leave under this policy an employee must have been employed for at least twelve months in total, and must have worked at least 1250 hours during the twelve month period immediately preceding the commencement of the leave. All Columbia Union Conference employees who meet the above eligibility requirements, regardless of work site location within the United States, are eligible for family and medical leave.



5. Reinstatement - An employee who takes leave under this policy will be able to return to the same job or a job with equivalent status, pay, benefits or one which requires substantially equivalent skill, effort, responsibility and authority.


The Columbia Union Conference may choose to exempt certain salaried, highly compensated (key) employees from this requirement and not return them to the same or similar position.

Once leave has been completed, the employee must obtain job-related certification from the physician or health care provider that the employee is able to resume work.

Failure to return to work following the approved FMLA leave will be cause for termination of employment.


6. Basic Regulations:
   
   
   1. The Columbia Union Conference will require medical certification to support a claim for leave for an employee's own serious health condition or to care for a seriously ill child, spouse or parent.
      
      The Columbia Union Conference may require a second medical opinion and periodic re-certification at its own expense. If the first and second opinions differ, the Columbia Union Conference, at its own expense, may require the binding opinion of a third health care provider, approved jointly by the Columbia Union Conference and the employee.
      
      
   1. An employee will need to obtain a job-related "fitness for duty" certificate from the attending physician or health care provider prior to his or her return to work if the FMLA leave taken was based on the employee's own serious health condition.
      
      
   2. If medically necessary for a serious health condition of the employee or his/her spouse, child or parent, leave may be taken on an intermittent or reduced leave schedule. If leave is requested on this basis, however, the Columbia Union Conference may require the employee to transfer temporarily to an alternative, but equivalent in pay and benefits, position which better accommodates recurring periods of absence or a part-time schedule.
   
   
   Exempt employees working at Columbia Union Conference headquarters or within a 75 mile radius of the Columbia Union Conference complex may be docked for Family and Medical Leave absences of less than one day, as well as those of one day or more. Other Columbia Union Conference exempt employees will be docked only for Family and Medical Leave absences of one day or more.
   
   
   3. Spouses who are both employed by the Columbia Union Conference and are requesting family and medical leave for the same qualifying event are entitled to a total of twelve weeks of leave (rather than twelve weeks each) for the birth, adoption, or placement of a child for foster care or for the care of a sick parent (but not a parent-in-law).
   
   
   
7. Notification and Reporting Requirements - When the need for leave is foreseeable, such as the birth or adoption of a child, or planned medical treatment, the employee must provide 30 days notice and make efforts to schedule leave so as not to disrupt Columbia Union Conference operations. In unforeseen circumstances, 30 days of notification may not be possible; in such cases, as much prior notice as possible must be given. In cases of illness, the employee will be required to report periodically on his/her leave status and intention to return to work.
   
   If an employee fails to provide 30 days notice for foreseeable leave with no reasonable excuse for the delay, the leave request may be denied until at least 30 days from the date the Supervisor and the Human Resources Committee receive notice.
   
   
8. Status of Employee Benefits During Leave of Absence - While an employee is on leave, the Columbia Union Conference will continue the employee's health care benefits during the leave period at the same level and under the same conditions as if the employee had continued to work.
   
   If the employee pays to opt-in eligible dependent(s) and/or spouse, then while on paid leave the Columbia Union Conference will continue to make payroll deductions. While on unpaid leave, the employee must continue to make this payment which must be received in the Accounting Office by the second pay period of each month (see pay day schedule). If the employee does not continue these payments, the Columbia Union Conference may discontinue dependent/spouse coverage during the leave period or will recover payments at the end of the leave period, in a manner consistent with the law.
   
   If the employee has opted-out of the NADHCAP the Columbia Union Conference will continue to make the authorized monthly payment to the employee regardless of whether the leave is paid or unpaid.
   
   Benefit entitlements based upon length of service will be calculated as of the last paid day prior to the start of the unpaid leave of absence.
   
   
9. Procedures -



1. A Request for Family and Medical Leave of Absence Form must be obtained from the Human Resources Committee and completed by the employee. This form should then be initialed by the supervisor and returned to the Human Resources Committee for final approval.
2. All requests for family and medical leaves of absence due to illness will additionally require the completion of the Certification of Physician or Practitioner Form which must also be returned to the Human Resources Committee. The employee should return the form within 15 days of the request for family and medical leave or provide an acceptable explanation for the delay.
3. Once leave has been completed, the employee must obtain job-related certification from the physician or health care provider that the employee is unable to resume work. This certification must be returned to the Human Resources Committee.
4. The Human Resources Committee will inform the employee of the the Human Resources Committee decision relative to the request for leave.

Floater Employees - Guidelines for Approving

1. Valid Needs - The following situations shall be considered valid causes for officers and department and service directors to request a floater employee to assist on a temporary basis:



1. To fill in for vacant budgets.
2. To work on projects for which there is special funding to cover the employee's remuneration.
3. To replace employees who take time off without pay.
4. To relieve employees who are expected to be off work for more than two weeks because of participation in FMLA.
5. To relieve employees who will be on vacation for more than two weeks if it is not possible to arrange for another employee within the department to cover the office.



2. Back-up Arrangements - Officers and department/service directors should develop a plan to cover vacations and other short-term absences caused by sickness, accident, jury duty, etc. by arranging for the employees to back up each other.



3. Deadlines - Requests for floater employees may be submitted if it appears that existing personnel will not be able to have important materials ready to meet crucial deadlines.



4. Anticipating Needs - At the beginning of each year officers and department and service directors should anticipate the need for floater employees during peak periods and present their estimates to the Treasurer.



5. Procedure - Requests for a floater employee using the prescribed form shall be presented to the Office Manager by the officer, department or service director concerned, preferably one week in advance of the anticipated need.



6. Volunteers - It may be advantageous at times to utilize volunteer services. All requests for volunteer services shall be arranged through the Office Manager. Contact the Office Manager to see if a volunteer is available to help in situations that might not qualify for a paid floater employee.

Grievance Procedures

Should feelings arise that an employee has not been justly treated, the following procedures should be pursued:

1. Initial Discussions - The issue or problem in question should first be discussed with the immediate supervisor. If satisfaction is not obtained, the matter should be taken to the department director. If the potential cause of the issue or problem in question is the supervisor himself, the employee may, at his or her option, bypass the supervisor and proceed directly to the department director. If not resolved at this level, the Human Resources Committee Chairman shall be consulted.



2. Grievance Committee - If the foregoing steps do not result in the resolution of the issue, the complainant has the right to request a hearing before the Human Resources Committee. The complainant must provide a list of specific issues for the Human Resources Committee. The Human Resources Committee shall present its recommendations to ADCOM which shall take the action which it deems appropriate. Should this step fail to bring satisfaction, the final step is a hearing before ADCOM. This committee's evaluation and resolution of the problem will be considered final.



3. Third Parties - No third parties shall participate in either the hearing before the Human Resources Committee or ADCOM. No written or electronic transcript of the hearing before the Human Resources Committee or ADCOM shall be kept by the employer or the employee. The evaluation and the resolution determined by the Human Resources Committee and/or ADCOM may be verbal and/or written.

Harassment

1. Personal Conduct - Employees of denominational organizations are to exemplify the Christ-like life and shall avoid all appearance of wrongdoing. They shall not for one moment indulge in sexual behavior that is harmful to themselves or others, and that casts a shadow on their dedication to the Christian way of life.



2. Mutual Respect - Employees shall respect and uplift one another. They must never place another employee in a position of embarrassment or disrespect due to sexual overtones. To do so would be a violation of God's law and the law of the land which protects human rights in the workplace.



3. Definitions -



1. Sexual harassment by the employer, supervisor(s), co-worker(s) and, in some instances, non-employees(s) includes, but is not limited to, the following:



1. Unwelcome sexual advances, requests for sexual favors, and other verbal, visual or physical conduct of a sexual nature which affects an individual's employment status or the terms, conditions, or benefits of his or her employment. Such advances constitute sexual harassment when:



1. Submission to such conduct is made either explicitly or implicitly a term or condition of an individual's employment; or
2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting an individual; or
3. Such conduct has the purpose or effect of unreasonably interfering with an individual's work performance or creating an intimidating, hostile, or offensive working environment; or
4. Where threats or suggestions are made that the individual's job, future promotions, wages, etc., depend on whether or not he/she submits to sexual demands or tolerates harassment.



2. Unwelcome sex-oriented comments (e.g., kidding, teasing, joking, degrading or offensive sexual comments, sexual tricks);
3. Requests or pressure for sexual activity;
4. Unnecessary or inappropriate touching of an individual (e.g. patting, pinching, hugging, repeated brushing against another person's body);
5. Suggestions, threats or demands for sexual favors;
6. Inappropriate visual conduct which creates embarrassment or suggests an interest in sexual activity.


2. Harassment on account of age, race, ethnicity or disability includes, but is not limited to, the following:



1. Subjecting employees to derogatory remarks, insults, slurs, jokes or tricks based on age, race, ethnicity or disability;
2. Denying employees opportunities to participate in training or education on account of their age, race, ethnicity or disability;
3. Limiting opportunities for promotion, transfer or advancement on account of age, race, ethnicity or disability.
4. Requiring employees to perform physically more difficult tasks or less desirable work assignments in order to force them to retire or resign from employment.



4. Working Environment - Denominational organizations shall inform their employees that harassment in the workplace will not be tolerated. All employees are expected to avoid any unwelcome behavior or conduct toward any other employee which could be interpreted as harassment. Each organization shall designate a process by which an employee may lodge a complaint.



5. Reporting Incidents - If an employee encounters sexual harassment or harassment on account of age, race, ethnicity or disability from supervisors, fellow employees, clients, or non-employees, the following steps shall be taken immediately:



1. Make it clear that such behavior is offensive and must be stopped immediately.
2. Report the incident(s) to a officer. The complaint shall be in written form.
3. The person to whom the complaint is made shall conduct all discussions in an objective and thorough manner, and shall advise the complainant not to discuss the matter elsewhere due to the sensitivity of the complaint. The person to whom the complaint is made shall keep any information received strictly confidential, except as necessary to investigate or rectify the matter.



6. Third-party Reports - All employees who are aware of incidents of apparent sexual harassment or harassment on account of age, race, ethnicity or disability in the workplace are responsible for reporting such incidents to the appropriate person for investigation.



7. Investigation - Complaints of sexual harassment and harassment on account of age, race, ethnicity or disability shall be investigated promptly. The determination of whether or not a particular action constitutes sexual harassment or harassment on account of age, race, ethnicity or disability shall be made from the facts on a case-by-case basis. The person who is authorized to direct the investigation shall inform Adventist Risk Management, Inc. for insurance purposes The investigation shall include, at a minimum, confidential interviews with all involved persons and written statements regarding the incident(s). The investigation and results shall be documented in writing and the results shall be reviewed with the complainant and accused employee with an explanation of any corrective action to be taken. All individuals involved shall be cautioned to maintain the investigation and results in strict confidence.



8. Corrective Action -
1. If the investigation indicates that harassment has not occurred, the complainant and accused employee shall be notified of the results and cautioned regarding future compliance with the organization's harassment policy. All persons, entities, or organizations which were notified of the indication of these proceedings shall also be notified of the results, to the satisfaction of the administrator conducting the investigation in consultation with the accused.
2. If harassment is found to exist, appropriate officers shall take prompt corrective action. Depending on the severity of the act, the discipline may range from a written warning (a copy of which is placed in the offending person's personnel file) to immediate dismissal.



9. No Retaliation: Supervisors and co-workers are prohibited from retaliating, intimidating, or harassing employees who complain of sexual harassment or harassment on account of age, race, ethnicity, or disability.

Holding Other Employment

Employees are expected not to hold other employment or to engage in other activities not compatible with the full and proper discharge of the duties and responsibilities of the position held. The Human Resources Committee shall determine whether outside activities are interfering with the employee's efficiency and contribution.

Job Posting Plan

1. Procedure - All non-exempt positions that become available will be posted for a period of three working days in order to alert interested employees of available jobs. This posting will be placed on the bulletin board in the second floor workroom. Job openings that are to be filled by intra-departmental transfers or by individuals that the Human Resources Committee needs to relocate or place may be excluded from this posting plan.



2. Service Requirement - Employees with at least one year of service in the same position at the Columbia Union Conference may apply for the posted jobs.



3. Job Information - Notices for available jobs will give the following information: The job title; a brief description of the job; education, experience and skills required; the remuneration level; time of posting and expiration date. Additional information regarding job openings may be obtained from the Human Resources Committee.



4. Eligible Candidates - Adequately qualified employees who apply for posted jobs will be considered. Other employees may also be considered for the same job. If the available position is not filled by a current qualified employee, the position will be made available to other SDA applicants.



5. Evaluation Criteria - Promotions and/or transfers will be based on performance evaluation, education, prior experience, applicable job skills, test results (if applicable) and/or recommendations. Seniority may be given special consideration where ability and other principal factors are comparatively equal.



6. The Human Resources Committee - The Human Resources Committee reserves the right to fill the vacancy after considering all available factors.