Laurel highland’s historical village

Corporate Policies & Procedures

Table of Contents

Chapter 1

Robert’s Rules of order…………………………………………………………………….5

Order of precedence of motions 5

Table of rules relating to motions 6

Explanation of rules relating to motions 7

Parliamentary Law 10

Plan of the work 13

Definitions 14

Chapter 2

Vending 16

Chapter 3

Guide to Human Resources Policies and Procedures 24

Chapter 4

Employment Guild lines 26

Chapter 5

Safety Policies 37

Chapter 6

Emergency Preparedness Plan 40

Chapter 7

Defibrillator Policy 45

Chapter 8

Smoking Policy 56

Chapter 9

Guest Complaints 58

Chapter 10

Dance Policies and Procedures 66

Chapter 11

Village Event Policy 69

Chapter 12

Committee Policies and Guild Lines

Chapter 13

Lost and Found Policies for children and material items

Chapter 14

1^st Aide

Chapter 15

Employee Rules and Standards

Chapter 16

Village Rules for workers and Patrons

Introduction to Robert’s Rules of Order

What Is Parliamentary Procedure?

It is a set of rules for conduct at meetings, that allows everyone to be heard and to make decisions without confusion.

Why is Parliamentary Procedure Important?

Because it’s a time tested method of conducting business at meetings and public gatherings. It can be adapted to fit the needs of any organization. Today, Robert’s Rules of Order newly revised is the basic handbook of operation for most clubs, organizations and other groups. So it’s important that everyone know these basic rules!

Organizations using parliamentary procedure usually follow a fixed order of business. Below is a typical example:

Call to order.
Roll call of members present.
Reading of minutes of last meeting.
Officers reports.
Committee reports.
Special orders — Important business previously designated for consideration at this meeting.
Unfinished business.
New business.

The method used by members to express themselves is in the form of moving motions. A motion is a proposal that the entire membership take action or a stand on an issue. Individual members can:

Call to order.
Second motions.
Debate motions.
Vote on motions.

There are four Basic Types of Motions:

Main Motions: The purpose of a main motion is to introduce items to the membership for their consideration. They cannot be made when any other motion is on the floor, and yield to privileged, subsidiary, and incidental motions.
Subsidiary Motions: Their purpose is to change or affect how a main motion is handled, and is voted on before a main motion.
Privileged Motions: Their purpose is to bring up items that are urgent about special or important matters unrelated to pending business.
Incidental Motions: Their purpose is to provide a means of questioning procedure concerning other motions and must be considered before the other motion.

How are Motions Presented?

Obtaining the floor
1. Wait until the last speaker has finished.
2. Rise and address the Chairman by saying, “Mr. Chairman, or Mr. President.”
3. Wait until the Chairman recognizes you.
Make Your Motion
1. Speak in a clear and concise manner.
2. Always state a motion affirmatively. Say, “I move that we …” rather than, “I move that we do not …”.
3. Avoid personalities and stay on your subject.
Wait for Someone to Second Your Motion
Another member will second your motion or the Chairman will call for a second.
If there is no second to your motion it is lost.
The Chairman States Your Motion
1. The Chairman will say, “it has been moved and seconded that we …” Thus placing your motion before the membership for consideration and action.
2. The membership then either debates your motion, or may move directly to a vote.
3. Once your motion is presented to the membership by the chairman it becomes “assembly property”, and cannot be changed by you without the consent of the members.
Expanding on Your Motion
1. The time for you to speak in favor of your motion is at this point in time, rather than at the time you present it.
2. The mover is always allowed to speak first.
3. All comments and debate must be directed to the chairman.
4. Keep to the time limit for speaking that has been established.
5. The mover may speak again only after other speakers are finished, unless called upon by the Chairman.
Putting the Question to the Membership
1. The Chairman asks, “Are you ready to vote on the question?”
2. If there is no more discussion, a vote is taken.
3. On a motion to move the previous question may be adapted.

Voting on a Motion:

The method of vote on any motion depends on the situation and the by-laws of policy of your organization. There are five methods used to vote by most organizations, they are:

By Voice — The Chairman asks those in favor to say, “aye”, those opposed to say “no”. Any member may move for a exact count.
By Roll Call — Each member answers “yes” or “no” as his name is called. This method is used when a record of each person’s vote is required.
By General Consent — When a motion is not likely to be opposed, the Chairman says, “if there is no objection …” The membership shows agreement by their silence, however if one member says, “I object,” the item must be put to a vote.
By Division — This is a slight verification of a voice vote. It does not require a count unless the chairman so desires. Members raise their hands or stand.
By Ballot — Members write their vote on a slip of paper, this method is used when secrecy is desired.

There are two other motions that are commonly used that relate to voting.

Motion to Table — This motion is often used in the attempt to “kill” a motion. The option is always present, however, to “take from the table”, for reconsideration by the membership.
Motion to Postpone Indefinitely — This is often used as a means of parliamentary strategy and allows opponents of motion to test their strength without an actual vote being taken. Also, debate is once again open on the main motion.

Parliamentary Procedure is the best way to get things done at your meetings. But, it will only work if you use it properly.

Allow motions that are in order.
Have members obtain the floor properly.
Speak clearly and concisely.
Obey the rules of debate.
Most importantly, BE COURTEOUS.

Robert’s Rules of Order Revised

by General Henry M. Robert

1915 Version, Public Domain

[Editor’s Note: The copyright on the original 1915 version has expired. However, the modifications and enhancements to this work are Copyright © 1996 Constitution Society. Permission is hereby granted to any person to copy and use this material on a non-profit basis with attribution, and in particular, with the retention of links to the site of the Constitution Society or its successors on the World Wide Web. One of the modifications made to the original document is the substitution for page numbers of section and paragraph numbers, using the format mm:nn, where mm is the section number and nn the paragraph number. Footnotes have been numbered and moved to the end of sections. The Order of Precedence of Motions and the Table of Rules Relating to Motions have also been reformatted and revised to adapt them to the needs of an online document.]

Table of Contents

Order of Precedence of Motions. (OPM)

Table of Rules Relating to Motions. (TRM)

Preface. (PRE)

Introduction. (INT)

Parliamentary Law (PAR)

Plan of the Work (WRK)

Definitions (DEF)

Part I.- Rules of Order.

Art. I.– How Business is Conducted in Deliberative Assemblies.

1. Introduction of Business
2. What Precedes Debate
3. Obtaining the Floor
4. Motions and Resolutions
5. Seconding Motions
6. Stating the Question
7. Debate
8. Secondary Motions
9. Putting the Question and Announcing the Vote
10. Proper Motions to Use to Accomplish Certain Objects

Art. II.– General Classification of Motions.

11. Main or Principal Motions
12. Subsidiary Motions
13. Incidental Motions
14. Privileged Motions
15. Some Main and Unclassified Motions

Art. III.– Privileged Motions.

16. Fix the Time to which the Assembly shall Adjourn
17. Adjourn
18. Take a Recess
19. Questions of Privilege
20. General and Special Orders and a Call for the Orders of the Day

Art. IV.– Incidental Motions.

21. Questions of Order and Appeal
22. Suspension of the Rules
23. Objection to the Consideration of a Question
24. Division of a Question, and Consideration by Paragraph or Seriatim
25. Division of the Assembly, and Motions relating to Methods of Voting, or to Closing or Reopening the Polls
26. Motions relating to Methods of Making, or to Closing or to Reopening Nominations
27. Requests growing out of Business Pending or that has just been pending, as, a Parliamentary Inquiry, a Request for Information, for Leave to Withdraw a Motion to Read Papers, to be Excused from a Duty, or for any other Privilege

Art. V.– Subsidiary Motions.

28. Lay on the Table
29. The Previous Question
30. Limit or Extend Limits of Debate
31. Postpone Definitely, or to a Certain Time
32. Commit or Refer, or Recommit
33. Amend
34. Postpone Indefinitely

Art. VI.– Some Main and Unclassified Motions.

35. Take from the Table
36. Reconsider
37. Rescind
38. Renewal of a Motion
39. Ratify
40. Dilatory, Absurd, or Frivolous Motions
41. Call of the House

Art. VII.– Debate.

42. Debate
43. Decorum in Debate
44. Closing and Preventing Debate
45. Principles of Debate and Undebatable Motions

Art. VIII.– Vote.

46. Voting
47. Votes that are Null and Void even if Unanimous
48. Motions requiring more than a Majority Vote

Art. IX.– Committees and Boards.

49. Committees Classified
50. Boards of Managers, etc., and Executive Committees
51. Ex-Officio Members of Boards and Committees
52. Committees, Special and Standing
53. Reception of Reports
54. Adoption or Acceptance of Reports
55. Committee of the Whole
56. As if in Committee of the Whole
57. Informal Consideration

Art. X.– The Officers and the Minutes.

58. Chairman or President
59. Secretary or Clerk
60. The Minutes
61. Executive Secretary
62. Treasurer

Art. XI.– Miscellaneous.

63. Session
64. Quorum
65. Order of Business
66. Nominations and Elections
67. Constitutions, By-laws, Rules of Order, and Standing Rules
68. Amendments of Constitutions, By-laws, and Rules of Order

Part II.- Organization, Meetings, and Legal Rights of Assemblies.

Art. XII.– Organization and Meetings.

69. An Occasional or Mass Meeting

(a) Organization

(b) Adoption of Resolutions

(d) Semi-Permanent Mass Meeting

70. A Permanent Society.

(a) First Meeting

(b) Second Meeting

71. Meeting of a Convention.

(a) An Organized Convention

(b) A Convention not yet Organized

Art. XIII.– Legal Rights of Assemblies and Trial of Their Members.

72. Right of an Assembly to Punish its Members
73. Right of an Assembly to Eject any one from its Place of Meeting
74. Rights of Ecclesiastical Tribunals
75. Trial of Members of Societies

Plan for Study of Parliamentary Law. (PLN)

Introduction

Lesson Outlines (LES)

Index (NDX)

ORDER OF PRECEDENCE OF MOTIONS.

[Editor’s note: This is a modified version of the original, to adapt it to the needs of an online document.]

The ordinary motions rank as follows, the lowest in rank being at the bottom and the highest at the top of the list. When any one of them is immediately pending the motions above it in the list are in order, and those below are out of order.

1	2	3	4	5	Motion
–	X	a	X	–	Fix the Time to which to Adjourn.
–	X	b	–	–	Adjourn.
–	X	c	X	–	Take a Recess.
–	X	–	–	–	Raise a Question of Privilege.
–	X	–	–	–	Call for the Orders of the Day.
–	–	–	–	–	Lay on the Table.
–	–	–	–	X	Previous Question.
–	–	–	–	X	Limit or Extend Limits of Debate.
X	–	–	X	–	Postpone to a Certain Time.
X	–	–	X	–	Commit or Refer.
X	–	–	X	–	Amend.
X	–	–	–	–	Postpone Indefinitely.
X	–	–	X	–	A Main Motion.

Columns:

1 – Debatable

2 – Usually Privileged

3 – Not always privileged:

a – Privileged only when made while another question is pending, and in an assembly that has made no provision for another meeting on the same or the next day.

b – Loses its privileged character and is a main motion if in any way qualified, or if its effect, if adopted, is to dissolve the assembly without any provision for its meeting again.

c – Privileged only when made while other business is pending.

4 – Can be amended

5 – Require a 2/3 vote for their adoption; the others require only a majo

TABLE OF RULES RELATING TO MOTIONS

Answering 300 Questions in Parliamentary Practice

[Editor’s note: This is a modified version of the original, to adapt it to the needs of an online document.]

Explanation of the Table. — The rules at the head of the 8 columns apply to all original main motions, and to all other cases except where a star (*) or a figure indicates that the motion is an exception to these rules. The star shows that the exact opposite of the rule at the head of the column applies to the motion, and a figure refers to a note which explains the extent of the exception. For example, “Lay on the Table”; the Table shows that §28 of the Manual treats of this motion; that it is “undebatable” and “cannot be amended”; that “no subsidiary motion can be applied” to it; and that it “cannot be reconsidered”; — the fact that the 4 other columns have no stars or figures shows that the rules at the head of these columns apply to this motion, to Lay on the Table, the same as to original main motions.

Columns:

§ – Section number

1 – Debatable

2 – Debate Confined to Pending Questions

3 – Can be Amended

4 – Subsidiary Motions can be Applied

5 – Can be Reconsidered

6 – Requires only a Majority Vote

7 – Must be Seconded

8 – Out of Order when Another has Floor

N – Note below

§	1	2	3	4	5	6	7	8	N	Motion
17	*	–	*	*	*	–	–	–	1	Adjourn (when privileged)
54	–	–	–	–	–	–	–	–	–	Adopt (Accept or Agree to) a Report
67	–	–	–	–	2	–	–	–	–	Adopt Constitutions, By-laws, Rules of Order
67	–	–	–	–	–	–	–	–	–	Adopt Standing Rules
33	4	–	–	–	–	–	–	–	3	Amend
33	4	–	*	–	–	–	–	–	–	Amend an Amendment
68	–	–	–	–	2	5	–	–	–	Amend Constitutions, By-laws, Rules of Order
67	–	–	–	–	–	6	–	–	–	Amend Standing Rules
21	*	–	*	–	–	–	–	*	7	Appeal, relating to Indecorum, etc.
21	–	–	*	–	–	–	–	*	–	Appeal, all other cases
33	–	–	*	–	–	–	*	–	–	Blanks, Filling
32	–	–	–	–	8	–	–	–	–	Commit or Refer, or Recommit
30	*	–	–	–	–	*	–	–	9	Debate, to Close, Limit, or Extend
25	*	–	*	*	*	–	*	*	–	Division of the Assembly
24	*	–	–	–	*	–	10	10	–	Division of the Question
16	11	–	–	–	–	–	–	–	1	Fix the Time to which to Adjourn
57	–	–	*	–	2	–	–	–	–	Informal Consideration of a Question
28	*	–	*	*	*	–	–	–	–	Lay on the Table
21	*	–	*	*	–	–	–	–	–	Leave to Continue Speaking after Indecorum
11	–	–	–	–	–	–	–	–	–	Main Motion or Question
26	–	–	*	–	*	–	*	–	–	Nominations, to Make
26	*	–	–	–	*	*	–	–	–	Nominations, to Close
26	*	–	–	–	2	–	–	–	–	Nominations, to Reopen
23	*	–	*	*	2	12	*	*	–	Objection to Consideration of a Question
21	*	–	*	*	*	–	*	*	–	Order, Questions of
20	–	–	–	–	–	*	–	–	–	Order, to Make a Special
20	*	–	*	*	*	–	*	*	–	Orders of the Day, to Call for
20	–	–	–	–	–	–	–	–	–	Order of the Day, when pending
27	*	–	*	*	*	–	*	*	–	Parliamentary Inquiry
31	–	–	–	–	–	–	–	–	–	Postpone Definitely, or to a Certain Time
34	–	*	*	–	13	–	–	–	–	Postpone Indefinitely
29	*	–	*	*	15	*	–	–	14	Previous Question
19	*	–	*	*	*	–	*	*	–	Privilege, to Raise Questions of
19	–	–	–	–	–	–	–	–	–	Privilege, Questions of, when pending
27	*	–	*	*	–	–	–	–	–	Reading Papers
18	11	–	–	–	*	–	–	–	1	Recess, to Take a (when privileged)
36	4	17	*	–	*	–	–	*	16	Reconsider
37	–	*	–	–	2	18	–	–	–	Rescind or Repeal
33	–	–	–	–	–	–	–	–	–	Substitute (same as Amend)
22	*	–	*	*	*	*	–	–	–	Suspend the Rules
35	*	–	*	*	*	–	–	–	–	Take from the Table
22	*	–	*	*	*	*	–	–	–	Take up a Question out of its Proper Order
25	*	–	–	–	–	–	–	–	–	Voting, Motions relating to
27	*	–	*	*	2	–	*	–	–	Withdraw a Motion, Leave to

NOTES TO TABLE

To Fix the Time to which to Adjourn is privileged only when made while another question is pending, and in an assembly that has made no provision for another meeting on the same or the next day. To Adjourn loses its privileged character and is a main motion if in any way qualified, or if its effect, if adopted, is to dissolve the assembly without any provision for its meeting again. To Take a Recess is privileged only when made while other business is pending.
An affirmative vote on this motion cannot be reconsidered.
An Amendment may be made (a) by inserting (or adding) words or paragraphs; (b) by striking out words or paragraphs; (c) by striking out certain words and inserting others; or (d) by substituting one or more paragraphs for others, or an entire resolution for another, on the same subject.
Undebatable when the motion to be amended or reconsidered is undebatable.
Constitutions, By-Laws, and Rules of Order before adoption are in every respect main motions and may be amended by majority vote. After adoption they require previous notice and 2/3 vote for amendment.
Standing Rules may be amended at any time by a majority vote if previous notice has been given, or by a 2/3 vote without notice.
An Appeal is undebatable only when made while an undebatable question is pending, or when relating to indecorum, or to transgressions of the rules of speaking, or to the priority of business. When debatable, only one speech from each member is permitted. On a tie vote the decision of the chair is sustained.
Cannot be reconsidered after the committee has taken up the subject, but by 2/3 vote the committee at any time may be discharged from further consideration of the question.
These motions may be moved whenever the immediately pending question is debatable, and they apply only to it, unless otherwise specified.
If resolutions or propositions relate to different subjects which are independent of each other, they must be divided on the request of a single member, which can be made when another has the floor. If they relate to the same subject and yet each part can stand alone, they may be divided only on a regular motion and vote.
Undebatable if made when another question is before the assembly.
The objection can be made only when the question is first introduced, before debate. A 2/3 vote must be opposed to the consideration in order to sustain the objection.
A negative vote on this motion cannot be reconsidered.
The Previous Question may be moved whenever the immediately pending question is debatable or amendable. The questions upon which it is moved should be specified; if not specified, it applies only to the immediately pending question. If adopted it cuts off debate and at once brings the assembly to a vote on the immediately pending question and such others as are specified in the motion.
Cannot be reconsidered after a vote has been taken under it.
The motion to reconsider can be made while any other question is before the assembly, and even while another has the floor, or after it has been voted to adjourn, provided the assembly has not been declared adjourned. It can be moved only on the day, or the day after, the vote which it is proposed to reconsider was taken, and by one who voted with the prevailing side. Its consideration cannot interrupt business unless the motion to be reconsidered takes precedence of the immediately pending question. Its rank is the same as that of the motion to be reconsidered, except that it takes precedence of a general order, or of a motion of equal rank with the motion to be reconsidered, provided their consideration has not actually begun.
Opens to debate main question when latter is debatable.
Rescind is under the same rules as to amend something already adopted. See notes 2, 5, and 6, above.

ADDITIONAL RULES

Incidental Motions. Motions that are incidental to pending motions take precedence of them and must be acted upon first. [See 13 for list of these motions.]

No privileged of subsidiary motion can be laid on the table, postponed definitely or indefinitely, or committed. When the main question is laid on the table, etc., all adhering subsidiaries go with it.

EXPLANATION OF THE TABLE OF RULES RELATING TO MOTIONS

Every one expecting to take an active part in meetings of a deliberative assembly should become sufficiently familiar with the Order of Precedence of Motions and the Table of Rules, to be able to refer to them quickly. This familiarity can only be acquired by actual practice in referring to these tables and finding the rulings on the various points covered by them in regard to various motions. These six pages contain an epitome of parliamentary law. The Order of Precedence of motions should be committed to memory, as it contains all of the privileged and subsidiary motions, 12 in number, arranged in their order of rank, and shows in regard to each motion whether it can be debated or amended, and what vote it requires, and under what circumstances it can be made.

In the Table of Rules the headings to the 8 columns are rules or principles which are applicable to all original main motions, and should be memorized. They are as follows: (1) Original Main Motions are debatable; (2) debate must be confined to the immediately pending question; (3) they can be amended; (4) all subsidiary motions can be applied to them; (5) they can be reconsidered; (6) they require only a majority vote for their adoption; (7) they must be seconded; and (8) they are not in order when another has the floor. Whenever any of the 44 motions in the Table differs from a main motion in regard to any of these rules, the exception is indicated by a star (*) or a figure in the proper column opposite that motion. A star shows that the exact opposite of the rule at the head of the column applies to the motion. A figure refers to a note which explains the extent of the exception. A blank shows that the rule at the head of the column applies, and therefore that the motion is in this respect exactly like a main motion. Some of the motions are followed by figures not in the columns: these figures refer to notes giving useful information in regard to these motions.

The Table of Rules is constructed upon the theory that it is best to learn the general principles of parliamentary law as applied to original main motions, and then to note in what respects each other motion is an exception to these general rules. Thus, the motion to postpone definitely, or to a certain time, has no stars or figures opposite it, and therefore it is subject to all of the above 8 rules the same as any main motion: to postpone indefinitely has two stars and the number 13 opposite to it, showing that the rules. at the head of these three columns do not apply to this motion. The first star shows that debate is not confined to the motion to postpone indefinitely, but that the main motion is also open to debate; the second star shows that the motion to postpone indefinitely cannot be amended; and the number 13 refers to a note which shows that a negative vote on this motion cannot be reconsidered.

As has previously been stated, a star shows that the motion, instead of being subject to the rule at the head of the column, is subject to a rule exactly the reverse. Stars in the various columns, therefore, mean that the motions are subject to the following rules: (1) undebatable; (2) opens main question to debate; (3) cannot be amended; (4) no subsidiary motion can be applied; (5) cannot be reconsidered; (6) requires a two-thirds vote; (7) does not require to be seconded; and (8) in order when another has the floor.

PREFACE.

A work on parliamentary law is needed, based, in its general principles, upon the rules and practice of Congress, but adapted, in its details, to the use of ordinary societies. Such a work should give not only the methods of organizing and conducting meetings, the duties of officers, and names of ordinary motions, but also a systematic statement in reference to each motion, as to its object and effect; whether it can be amended or debated; if debatable, the extent to which it opens the main question to debate; the circumstances under which it can be made, and what other motions can be made while it is pending. Robert’s Rules of Order (published in 1876, slight additions being made in 1893) was prepared with a hope of supplying the above information in a condensed and systematic form, each rule being complete in itself, or giving references to every section that in any way qualifies it, so that a stranger to the work can refer to any special subject with safety.

The fact that during these thirty-nine years a half million copies of these Rules have been published would indicate that there is a demand for a work of this kind. But the constant inquiries from all sections of the country for information concerning proceedings in deliberative assemblies that is not contained in Rules of Order, seems to demand a revision and enlargement of the manual. To meet this want, the work has been thoroughly revised and enlarged, and, to avoid confusion with the old rules, is published under the title of “Robert’s Rules of Order Revised.”

The object of Rules of Order is to assist an assembly to accomplish in the best possible manner the work for which it was designed. To do this it is necessary to restrain the individual somewhat, as the right of an individual, in any community, to do what he pleases, is incompatible with the interests of the whole. Where there is no law, but every man does what is right in his own eyes, there is the least of real liberty. Experience has shown the importance of definiteness in the law; and in this country, where customs are so slightly established and the published manuals of parliamentary practice so conflicting, no society should attempt to conduct business without having adopted some work upon the subject as the authority in all cases not covered by its own special rules.

While it is important that an assembly has good rules, it is more important that it be not without some rules to govern its proceedings. It is much more important, for instance, that an assembly has a rule determining the rank of the motion to postpone indefinitely, than that it gives this motion the highest rank of all subsidiary motions except to lay on the table, as in the U.S. Senate; or gives it the lowest rank, as in the U.S. House of Representatives; or gives it equal rank with the previous question, to postpone definitely, and to commit, so that if one is pending none of the others may be moved, as under the old parliamentary law. This has been well expressed by one of the greatest of English writers on parliamentary law: “Whether these forms be in all cases the most rational or not is really not of so great importance. It is much more material that there should be a rule to go by than what that rule is; that there may be a uniformity of proceeding in business, not subject to the caprice of the chairman or captiousness of the members. It is very material that order, decency, and regularity he preserved in a dignified public body.”

H.M.R.

February, 1915.

Introduction.

Parliamentary Law.

Parliamentary Law refers originally to the customs and rules for conducting business in the English Parliament; and thence to the usages of deliberative assemblies in general. In England these usages of Parliament form a part of the unwritten law of the land, and in our own legislative bodies they are of authority in all cases where they do not conflict with existing rules or precedents.

But as a people we have not the respect which the English have for customs and precedents, and are always ready for such innovations as we think are improvements; hence changes have been and are constantly being made in the written rules which our legislative bodies have found best to adopt. As each house adopts its own rules, the result is that the two houses of the same legislature do not always agree in their practice; even in Congress the order of precedence of motions is not the same in both houses, and the previous question is admitted in the House of Representatives but not in the Senate. As a consequence of this, the exact method of conducting business in any particular legislative body is to be obtained only from the Legislative Manual of that body.

The vast number of societies — political, literary, scientific, benevolent, and religious — formed all over the land, though not legislative, are deliberative in character, and must have some system of conducting business and some rules to govern their proceedings, and are necessarily subject to the common parliamentary law where it does not conflict with their own special rules. But as their knowledge of parliamentary law has been obtained from the usages in this country, rather than from the customs of Parliament, it has resulted that these societies have followed in part the customs of our own legislative bodies, and our people have thus been educated under a system of parliamentary law which is peculiar to this country, and yet so well established as to supersede the English parliamentary law as the common law of ordinary deliberative assemblies.

The practice of the National House of Representatives should have the same force in this country as the usages of the House of Commons have in England, in determining the general principles of the common parliamentary law of the land, were it not for the fact that while the English Parliament has continued to be a strictly deliberative assembly, the business of our House of Representatives has grown so enormously that it has been obliged to make such changes in its rules and practice as will allow the majority to suppress the debate, if there has been previous debate, and if there has been none, to limit the debate to forty minutes; and also to suppress a question for the session even without any debate. These deviations from the old parliamentary law, while necessary in the House of Representatives, are in violation of the fundamental right of a deliberative assembly to have questions thoroughly discussed before it is called upon to take action upon them, unless a large majority, at least two-thirds, is prepared to act at once. In ordinary deliberative assemblies the right to debate questions before taking final action upon them should never be suppressed by less than a two-thirds vote, and the motion to lay on the table should be used only for its legitimate parliamentary purpose of laying aside a question temporarily.

Where the practice of Congress differs from that of Parliament, the common law of this country usually follows the practice of Congress. Thus, in every American deliberative assembly having no rules for conducting business, the motion to adjourn, when it does not dissolve the assembly, would be decided to be undebatable, as in Congress, the English parliamentary law to the contrary notwithstanding; so if the previous question were negatived, the debate upon the subject would continue, as in Congress, whereas in Parliament the subject would be immediately dismissed; so, too, the previous question could be moved when there was before the assembly a motion either to commit, or to postpone definitely or indefinitely, just as in Congress, notwithstanding that, according to English parliamentary law, the previous question could not be moved under such circumstances.

The old common parliamentary law gives the same rank to the motions for the previous question, to postpone definitely, to commit, and to postpone indefinitely, so that no one of them can be moved while another one of them is pending; the House makes them rank in the order just named; while the Senate does not admit the motion for the previous question, and makes to postpone indefinitely outrank all the others. The practice of the House in this matter establishes the parliamentary law of this country, as it does in all cases where its practice is not due to the great quantity of its business or the necessities of party government. This may be illustrated by the motions to lay on the table and the previous question. The House of Representatives has completely changed the use of the motion to lay on the table from that of merely laying aside a question until the assembly chooses to resume its consideration [see foot note, 28], to a motion to kill the pending proposition. To make it more effective for this purpose, they have allowed it to be made before the member reporting a bill from the committee is allowed to speak, and when a question is laid upon the table it cannot be taken up except by suspending the rules, which requires a two-thirds vote. For reasons previously given, such rules are necessary in Congress, but in ordinary assemblies they would do more harm than good. The same vote should be required (two-thirds vote) to stop debate and bring the assembly to a vote on the final disposition of the question, whether the intention is to adopt or to reject the proposition. The previous question and the motion to lay on the table require the same vote in Congress, and should in all assemblies where to lay on the table is used for killing propositions.

The modifications made by the House in regard to the previous question have made that motion extremely simple and useful, and its practice establishes the parliamentary law of the country as to the previous question, except in respect to its being ordered by majority vote and forty minutes’ debate being allowed after it has been ordered, if the proposition has no been previously debated. It is necessary in Congress for the majority to have the power to close debate, but, such a power being in conflict with the fundamental rights of a deliberative assembly, Congress has modified it so as not to cut off debate entirely. In an ordinary assembly, with sessions not exceeding two or three hours, it should, and it does, have the power by a two-thirds vote to close debate instantly, just as by the same vote it may suspend the rules.

In matters of detail, the rules of the House of Representatives are adapted to the peculiar wants of that body, and are of no authority in any other assembly. No one, for instance, would accept the following House of Representatives rules as common parliamentary law in this country: That the chairman, in case of disorderly conduct, would have the power to order the galleries to be cleared; that any fifteen members would be authorized to compel the attendance of absent members; that each member would be limited in debate upon any question to one hour; and that the motion to suspend the rules can only be entertained on the first and third Mondays of each month. These examples are sufficient to show the absurdity of the Idea that the rules of Congress in all things determine the common parliamentary law.

While some of the rules of Congress are adapted only to legislative assemblies, and others only to the House that adopts them, yet its rules and practice, except where manifestly unsuited to ordinary deliberative assemblies, should, and do determine the parliamentary law of the country. The people of the United States will never accept the rules and practice of the legislature, or of deliberative assemblies, of any state, or even of any section of the country, as of equal authority with the practice of the National Congress in determining the parliamentary law for the whole country.

Since, however, the sessions of Congress last from three to six months, and at times to nearly a year, whereas the great majority of ordinary deliberative assemblies have sessions lasting not more than two or three hours; and since the quorum in Congress is a majority of the members, while in most societies it is less than one-fifth, and often less than one-tenth, of the members; and since the members of Congress are paid to devote all their time during a session to the business of Congress, and can be compelled to attend, whereas in ordinary assemblies the members have other duties and their attendance is simply voluntary; and as the work of Congress is enormous and is mostly done by standing committees, of which there are fifty-six, or in committee of the whole, while in ordinary assemblies the assembly itself attends to most of its business, the rest is done usually by special committees rather than by standing committees or in committee of the whole — as these differences exist, it is evident that the rules and practice of Congress require to be modified in some respects to adapt them to ordinary deliberative assemblies. Sometimes the old common parliamentary law is better adapted to ordinary societies, as with the motion to lay on the table. Where the two houses differ, sometimes the Senate practice is better adapted to ordinary assemblies, as in allowing each member to speak twice to the same question each day; while in allowing the previous question and in making the motion to postpone indefinitely the lowest of subsidiary motions, the practice of the House seems better adapted to ordinary assemblies. The House allows a majority to order the previous question, but if there has been no debate on the question, forty minutes’ debate is permitted after the previous question has been ordered. This rule is not adapted to assemblies whose entire session may not last two hours. They should have power to close debate instantly by a two-thirds vote. This is in accordance with the general principle that the assembly by a two-thirds vote may suspend the rules, even the rule permitting debate.

As there would naturally be differences of opinion as to the application of the above principles, and it is important that the law should be definite, every deliberative assembly should imitate our legislative bodies and adopt some Rules of Order for the conduct of its business.¹

PLAN OF THE WORK.

These Rules are prepared to meet partially this want in deliberative assemblies that are not legislative in their character. They have been made sufficiently complete to answer for the rules of an assembly until it sees fit to adopt special rules conflicting with and superseding any of the rules of detail, such as the Order of Business, etc. They are based upon the rules and practice of Congress so far as these are adapted to ordinary deliberative assemblies with short sessions and comparatively small quorums, as has just been explained. In cases where these Rules differ from the practice of Congress, usually the congressional rule will be found in a foot note. The foot notes need not be referred to for any other purpose than to ascertain the practice of Congress.

This Manual contains a Table of Contents, Table of Rules, Part I, Part II, Lesson Outlines, and the Index.

Table of Contents. This gives a clear, systematic idea of the arrangement of subjects treated in the Manual.

Order of Precedence of Motions and Table of Rules. A careful study of these tables so as to be able to use them quickly will enable any one in an emergency to ascertain whether a motion is in order, and whether it may be debated, or amended, or reconsidered, or requires a second, or a two-thirds vote, or is in order when another member has the floor.

Part I, comprising the main part of the Manual, contains a set of Rules of Order systematically arranged, as shown in the Table of Contents. It begins with showing how business is introduced in a deliberative assembly, and then follows it step by step until the vote is taken and announced. The next section, 10, shows what is the proper motion to use to accomplish certain objects, referring at the same time to the section where the motion will be found fully treated. Next, the motions are classified as usual into Privileged, Incidental, Subsidiary, and Main, and the general characteristics of each class given.

Then each class is taken up in order, beginning with the highest privileged motion, and a section is devoted to each motion, including some motions that are not classified. Each of these twenty-six sections is complete in itself, so that one unfamiliar with the work need not be misled in examining any particular subject. Cross-references, in heavy-face type, are used wherever it was thought they would be helpful, the references being to sections, the number of the section being placed at the top of each page. The following is stated in reference to each motion, except some of the incidental ones, the first six points being mentioned at the beginning of each section:

(1) Of what motions it takes precedence (that is, what motions may be pending and yet it be in order to make and consider this motion).

(2) To what motions it yields (that is, what motions may be made and considered while this motion is pending).

(3) Whether it is debatable or not (all motions being debatable unless the contrary is stated).

(4) Whether it can be amended or not.

(5) In case the motion can have no subsidiary motion applied to it, the fact is stated [see Adjourn, 17, for an example: the meaning is, that the particular motion, to adjourn, cannot be laid on the table, postponed, committed, or amended, &c.].

(6) The vote required for its adoption, when it is not a majority.

(7) The form of making the motion when peculiar.

(8) The form of stating and putting the question when peculiar.

(9) The object of the motion when not apparent.

(10) The effect of the motion if adopted, whenever it could possibly be misunderstood.

Part II contains an explanation of the methods of organizing and conducting different kinds of meetings, giving the words used by the chairman and speakers in making and putting various motions; and also a few pages devoted to the legal rights of deliberative assemblies and ecclesiastical tribunals, and to the trial of members of such societies. The beginner especially, will find it useful to read sections 69-71 in connection with sections 1-10, thus obtaining correct ideas as to the methods of conducting business in deliberative assemblies.

The Plan for the Study of Parliamentary Law gives some helpful suggestions to clubs and individuals wishing to study parliamentary law together with a series of eighteen Lesson Outlines.

The Index refers to pages, not sections, and at the beginning are given some suggestions as to the best method of finding anything in these Rules.

DEFINITIONS.

In addition to the terms defined above (taking precedence of, yielding to, and applying to [see above]), there are other terms that are liable to be misunderstood, to which attention is called.

Accepting a report is the same as adopting it, and must be decided before the pending question, should not be confused with receiving a report, which is allowing it to be presented to the assembly.

Assembly. This term is used for the deliberative assembly, and should be replaced in motions, etc., by the proper name of the body, as society, club, church, board, convention, etc.

The Chair means the presiding officer, whether temporary or permanent.

The terms Congress and H.R., when used in this Manual, refer to the U.S. House of Representatives.

Meeting and Session. Meeting is used in this Manual for an assembling of the members of a deliberative body for any length of time during which they do not separate for longer than a few minutes, as the morning meeting, or the evening meeting, of a convention. In a society with rules providing for regular meetings every week, or month, etc., each of these regular meetings is a separate session. A called or special meeting is a distinct session. Should a regular or special meeting adjourn to meet at another time, the adjourned meeting is a continuation of the session, not a separate one; the two meetings constitute one session. In the case of a convention holding a meeting every year or two, or rather a series of meetings lasting several days, the entire series of meetings constitute one session. [See 63.]

Pending and Immediately Pending. A question is said to be pending when it has been stated by the chair and has not yet disposed of either permanently or temporarily. When several questions are pending, the one last stated by the chair, and therefore the one to be first disposed of, is said to be the immediately pending question.

A Main motion is one that is made to bring before the assembly any particular subject. No main motion can be made when another motion is pending.

A Subsidiary motion is one that may be applied to a main motion, and to certain other motions, for the purpose of modifying them, delaying action upon them or otherwise disposing of them.

Privileged motions are such that, while having no relation to the pending question, are of such urgency or importance as to require them to take precedence of all other motions.

An Incidental motion is one that arises out of another question which is pending or has just been pending, and must be decided before the pending question, or before other business is taken up. Incidental motions have no fixed rank but take precedence of the questions out of which they arise, whether those questions are main or subsidiary or privileged.

The Previous Question does not refer, as its name would imply, to the previous question, but is the name given to the motion to close debate and at once to take the vote on the immediately pending question and such other questions as are specified in the motion.

A Substitute is an amendment where an entire resolution, or section, or one or more paragraphs, is struck out and another resolution, or section, or one or more paragraphs, is inserted in its place.

Plurality, Majority, and Two-thirds Vote. In an election a candidate has a plurality when he has a larger vote than any other candidate; he has a majority when he has more than half the votes cast, ignoring blanks. In an assembly a plurality never elects except by virtue of a rule to that effect. A majority vote when used in these rules means a majority of the votes cast, ignoring blanks, at a legal meeting, a quorum being present. A two-thirds vote is two-thirds of the votes just described. For an illustration of the difference between a two-thirds vote, a vote of two-thirds of the members present, and a vote of two-thirds of the members, see 48:4.

TO THE READER.

The reader is advised to read this Manual in the order suggested in the Plan for the study of Parliamentary Law.

____

Any society adopting these Rules of Order should be governed by them in all cases to which they are applicable, and in which they are not inconsistent with the by-laws and rules of order of that society. [See 67:7 for the form of a rule covering this case.] Its own rules should include all of the cases where it is desirable to vary from the rules in the Manual, and especially should provide for a Quorum [64] and an Order of Business [65], as suggested in this Manual.

Chapter 2

Vending and related issues

Vendor Outlines

It is our policy to allow traveling vendors to set up their tents, and or mobile units, in locations of our desire. Those vendors showing a desire to remain with our village will be given a three year grace period, in which time they will complete the following:

1^st year they can use a tent, van etc. for their use.
2^nd year they must have installed a hardwood floor.
3^rd Year vendors must have a permanent building.
Any vendor showing an interest in building a permanent site will be granted an exclusive clause indicating them as being the only vendor to showcase that product/s i.e. Glass Blowing, Amber, Wood Carvings etc.
Any food or beverage vender shall be required to make use of assets provided by village. Not to exclude any and all concessions. Village will have final say on all concessions.

In house Concession Stands (any concessions not in conflict with ethnic groups but not limited to)

Popcorn
Beef on stick
Tacos Stand
Nachos Stand
Frozen Flavored Ice
Frozen Banana
Turkey Legs
Blackened Chicken
Cotton Candy Stand

Park Area and Pavilion Reservation Procedure for Resident & Non-Resident Groups

Application for reservations for a picnic area or shelter can be made at the Park and Recreation Office, 140 Main Street, Monday -Friday, 8:00 a.m. to 4:00 p.m. City resident groups or city business affiliated events will have the opportunity to reserve park shelters/areas on a first-come, first-served basis beginning the first working day in February until the Friday before the third week. Simply sending a city resident to reserve a facility is not always sufficient. Companies must have a significant presence within city limits in order to reserve facilities on the first day. All reservations after that time will be accepted on a first-come, first- served basis beginning on the third Monday in February. Reservations must be made 24 hours in advance and fees paid in full at time of reservation or the date may be given to another group.

Who Qualifies for Resident Fees?

Simply sending a City of Menasha, Appleton or Neenah resident to reserve a park facility does not automatically guarantee residency fee status. In order to be granted resident fee status, an event or picnic must be sponsored or affiliated with a City of Menasha, Appleton or Neenah business or family. Neenah and Appleton groups are only eligible for the lower fee and must wait until the non-resident reservation period.

Shelter Refunds

A $5 processing charge will be assessed for all refunds. A full refund will be granted if the shelter or picnic area is re-rented. If not, the City will retain 50% of all fees associated with the event.

Activity Refund Policy
A $5 processing charge will be assessed for all refunds.
A refund may only be granted for a medical excuse before a program begins and through the first 25% of the program.
Full refunds, excluding the processing charge, will be given if the department cancels a program.
This policy does not pertain to adult sports leagues.
For other legitimate reasons, program credit (good for up to two years) may be issued before a program begins and through the first 25% of a program. (Example: 100% credit prior to program beginning, 75% anytime during first 25% of the program.)
General

Picnic areas are to be left in an orderly manner with litter deposited into waste receptacles. Picnic tables and benches are not to be moved from designated areas. Fires are confined to designated fire areas. Portable grills are allowed in park, but hot coals or ashes are not to be dumped on lawn or trees. Ashes should be cooled before disposing into trash receptacles.

Recycling in City Parks

All individuals and groups using city parks must recycle. Throughout the parks, we’ve located some specially marked barrels. Only the recyclables listed can go into these barrels. When large groups rent a shelter, there will not be enough recycling barrels, in which case event organizers will be responsible for providing recycling containers or clear blue bags. Large groups should visit the park and plan their recycling plans accordingly. When the number of recycling barrels is not sufficient, recycled materials must be bagged or placed in a container next to a specially marked garbage barrel. Corrugated cardboard (brown with wavy inside layer) must be tied up and placed next to a recycling barrel.

RECYCLE THESE:

Containers	Paper
Place in blue bags	Bundle or place in paper grocery bags
Aluminum cans Tin cans Glass bottles and jars green, brown & clear #1 and #2 plastic narrow-necked bottles (except oil or hazardous chemical bottles	Newspaper (including inserts) Corrugated cardboard Paper grocery bags Magazines Catalogs Phone books

Recyclable containers do not need to have labels removed, but must be rinsed free of product residue and placed in the blue plastic recycling bags or specially marked park barrels.

THROW THESE AWAY:

Paper plates or napkins
Pizza boxes with food stains
Paper with food on it
Waxed paper or boxes
Aluminum foil
Plastic marked #3 through #7
Beverage boxes

Plastic bags
Tops from glass jars or caps from plastic bottles
Plastic motor/vegetable oil bottles
Plastic bottles with wide necks – cottage cheese, margarine tubs, etc.
Paper towel rolls

Opening and Closing Dates

Restrooms are usually opened for the season on May 1. They are opened daily until 11:00 p.m. through October 1. Restrooms are generally locked for the season in mid to late October. Restrooms are closed from mid to late October 15 through May 1 except at the Hart Park ice rink.

Pavilion or Shelters

Reservations are accepted as outlined in Section #1. In order to create full utilization of Jefferson Park’s main shelter, it’s possible that one or more groups may end up sharing portions of the facility.

Fees

Groups that reserve park shelters or picnic areas are subject to the following user fees:

Park User Fees

Persons in Attendance	Resident	Non-Resident
1 – 20	No Charge	$ 11
21 – 75	$ 22	$ 33
76 – 150	$ 38	$ 58
151 – 300	$ 71	$ 93
301 – 600	$ 121	$ 148
601 – 1,100	$ 220	$ 253
1,101 – 2,000	$ 330	$ 368
2,001 & Up	$ 440	$ 484

Pavilion/Shelter Fees: Resident Non-Resident

Facility	Resident	Non-Resident
Jefferson Park – Large Pavilion	$ 45 / day	$ 75 / day
Jefferson Park – Kitchen *	$ 20	$ 40
Jefferson Park – West Shelter	$ 30	$ 50
Jefferson Park – East Shelter	$ 20	$ 40
Jefferson Park – Launch Shelter	$ 10	$ 25
Jefferson Park – Area #3 & #5 w/Electricity	$ 15	$ 32
Jefferson Park – Wedding	User Fee Only	User Fee Only
Jefferson Pool	$ 90 / hour	$ 100 / hour
Smith Park – Pavilion	$ 40	$ 65
Smith Park – Kitchen *	$ 20	$ 40
Smith Park – Wedding Set-Up ** (includes use of pavilion whether used or not – user fee excluded if pavilion not used)	$ 80	$ 125
Hart Park – Shelter	$ 15	$ 32
Clovis Grove – Shelter	$ 10	$ 25
Koslo Park -Shelter (no electricity)	$ 10	$ 25
Beer Permit (Jefferson and Koslo Parks only)	$ 3	$ 3
Tennis & Volleyball Courts	$ 5	$ 5
Soccer Field	$ 8	$ 8

Amplifier/with microphone (Jeff. East, West Diamonds – $20 rental charge)

* Key needed – $5 deposit

** Final arrangements made through Park Superintendent (967-5153)

Consumption of Alcoholic Beverages (Beer and wine only – no bottles)

Fermented malt beverages may be consumed only in Jefferson and Koslo Parks. Before any alcoholic beverage can be consumed, a permit must be obtained from the Park and Recreation Office during office hours. The permit fee is $3 per day. Alcoholic beverages may only be consumed in the area clearly defined on the permit.

Selling Alcoholic Beverages, Concessions or Merchandise

Only “bona fide” non-profit organizations may sell alcoholic beverages, concessions or merchan-dise. A special “Class B” permit (picnic license) MUST be obtained from the City Clerk at least 15 days prior to Common Council approval. A certificate of insurance must accompany the “Class B” permit application at least 30 days prior to the event. Parks and Recreation Board approval is also needed two months prior to the event.

The point of sale location for all alcoholic beverages must be approved by the Parks and Recreation Board two months prior to the event. – See Section #31 for Certificate of Insurance information.

Info. to remember:

If selling beer or wine – Class B permit needed from City Clerk
If selling merchandise – park staff and Board approval needed
If selling food – Temporary Restaurant Permit needed from Health Dept.
Diggers Hotline and Tent Stakes

Pounding stakes in the ground for tents, etc. is dangerous. Any group planning to do so must contact Digger’s Hotline at 1-800-242-8511 at least two (2) weeks prior to their event. NO STAKES MAY BE POUNDED INTO ASPHALT.

Kitchen Use at Smith and Jefferson Parks
Keys must be obtained as outlined in Section #11.
Kitchens must be left in clean orderly condition or users are subject to a penalty fee.
Kitchen use fee is $20 (non-resident fee $40).
Key Pick-Up and Return

For protection, most facilities are kept locked when not in use. Keys may be obtained from the Park and Recreation Office no earlier than two days prior to the event and returned no later than two days after the event. There will be a $5 deposit fee for all keys that will be returned upon receiving keys. The MPRD office closed at 4:00 p.m. on Fridays.

Large Company or Industrial Picnics Over 200 People
Special provisions for the erection of tents, rides, trailers or other extraordinary equipment must have the approval of the Park and Recreation Board.
Keys must be obtained as outlined in Section #14.
Costs for shelters are determined in Section #9.

Park Facility User Fees and Beer Permit Fee as outlined in Section #9 and Section #10 still apply.

Community Festivals & Large Non-Profit Picnics Open to the Public(200+ people)
Depending on residency/non-residency classification (see Park Area and Pavilion Reservation Procedure), groups may submit applications to the Park and Recreation Department beginning the first working day in February.
Event sponsors must appear at a monthly Park and Recreation Board meeting a minimum of two months prior to the event to explain festival plans. The reservation will be jeopardized if this request is not followed (includes Otto Grunski Festival).
Sale of Beer or Wine – (See Section #11)
1. Fermented malt beverages and wine may be sold by non-profit organizations only.
2. A temporary Class “B” license must be obtained from the City Clerk – it covers the sale of beer and wine only. A Certificate of Insurance is also re-quired, see Section #31.
3. The person who’s name is on the beer permit must be at the event in case of a police visit.
4. Two options exist when setting up beer/wine vending areas, either of which must be approved by the Parks and Recreation Board. Option #1: Designate a specific fenced in area for sale and consumption (preferably the west shelter). One area for ingress and egress must be provided. Only people of legal drinking age will be allowed inside the fenced in area. An adult or security person must be present at all times at both openings to check proper identification. Option #2: Wristbands may be sold at designated stations near the pavilion. Proper identification must be shown prior to sale of wristband. Adults or security people (either employed or volunteers of the event) must be present to discourage overconsumption, rowdy behavior and to ensure people stay near the pavilion area. People with beer are not free to roam the park. City police prefer beer to be dispensed into plastic cups so people can be identified as being part of the event.
5. If crowds in excess of 1,500 are expected, the sponsoring organization must provide additional security protection. This must be in the form of auxiliary police, contracted security guards or other personnel approved by the Board. Please inform the Board of the identity of the security force prior to the event.
6. If crowds in excess of 1,500 are in attendance, additional chemical toilets must be periodically spaced near the pavilion. Additional garbage containers may also be brought in by event sponsors. User fees are based on the approximate number of persons in attendance. Your assistance in equitably approximating this number is appreciated.
7. Beer may not be sold after 10:30 p.m. All music must end by 10:30 p.m. The park is to be closed and cleared at 11:00 p.m.
8. Please arrange to have all beer tents, beer distributing equipment, snow fence, etc. removed from the park by 3:00 P.M. the day following the last day of the event. If items are not removed by this time, the sponsoring organization will be assessed an additional pavilion rental fee.
9. All organizations selling beer at a festival must be aware of these rules and sign the Park Facility Reservation form concerning sale of beer.
10. It is understood that there is no exception to these rules and organizations not in compliance may be denied future use of Menasha City Parks.
11. Event Set-up – The starting date and the amount of time need for setting up a large event is subject to approval by the Director of Parks and Recreation. Event organizers will be charged per the current facility fee schedule.

* A few Menasha based companies and civic events are allowed to reserve specific dates each year, beginning December 1. If a company picnic, civic event, etc. wishes to be placed in this group, they must seek approval from the Parks and Recreation Board by October 1.

All Park Users Must Follow Recycling Guidelines – (See Section #6)
Softball Diamonds, Soccer Fields, Football Fields

Use of these facilities is on a first-come, first-served basis with the exception of teams affiliated with MPRD leagues.
Reservations are limited to two-hour time segments with no more than two reservations per two week period issued per team.
Reservations are free of charge.
Teams/Groups must pick up an official reservation card in order to reserve a diamond.
Non-Municipal Sponsored Leagues (RAMS, Twin-City Industrial Leagues)
Arrangements must be made at Park and Recreation Department and may require Board approval.
Local high schools may reserve diamonds in the Spring for league play under the following guidelines.
1. Mary’s: Boy’s varsity baseball, girl’s varsity and J.V. softball – No Charge
2. Menasha High School: Boy’s varsity and J.V. baseball, girl’s varsity and J.V. softball – No Charge.
Practice/game schedules must be submitted at least one month prior to the start of the season, preferably sooner.
Softball and Baseball Tournaments
May be conducted by “bona-fide” non-profit groups/organizations only.
A license to sell beer must be obtained from the City Clerk at least 15 days prior to Common Council approval.
Special provisions for the erection of tents, trailers, or extra ordinary equip-ment must have the approval of the Park Superintendent.
Cost is $10/hour without lights and $15/hour with lights.
The field rental fee entitles the group exclusive use of the field for the specified amount of time and initial field preparation by park department staff. A tournament representative must contact the MPRD Park Superintendent at 967-5153 one week prior to tournament to confirm field use and grooming plans. Park staff will groom fields in the morning. Tournament organizers are responsible for further grooming. All methods of grooming, especially on wet fields, must be pre-approved by the Park Superintendent. Park equipment may not be used by others.
Koslo Athletic Field
May be used for baseball or football only at the discretion of the Director of Parks and Recreation.
Must reserve area at Park and Recreation Office.
Cost is $10/hour without lights and $15/hour with lights.
Restroom keys are available at the office.
Tennis and Volleyball Courts, Soccer Fields
Tennis or soft soled shoes only are permitted.
Bicycles, roller skates, basketball or similar activities are prohibited.
Court etiquette prevails. Do not monopolize courts for extended periods of time. Two hour limit when people are waiting.
Courts may be reserved by schools for matches, practices or classes. Schools must submit a practice and match schedule to the Park and Recreation Department one month prior to the start of the season, preferably sooner.
Tennis and volleyball courts, and soccer fields may be rented with approval from Director of Parks and Recreation. Reservation form required. Fees: $5/hr for tennis and volleyball courts, $8/hr for soccer fields.
Weddings
When weddings are held in Smith Park and require special services (i.e., seating requirements, public address, etc.) there will be a $80 charge for residents and $125 for non-residents. This fee includes the mandatory rental of the pavilion. Weddings held at Jefferson Park will be charged only the user fee.
Contact the Park Superintendent two weeks in advance to explain plans (967-5153).
Beginning the first working day in December of each year, City of Menasha residents only may book wedding space (usually at Smith Park) for two seasons in advance. (For example, Decembver 1, 2001 through November 31, 2002, and December 1, 2001 through November 30, 2002, etc.) Non-residents may only book an area for one season in advance, beginning the first working day in December of each year.
Who qualifies as a resident? (Refer to section 30-A)
Forestry/Street Trees
The City Forester shall have charge and control of all trees and shrubs growing now or hereafter in any park and public place in the City and shall have the power to plant and maintain such trees and shrubs.
Planting on Public Property: Trees may be planted on street terraces by the abutting property owner at his expense. A permit must be obtained from the City Forester. No cost trees are available in a designated district of the city each year.
Tree Planting Program: Persons desiring to have the City plant a tree(s) on their terrace may apply for this service from January 1 through March 15 each year. The City will plant trees each Spring for a fee to be determined each year.
Disposal of Wood: Only City crews or contractors under contract to the City will cut trees on street terraces, in parks, or on any land under City control. Wood from trees removed on street terraces will be given to the abutting property owner if he so requests in writing. Contracted tree removal may result in the abutting property owner not being offered the wood. No special cutting or stacking will be done by City crews.
Wood removed from other municipal property will be taken to the City Garage and piled. Residents may obtain a permit from the MPRD office to purchase a small trailer or full-size pick-up load for $15.
A detailed supplement of the City’s Tree Care Policy is available from the Park and Recreation Department.
Cemetery (Possible Indian Rocks)

Individual rules, regulations, and fees pertaining to Resthaven and the Menasha portion of Oak Hill Cemeteries are available from the Park and Recreation Department or the cemetery sextant.

Rides and Other Amusements

Large-scale carnivals are prohibited in village. The use of small children’s rides, dunk tanks, moonwalks and similar amusements must be approved by the Director of Parks and Recreation. A Certificate of Insurance must be filed with the City Clerk. (See #31)

Amplified Sound Systems

Any music or voice amplifying equipment must be controlled so that sound is not objectionable beyond the confines of the park. Radios must be tuned not to be heard beyond a distance of twenty (20) feet from the instrument. Violators may be cited by the Village Police Department.

Determining Residency for Program/Facility Fee or Charge
A person’s current, primary or year-round residence will be the basis for determining residency. Merely owning property in the City of Menasha does not qualify a person for residency status. When determining residency for weddings, either the bride or groom, one of their parents or grandparents must reside in the City of Menasha at the time ther reservation is made.
When divorced or separated parents are involved, the criteria to be used to determine residency are 1) primary residence of the child or the residency of the parent who has custody or is the primary caregiver, or 2) what school the child attends.
Only immediate family members qualify for a family pool pass. Friends or non-im-mediate family, etc. staying for the summer, babysitters, grandparents, etc. do not qualify and must pay the individual rate.
Limited Use Pool Pass – Available for purchase by residents and non-residents. No limit on the number to be purchased. Allows for five visits to the pool.
Companies located in the City of Menasha, or who have a significant presence in the city are eligible to reserve facilities beginning in February and will be charged resident fees. (Companies located outside the city must wait until the non-resident reservation period, however, City of Appleton & Neenah groups will be charged the resident rate.
Certificate of Insurance

Any event that is open to the public, plans to sell beer or wine, have amusement rides, dunk tanks, moonwalk, petting zoo or similar amusement, must have a Certificate of Insurance on file with the City Clerk 30 days prior to the event. At the city’s discretion, a “kiddie ride” is defined as any amusement ride that is required to be registered by DILHR. The supplier of the ride or amusement will have this information. Other park activities may also be required to present a Certificate of Insurance. The City of Menasha must be named as an additional insured on either the events sponsor’s certificate or amusement vendors certificate of insurance.

Hanging Signs, Banners, Tarps, Etc.

All users of city park facilities must now follow the following rules pertaining to affixing signs, banners, etc. in city parks:

Nothing can be nailed, stapled, tacked or taped to the exterior of park buildings.
One portable board (4′ X 8′) may be available at the Jefferson Park pavilion for you to hang signs, flyers, messages, and, if possible, banners on. (Inquire with MPRD office if you wish to use it.)
Additional eye bolts will be mounted under the soffit at the pavilion to attach large banners. Banners can be tied to the building, fences or to a weight or mounted on trucks, etc.
Signs, banners, etc. that are affixed and do not meet the ordinance will be removed by park personnel.
Swimming
No swimming in any ponds, streams, or other water features.

Vending

Policies and Procedures

Application Packet

April 12 & 13, 2003

The Festival Site:

The Stater Bros. Riverside Orange Blossom Festival takes place in Historic Downtown Riverside. This is a RAIN OR SHINE event. There are no refunds for inclement weather.

Village Policies

appearance and festival aesthetics

displays must be decorated “orange” theme or “turn-of-the-century” style

All booth spaces are 10′ x 10′ in size. Display booths must be constructed in a manner that is not only attractive, but also ensures the safety of the public.

All Booth Staff must be decorated in, “Orange Color” theme, our official OBF T-shirt (this may be purchased through the Festival Office by calling Meghan Hunt at (909) 715-3401), or “Turn-of-the –Century” style (last century).

vendor evaluations

The Stater Bros. Orange Blossom Festival is a themed event and it is important to maintain our identity as such. We will be conducting evaluations of all participating vendors throughout the weekend. Vendors will be evaluated on display appearance, costuming, service, signage, cleanliness, etc. Evaluations will be considered in future year vendor selection.

distribution of information

…is prohibited at the Stater Bros. Orange Blossom Festival without the operation of an activity, booth space and a permit. Non-profit groups may distribute information to promote their organization or cause by staffing authorized Festival booths during the event or reserving an exhibitor booth.

space allocation / display specifications

Spaces are ten feet square (10’ x 10’). Spaces will be adjusted to fit specific displays by request and availability, with additional fees. Participants must stay within their assigned spaces and out of emergency lanes at all times. The Stater Bros. Riverside Orange Blossom Festival reserves the right to assign vendor booths according to the needs of the Festival. Booths shall not be moved at any time. In case of violation, the vendor shall be shut down and all deposits withheld.

permits, documentation & insurance

Participants selling any type of product must have a seller’s permit number issued by the State Board of Equalization with the Orange Blossom Festival listed as a sub-location. Out-of-state vendors may apply for a temporary permit by contacting the Festival office. Participants must comply with all Festival, City, County, and State permit requirements.

All attractions, food, and specific A&C & resale must have insurance in the amount of $1 million, $1,000 min medical coverage, covering one-day prior, the dates of, and one day after the event (April 11-14, 2003). Insurance certificates will not be accepted and fees shall be forfeited after April 1, 2003.

Additional Insured Certificates need to read as follows:

Riverside Orange Blossom Festival Assn., Inc. City of Riverside Riverside Downtown Partnership

O. Box 1603 3900 Main Street 3666 University Ave., Ste. 100

Riverside, CA 92502-1603 Riverside, CA 92522 Riverside, CA 92501

Pythia Inc.

P.O. Box 1603

Riverside, CA 92502-1603

PLEASE FORWARD INSURANCE CERTIFICATES TO THE

litter-free event

The Stater Bros. Riverside Orange Blossom Festival is a “Litter-Free” event. Participants must keep the vicinity in and around their space clean and free of debris. Trash receptacles and dumpsters are provided throughout the Festival grounds.

security

Overnight security is provided. As with any outdoor, non-gated event, we recommend that small items, which can be easily carried away, be removed from your booth space on Saturday night.

Stater Bros. Riverside Orange Blossom Festival, Pythia Inc., RDP, and the City of Riverside are not responsible for theft or damage to property belonging to participants in the Festival. In addition these entities do not assume any responsibility for any loss or damage of properties during the event.

fire lanes / emergency access

Emergency lanes must be maintained at all times. Offenders shall be cited.

equipment requirements

The Stater Bros. Orange Blossom Festival does not provide any equipment to participants. All vendors must provide their own extension cords as needed. Any power bars and extension cords used must be firmly taped down to avoid danger to staff and pedestrians, and shall conform to all City requirements. Battery powered lanterns may be used, but the use of all types of fuel-powered lanterns is prohibited. THERE IS NO WATER AVAILABLE FOR VENDOR USE, be aware that you must bring all water needed for your use.

important: Participants who do not comply with these policies will not be permitted to conduct business, and no refunds will be issued.

APPLICATIONS

forms:

Applications must be complete, typewritten or printed and signed by the authorized businessperson. Applications acknowledge the applicant individual’s or organization’s liability for damages.

photographs / examples:

Arts, Crafts and Re-sale Merchandise applicants must include not less than three (3), non-returnable photographs, slides and/or depictions of their work or submit non-returnable samples for review by an artwork jury. Returning vendors may call, fax or email for exclusion on pictures.

submission date:

Consideration for acceptance and placement will be given to early applicants, in their category. Please note the price increase dates for space fees. All vendors are placed on a first come basis. Please note previous years placement is not a guarantee for acceptance, submit your application early!

APPLICATION REVIEW:

An artwork jury will review applications & notify applicants of approval status within 30 days of submission. No applicant may participate without notification of approval. Participation may be revoked at the discretion of Festival Management.

Applicants must submit a $25.00 non-refundable application fee for consideration.

Fees help offset some of the costs associated with the event and include the following expenses: daily business license fees, street closure, trash and area clean-up, toilets, security, advertising, marketing, etc.

Booth spaces are not assigned until April. You will receive your final packet, which will include your booth space assignment, check in and parking instructions. You should receive your packet no later then April 1, 2002

ARTS AND CRAFTS

Subject to jury approval, arts and crafts items, which have been individually created, shall be accepted. A balance of different types and mediums of work is sought. Only original craft items will be selected as A&C, all others will fall under re-sale. Note: Previous participation does not guarantee acceptance. All applications are on a first come basis.

RE-SALE MERCHANDISE

A limited number of high quality re-sale merchandise will be selected to participate at Festival management’s discretion.

ELECTRICITY

Electricity is available upon request. Cost is based on needs. Starting at $ 75-$250

APPLICATION CHECKLIST: Please be sure to include all of the items listed below upon submission

Completed application
Photos/slides of your work
$25.00 jury fee
Entire space fee

OTHER CATEGORIES INCLUDE:

FOOD SALES

Concessionaires and restaurants may apply to participate within food courts or Gourmet Grove locations. Contact our office for an application.

SPONSORSHIP/EXHIBITORS

Companies & non-profits wishing to promote their businesses may participate contact Paula Willette at (909) 674-4506 for additional information.

ATTRACTIONS

Attractions such as rides, petting zoos and service type entities will be contracted on an as needed basis. A $25 application fee and the guarantee amount must be submitted with your application. Contact our office for an application or additional information. All policies and procedures apply to attractions. A $100 refundable cleaning deposit is due by March 15, 2003.

CONDITIONS

Additional fees and electrical needs must be submitted by March 15, 2003
There is a $25 service charge on all returned checks each time it goes through our bank.
Checks and money orders should be made payable to Orange Blossom Festival Assoc. Inc.

REFUND POLICY

Cancellations (emergency only) received by March 1, 2003 MAY BE ENTITLED to a 50% refund of space fee and electrical fees. Refunds will not be considered for cancellations received after this date. No refunds will be issued to vendors who do not show – NO EXCEPTIONS.

If you have any questions, contact the MPRD office at 967-5106.

Chapter 3

Guide to Human Resource Policies and Procedures

Introduction and overview

This guide gives practical advice to voluntary sector organizations (VSOs) on developing human resources (HR) policies and procedures.

The guide is designed for smaller organizations. It will be useful to those who are just beginning to develop policies and those who are reviewing and updating existing policies. It covers the following topics:

What is a policy and what is a procedure?

A policy is a formal statement of a principle or rule that members of an organization must follow. Each policy addresses an issue important to the organization’s mission or operations.

A procedure tells members of the organization how to carry out or implement a policy. Policy is the “what” and the procedure is the “how to.”

Policies are written as statements or rules. Procedures are written as instructions, in logical, numbered steps.

Essential HR policy topics for small VSOs

Smaller voluntary sector organizations should have policies on the following issues:

Hours of Work
Overtime Compensation
Vacation
Holidays
Leaves for sickness and other reasons
Performance Evaluation
Hiring
Termination
Employee Information and Privacy

Essential content of a practical, useful policy

Policy name
Effective date of the policy and date of any revisions
Purpose of the policy (what it is intended to promote or achieve)
Main policy statement
Definitions of any key concepts or terms used in the policy
Eligibility or scope (what groups of employees are covered by the policy)
Positions in the organization responsible for implementing and monitoring the policy

Procedure content

Policies often have a related procedure, which may be a section of the policy or a separate document that the policy refers to. The procedure gives numbered, step-by-step instructions for carrying out the policy.

Relevant content

The policy addresses an issue that is current and relevant to the organization.
The purpose of the policy is clearly stated.

Clear language

The language is easy to understand and as free of jargon as possible.
Terms are used consistently. (For example, “payment” is not used in one place, and “remuneration” in another.)
Special terms are defined.
Sentences and paragraphs are short.

Fairness and flexibility

The policy statement leaves room for managers to be flexible and respond to individual circumstances.
The content and wording is unbiased and encourages fair, consistent treatment.

Legal compliance

The policy complies with

employment standards and other federal and provincial legislation
terms of any collective agreements.

Role of the Board of Directors in HR Policy Development

Boards can play a variety of roles in HR policy development. The important thing is to clearly define that role. The Board may form a human resources committee to write policies and procedures, or they may delegate this duty to the Executive Director. Often it is the responsibility of the Board to give final approval on all policies. Also, the Board may set a time frame for reviewing HR policies, or they may delegate this responsibility.

Get approvals needed to put policy into effect. If your Board is responsible for giving the final approval it is often done with a formal, recorded motion. The motion can include a date in the future when the Board wishes to review the policy again.

Employee handbook

An employee handbook describes the organization’s policies and procedures. It may have a less formal style, and highlight only the key points of each policy. It may also contain general information about the organization and its priorities. Include a list of the different job classifications, whether positions are covered by a collective agreement and bargaining status for all groups of employees. Readers can refer to this when they are reading the “Scope” or “Eligibility” section of a policy.

Personnel policy and procedures manuals

This term is often used for more detailed collections of policy and procedures, often handed out to supervisory staff.

Information sessions

Holding an information session is a good way to ensure that employees understand a new policy. Outline the decisions that led to the development of the policy, the people who were consulted, and any plans for future reviews.

Statements of understanding

For some policies, you may wish to have each employee sign a statement acknowledging that they understand the policy. If you do this, you must have a plan for consistently ensuring that all current and new employees receive a policy orientation and sign a statement.

Distribution

Ensure that each employee has an up-to-date copy of each policy and procedure that is relevant to their job, or that the policies and procedures are kept in a central place where all employees can easily access them.

Chapter 4

Employment Guild lines

Hiring of minors

It is the policy of Marshall University not to employ persons who are below the age of 16. Persons hired at Marshall University who are age 16 or 17 at date of hire or anytime during the course of their employment at Marshall University are subject to the provisions of the U.S. Fair Labor Standards Act as amended. These include, but are not limited to, exclusion from certain jobs deemed to be hazardous, prohibition on the use of certain types of power equipment, prohibition from driving University vehicles, prohibition on being a passenger in an open area of a vehicle, and other potential restrictions.

The hiring authority who contemplates hiring an individual who is below the age of 18 must contact Human Resource Services in advance of the proposed appointment and obtain specific information on the limitations and restrictions that may apply to that appointment. Violations of the law with regard to the employment of minors are the responsibility of the hiring authority. Any money fines that may be imposed as a result of audits or investigation and resolution of complaints by the U.S. Department of Labor or other agency with regard to the employment of minors are the responsibility of the hiring authority to pay.

Actions in Response to Salary Budget Reductions

This policy and procedure sets forth actions that might be taken in order to reduce salary budgets sufficiently to match available funds. Such actions may be temporary in which case steps up to and including furloughs may be utilized, or such actions may be permanent and may include steps up to and including permanent layoff. Such actions may apply to the University as a whole or may apply to a designated unit or units of the University as stipulated by the President.

Employee Furloughs

A furlough is the non-disciplinary temporary placement of an employee in an unpaid, non-working status because of lack of funds. Furloughs may be used when the President declares a condition where there are not sufficient funds to support the total University personal services budget or the personal services budget of a designated units or units of the University. See H.R. Services Policy and Procedure 3.115, Actions in Response to Salary Budget Reductions.

Employee Layoffs

A lay-off is defined as the nondisciplinary separation from employment arising from the elimination of the individual’s employment position. Classified employees on layoff are eligible for re-employment consistent with the provisions of the West Virginia State Code. Layoff is the most extreme step in a progressive series of steps taken to deal with salary budget reduction. See H.R. Services Policy and Procedure 3.115, Actions in Response to Salary Budget Reductions. It is expected that steps such as the elimination of temporary and contract appointments where feasible and the utilization of furloughs where feasible shall be taken in advance of layoffs. Layoffs may arise from a condition affecting the University as a whole wherein there are insufficient funds to support the salary budget for the fiscal year.

West Virginia State Code Section 18B-7-1 provides rights to seniority-based displacement, referred to herein as bumping. This portion of the State Code is included as Appendix 1 to this policy and procedure.

This policy and procedure sets forth the process for layoff of classified employees and the process for recalling laid-off classified employees to work. Application of this policy and procedure begins at the point where vice presidents have recommended and the President has approved layoff from specific classified positions. The process for determination of which positions to layoff is not covered by this policy and procedure. Also, this policy and procedure does not cover the layoff from faculty positions. Layoff of faculty is covered in Higher Education Policy Commission Series 9, Section 13, and the Marshall University Greenbook.

The President’s office shall communicate to Human Resource Services the classified positions scheduled for layoff. The incumbent of a classified employee scheduled for layoff will be given written notice from the Director, Human Resource Services, via certified mail to his/her home address of record at least 60 calendar days prior to the effective date of layoff. Such communication shall include a question to the employee of whether he/she wishes to exercise his/her rights under West Virginia State Code Section 18B-7-1 and potentially bump into another classified employment position The employee must reply in writing within ten (10) working days if they wish to participate in bumping. Individuals not replying within this time limit shall be deemed not to desire to bump.

Employees not responding within the time limit but who were hindered from doing so by circumstances beyond their control such as serious illness or injury may request in writing within thirty (30) working days from the date of issuance of notice of layoff an exception to the deadline and restoration to eligibility for bumping. Such communications shall include a physician’s certificate documenting their condition with regard to illness or injury. The decision of the Director, Human Resource Services, with regard to whether or not a valid reason for delay existed shall be final. A satisfactory result from the bumping process cannot be assured in cases where the beginning of participation is thus delayed.

For any classified employee who responds within the stipulated time limit and states or affirms his/her desire to participate in bumping, the Director, Human Resource Services shall review filled classified employment positions in the same pay grade as that of the responding employee and shall determine the least senior incumbent in such pay grade in a classification title for which the individual is deemed qualified, if that is other than the bumping employee’s position. Qualification to fill positions in other than the responding employee’s initial classification shall be determined solely by the Director, Human Resource Services.

The Director, Human Resource Services, shall notify the employee in writing of the availability of a position into which he/she may bump and shall ask them to respond in writing within ten (10) working days whether or not they wish to accept the position. Such offer to continue active employment in the same pay grade as the employee’s original grade is deemed to completely satisfy the University’s obligations under the State Code. If an employee declines to accept employment in such a position he/she are deemed to accept layoff but may request that his/her name be placed on the recall list, discussed below.

If the employee chooses to accept the position, the process described above shall continue with a written communication to the incumbent of the position into which the employee will bump. This process continues until all affected classified employees who wish to exercise their rights under the State Code have been accommodated as fully as possible. The layoff process stops when it is no longer necessary to seek placement for a laid off employee.

If the employee subject to layoff is the most junior employee in the pay grade or if no position for which qualified can be identified in the same pay grade (that has an incumbent with less seniority than the bumping employee), the Director, Human Resource Services, shall review filled classified positions in the next lower pay grade and shall determine if the classification title of the most junior employee in that pay grade is in a classification title for which the bumping employee is deemed qualified and shall determine if the incumbent of the position is less senior than the bumping employee. Any classified employee displaced through such process may himself/herself request review for possible bumping to a lower pay grade. Likewise, any classified employee who is displaced by an employee bumping from a higher pay grade shall have the same communication sent to them as set forth above advising them of their rights under the West Virginia State Code. If employment in the same pay grade as the bumping employee was originally employed in is not available, such offer of continued active employment in a lower pay grade than the employee’s original grade is deemed to completely satisfy the University’s obligations under the State Code. If an employee declines to accept employment in this circumstance he/she are deemed to accept layoff but may request that his/her name be placed on the recall list, discussed below.

The name of any classified employee who is actually laid off as a result of action taken under this policy and procedure shall have his/her name placed on a recall list to be maintained by the Director, Human Resource Services. Such employees shall be offered recall to active employment subject to classified positions becoming vacant following their layoff and in order of seniority, with the individual with the most seniority being restored to active employment first, followed by the second most senior, etc., until/unless all laid off classified employees have been restored to active employment. For any classified position for which there is a qualified individual on the recall list who will accept employment in the position, such position shall not be posted for recruiting but shall be offered straightaway to the laid off employee. Persons laid off who would return to active employment in a classified position have a higher preference for appointment to the position than any other employee not laid off.

If colleges and departments are deemed by the President’s office to be imbalanced with regard to staffing levels following layoff, reassignments as discussed in H.R. Services Policy and Procedure 3.118 may be utilized to remedy such imbalances. Such reassignments shall be mandatory and shall be guided by written communications from the Director, Human Resource Services.

Any employee absent from work due to a workers’ compensation injury and receiving temporary total disability benefits may not be laid off until or unless they are restored to active pay status.

Any employee laid off who is covered by group health insurance may continue such coverage for three months from date of lay-off by remitting the employee portion of the group insurance premium. The University continues to remit the employer portion of the premium. After three months from date of layoff, an affected individual is eligible to continue insurance coverage through the provisions of the federal COBRA statute.

A laid off employee shall be paid in a lump-sum for the value of any accrued unused annual leave. Accrued sick leave if any shall be maintained in the University’s records and be reinstated to the individual’s account if he/she is re-employed by the University. For classified non-exempt employees, the value of any accrued unused compensatory time off (if governed by a prior agreement to earn compensatory time off in lieu of overtime wages) shall be paid as a lump-sum effective at the date of layoff.

Questions on layoff and reassignment should be directed to Human Resource Services at 304.696.6455 or by e-mail to [email protected]

Classified Position Reassignment

Whenever a circumstance of insufficient funds to support the salary budget exists (as set forth in H.R. Services Policy and Procedure 3.115, Actions in Response to Salary Budget Reductions) and causes a regular-status classified employment position to be eliminated or frozen, the University may at its discretion reassign a regular-status classified position and its incumbent (if filled) to the department sustaining the loss. If the eliminated position and the transferred position are classified differently, Human Resource Services will collaborate with the department and the position incumbent (if the position is filled) on a schedule not to exceed two months by which a properly completed and signed Position Information Questionnaire (PIQ) shall be submitted for job evaluation.

Questions on classified position reassignment should be directed to Human Resource Services at 304.696.6455 or by e-mail to [email protected]

Telecommuting Policy

SECTION 1. Definition Telecommuting is an employment process involving a work arrangement in which some or all of an employee’s work is performed at an off-campus work site such as the home, non-University office, commercial site, customer home/office, etc. The use of technology is not required to define telecommuting. While computing or communications equipment such as a telephone, modem, computer, personal digital assistant (PDA), fax, or a wireless device such as a pager or cellular telephone may be used, telecommuting may be accomplished in certain circumstances without use of any such equipment. The primary purpose of telecommuting is to pursue economies of operations that may result from reduced commute times and expenses, reduced demands on University physical resources or utilities, increased ability to retain staff, and/or opportunities for increased efficiency or speed of production.

SECTION 2. Policy This policy is applicable to non-classified and classified staff employees. It does not apply to faculty members. For covered employees, it is the policy of Marshall University to permit telecommuting in those situations where (a) the characteristics of the employee’s job are such that it lends itself to telecommuting; (b) the work can be efficiently performed at an off-campus site; (c) standards for quantity and quality of production can be assessed and maintained; (d) significant economies may accrue to the individual or the University as a result of telecommuting; (e) arrangements to telecommute – either as irregular episodes or as a regular process – have been approved in advance by the employee’s responsible vice president or his/her designee; and (f) a copy of the telecommuting agreement has been provided to Human Resource Services.

It is understood the persons approved to telecommute and those who have approved their requests have reviewed the proposed telecommuting arrangement and understand and agree (a) that a specific task (or tasks) can be accomplished in a telecommuting mode; (b) that the outcome of the task can be evaluated quantitatively or qualitatively for completion at acceptable standards of quality; and (c) that any requirements have been clarified for the employee to be present at the University while the task is being performed.

Approvals to telecommute do not fundamentally change the basic terms and conditions of employment by the University. All policies and procedures affecting employment remain in effect during telecommuting except for those determined by the University to be non-applicable or those which cannot be applied and enforced.

A right to telecommute does not exist. All telecommuting agreements are approved and entered into by the University voluntarily and electively and are at the sole discretion of the appropriate vice president.

SECTION 3. Approvals to Telecommute Telecommuting is approved via a telecommuting agreement. An approved telecommuting agreement contains but is not limited to this information: (a) the agreed upon purpose(s) of the telecommuting; (b) the duration, time frame, and frequency of the telecommuting; and (c) information with regard to supervision, oversight, safety, accountability, compliance, progress reporting, and/or on-site time.

Recurring or Regular-Basis Telecommuting – Approvals to telecommute on a recurring or regular basis must be approved by the telecommuting employee’s responsible vice president or his/her designee. If the affected individual is a member of an academic unit, the responsible dean should be included in the approval process. A copy of the approved telecommuting agreement must be provided to Human Resource Services in advance of the beginning of the telecommuting.
Ad-Hoc, One-Time-Only Telecommuting – Telecommuting on an ad-hoc or one-time-only basis (i.e.-not intended to be repeated) may be approved by the employee’s immediate supervisor. A copy of the approval of such ad-hoc, one-time only telecommuting must be maintained in the employee’s department. Telecommuting assignments cumulatively longer than one working week must be covered by a recurring or regular-basis telecommuting agreement.

SECTION 4. Revocation of Approvals to Telecommute Approvals to telecommute shall expire at the expiration date reflected in the telecommuting agreement. The University reserves the right to decline approval of any telecommuting proposal at any time or to revoke any existing telecommuting agreement at any time for any reason or for no reason. The obligation to report to the assigned office for non-telecommuting work shall exist at the first normally assigned work period or shift commencing after expiration of the telecommuting agreement or after notification of revocation of the telecommuting agreement.

SECTION 5. Alternate Work Place Telecommuting agreements must state the physical location at which telecommuting work will be performed. In consideration of approving a telecommuting agreement it is understood by the University that the employee will identify or provide a designated workspace that will be maintained in a clean, professional and safe condition. Any change in the physical location for telecommuting other than that reflected in an approved telecommuting agreement must be communicated by the employee and accepted by the University in advance of the change.

SECTION 6. Liability and Benefits Marshall University shall provide workers’ compensation coverage and liability insurance protection to any employee performing work under an approved telecommuting agreement. Marshall University assumes no liability or responsibility for any activity, incident, event, damage, or injury which is not associated with or does not result from the performance of officially assigned job duties and/or for which the University has no ability to control. Marshall University assumes no responsibility at any time for damages or losses of any kind to personally-owned property or the property of parties other than the University and the telecommuting employee. Any tax implications related to telecommuting and the use of alternate work locations are the responsibility of the employee.

SECTION 7. Expenses Expenses for modification of alternate work locations, for provision of any equipment necessary to perform the telecommuting work, or for provision of long-distance and other connectivity charges must be understood and agreed to specifically by the University and the telecommuting employee and must be incorporated into the telecommuting agreement. No expenses other than salary and benefits may be provided to a telecommuting employee except for those which may be set forth and included in the telecommuting agreement.

SECTION 8. Equipment If a department or unit desires to have an employee telecommute on a recurring or regular basis, it is recommended that the employee’s department or major unit provide necessary equipment (personal computer, modem, wireless phone, pager, printer, fax, scanner, etc.) for use by the telecommuter. Personally-owned equipment may be used by the telecommuter, but it is essential that the equipment and software used be compatible with systems used by the University. If a personally-owned computer is used, university-owned software should not be installed on the computer unless explicitly allowed by the applicable software license. Issues of ownership, licensing, etc., may be raised with the use of personally-owned equipment; therefore its use is discouraged. Each department shall keep records of equipment assigned to telecommuters and the equipment shall be itemized on the telecommuting agreement. When/if telecommuting ends, all University-owned equipment must be returned to the responsible department or to its original location. SECTION 9. Records Employees approved to telecommute will apply safeguards to protect from any unauthorized disclosure, loss or damage any University records or information that may be in their possession in connection with their telecommuting . Work done at the telecommuting location is considered official University business, and all work products such as files, tables, reports, databases, programs, etc., created during telecommuting are the property of the University and are considered official records. All records, papers, correspondence, or computer media must be safeguarded. The University reserves the right to recover any of its property from personally-owned computers, and provision of such records as required is a condition of approvals to telecommute. Telecommuters agree not to remove from personally-owned computers any such files until obligations to provide those to the University have been satisfied or until the University has released the telecommuter from such obligations.

SECTION 10. Telecommunications Services Certain types of telecommuting may require the use of telephone, pager, and computer communications services. A minimum requirement is a telephone so that the employee may stay in contact with the office. Voice communications may be handled though telecommuter’s home residential phone if the volume is not heavy. If the telecommuter’s tasks require extensive telephone use, the responsible department or major unit should consider a second telephone line or wireless telephone service. If the telecommuter’s tasks require a data connection to the Marshall University data network, the responsible department or major unit should provide those communications services as well.

When voice and data communications services are provided, the telecommuter shall preserve and make available to the University any records that characterize use of those services. The employee’s supervisor shall determine an appropriate minimum amount of use that justifies the service, and this minimum usage may vary based upon the type of work being performed, the type and level of the employee, the needs of the University, etc. Use of services shall be primarily for University business. The University shall be reimbursed for any personal use of services that are charged by some measure or metric (i.e. measured-rate telephone service, paging service which is charged by the page, long-distance and/or roaming charges, communications services which charge for utilization after some maximum “included” hours or minutes). The decision as to what types and levels of service are to be provided shall be made in consultation with representatives of Computing Services and University Telecommunications.

SECTION 11. Telecommuting Resource Person Human Resource Services shall designate an individual to serve as a telecommuting resource person, whose responsibility it shall be (a) to interpret the telecommuting policy; (b) to provide information and assistance to individuals contemplating or participating in telecommuting experiences, (c) to resolve problems or issues arising from telecommuting; (d) to assist employees and departments to understand the advantages and limitations of telecommuting, (e) to record information on all telecommuting agreements; (f) to notify parties of the expiration or termination of telecommuting agreements; (g) to participate in decisions about whether particular jobs are eligible for telecommuting; and (h) to troubleshoot and offer solutions to problems and issues that may arrive in the course of telecommuting.

SECTION 12. Ethical and Work-Life Issues Telecommuters represent the University during the conduct of their telecommuting. Therefore, employee behavior during telecommuting must reflect honorably upon the University, and no activities may be undertaken during telecommuting that would reflect negatively on the University or that would create a violation of University policies and procedures. Professionalism in terms of job responsibilities, work output, work quality and quantity, and relationships with supervisors, peers and/or clients are unchanged as a result of telecommuting.

While there is no prohibition on the presence in the alternate work location of children or other family members who may require time and attention from the telecommuting employee, nothing in telecommuting agreements shall be construed to offer released time to the telecommuting employee to provide time or care to family members unless the work schedule has been especially configured to provide such time.

Frequency of Classification Reviews

Human Resource Services is responsible for the conduct of classification reviews of Classified Staff positions at Marshall University as provided in WV Higher Education Policy Commission Series 8. A position may not be reviewed for classification purposes more frequently than once in a 12-month period without advance approval of Human Resource Services. Such advance approval is based upon a written request from the employing department setting forth the reasons for classification review sooner than 12 months since the last review.

Position Information Questionnaires (PIQs) submitted to Human Resource Services for the same position more frequently than this time standard and for which advance approval for review has not been provided will be returned without action to the requesting department.

Review of Part-Time Classified Positions

HUMAN RESOURCE SERVICES POLICIES AND PROCEDURES MANUAL

No.	3.165
Subject:	Review of Part-Time Classified Positions
Effective Date:	09/10/03
Approved:	09/10/03

The role of part-time classified employees is based on the needs of the university and/or an individual department. Marshall University realizes that occasionally, due to financial restraints of the university and/or the hiring department, only part-time employment is feasible. Not all positions can or should be full-time. However, it is the policy of Marshall University to discourage regular-status classified employment appointments at less than 53 percent of full-time equivalent (FTE), the threshold for providing employment benefits. It is the policy of the university to discourage regular-status part-time classified employment appointments when a practical basis exists for supporting full-time employment.

For any proposed regular-status classified employment appointment at less than 53 percent FTE, the hiring official must provide a written statement to the Director, Human Resource Services, setting forth why the appointment should not be set at 53 percent FTE or greater. For any proposed regular-status part-time classified employment appointment to be set between 53 and 99 percent FTE, the hiring official must provide a written statement to the Director, Human Resource Services, setting forth why the appointment should not be set to full-time. The President or his designee must approve as an exception to policy any such appointments allowed to be made at less than full-time and/or at less than 53 percent FTE.

For any regular-status classified employment appointment that exists at the effective date of this policy and that is set at any percentage less than 100 percent FTE, the employing department’s dean or director must provide one time at the request of the Director, Human Resource Services, a written statement setting forth why the position should not be set at full-time. Likewise, for any existing position set at less than 53 percent FTE, a similar statement must be submitted setting forth why the position should not be set to at least 53 percent FTE. The continuation of such regular-status appointments at a percentage less than 100 percent FTE and/or below 53 percent FTE respectively beyond the end of the fiscal year will require the approval of the President or his designee as an exception to policy.

Extra Help and Casual employment appointments are not regular-status appointments for purposes of employment benefits. Extra Help employment appointments are classified employment appointments but are not subject to the provisions of this policy. Casual employment appointments are not classified employment appointments and are not covered by the provisions of this policy. Both Extra Help and Casual employment appointments are governed by specific policy setting limits on the length of such appointments. Such appointments are discouraged in circumstances where there is work of sufficient duration to warrant continuous employment and where there are sufficient financial resources to support regular-status employment. Extra Help and/or Casual appointments expiring on or before the time limitations imposed by policy indicates that either long-term work does not exist or that the university’s financial resources do not permit long-term support of the employment. The proposed employment of any individual in an Extra Help employment appointment beyond the time limit for Extra Help appointments requires that they be placed in classified regular-status employment which is subject to separate recruiting. The proposed employment of any individual in a Casual employment appointment beyond the time limitations for Casual appointments requires that they be placed in Extra Help status and appropriately classified.

For any regular-status classified appointments based on a nine-month or ten-month term, incumbents of such positions must be offered full-time employment rather than hiring any temporary employees to perform work during the period of time the regular-status employees are not in active pay status.

This policy satisfies requirements imposed by West Virginia State Code Section 18B-7-6(b). Information about or assistance with this policy may be obtained by contacting the Director, Human Resource Services, at 304.696.3983 or by e-mail to [email protected].

Departmental Leave Documentation

This policy and procedure applies to leave-accruing employees. Accrued leave taken and reported on payroll timesheets or other leave usage reports must be documented by paper forms signed by the employee and the approving supervisor, maintained in the employing department, and not submitted in lieu of other leave usage reporting documents. Such forms, referred to leave request forms, must satisfy audit requirements including a requirement that the amount and type of leave recorded on payroll or leave usage input documents must match exactly that represented by leave request forms (modified as necessary based on actual usage). Leave request forms are to be retained by the employing department for five calendar years including the year in which the leave is taken. After five years retention, such records may be destroyed. Employing department refers to the college, department, or office at which level leave records for member employees are consolidated for timesheet input or leave usage reporting.

Departments must use a standard university-wide Leave Request Form, available over the web by clicking HERE. This form is set so that it may be filled out onscreen by the user and then printed out for signature, etc. It can also be printed without information entered in the form’s fields to be used an original for ink or typing or may be copied as necessary for departmental supply.

Departments may request approval to use an alternate leave request form by sending the Director, Human Resource Services, a written request along with a sample of the proposed leave request form. The memorandum should describe specifically where the proposed alternate leave request form satisfies the information requirements listed below. Approvals to use an alternate leave request form are non-expiring unless the standard form and policy are changed.

Leave request forms must include as a minimum the following information: (1) the name and social security number of the employee requesting leave; (2) the date of the request; (3) the requested duration of leave expressed as a from and to date (or date and time for usage of less than one whole work day); (4) the amount of leave requested (expressed in quarter hours); (5) the type of leave requested, to include as a minimum annual leave, sick leave, compensatory time, military leave, and witness/jury leave; (6) any necessary explanatory comments; (7) the signatures of the requester and the authorized approver; (8) the date approved; and (9) provision of a method for noting/authorizing any changes between amount of type of leave requested and that actually taken. The standard Leave Request Form satisfies these requirements.

The signed original leave request must remain with the unit level at which leave usage records are compiled. Optionally a copy of the request may be made available to the requesting employee. However, on request a copy must be provided to the employee. Reconciliation of leave requested versus leave taken is the responsibility of the unit level at which leave records are compiled or as delegated.

Elective leave such as annual leave should be requested in advance of its usage. Units may impose reasonable requirements for length of advance notice for planned leave and may establish special provisions for leave that is requested with less notice that normally required. Military leave must be requested in advance and must be supported by a copy of the military orders. Witness/jury leave must be requested in advance. Advance requests must be accompanied by a copy of the jury summons. Alternatively, witness/jury leave may be vouched for after the fact by a copy of a certificate of service from the court clerk. Witness/jury leave is not available if the employee is a plaintiff in a civil proceeding. Sick leave may be requested after usage and return to work provided that adequate notification of absence is provided to the unit. Absence for known appointments for which sick leave is appropriate should be requested in advance whenever possible. If an employee uses two or more types of leave consecutively without return to work, he/she should complete a Leave Request Form for each type of leave.

Policy references to leave include Board Policy Series 35, Employee Leave (viewable by clicking HERE). (From the index page that opens, click Rules and Policies; then click Interpretive, Procedural, and Legislative Rules; then scroll down to and click Series 35). The Marshall University Classified Staff Handbook, Benefits Chapter (viewable by clicking HERE) provides additional guidance on leave. Use the “back” button on the browser to return to this page from either of these sites. Please refer any questions on this policy to Human Resource Services by phone at 696.6455, by e-mail at [email protected], or by visit to 207 Old Main.

Law Enforcement Agency Checks

It is the policy of Marshall University to conduct law enforcement agency background checks for new hires (1) who will be employed in a financial capacity (handling money, responsible for other financial or budgetary resources, etc.) or (2) who will be employed in a capacity involving contact with children (other than Marshall University students). This policy is undertaken in order to (1) increase the University’s confidence that such appointees will be careful and honest stewards of University financial resources; (2) to lessen the risk of compromise or loss of University financial resources; and/or (3) to increase the University’s confidence that persons employed in direct contact with children have no record of violations of the law that would place children under their control at risk.

Human Resource Services, the department that would employ the individual, and the Public Safety Office cooperate in accomplishing the following process:

For individuals recruited from the local market who fall within the categories outlined above, the Public Safety Office will run a check with the magistrate in Huntington and with the State of West Virginia law enforcement.
For individuals hired from regional or national recruiting markets who fall within the categories outlined above, the Public Safety Office will run a check with the State of West Virginia law enforcement and with the National Crime Information Center (NCIC).
Individuals who would be employed by the Public Safety Office in a law enforcement capacity are already subject to a records check and law enforcement agency check covered by separate policy and are not, therefore, covered by this policy and procedure.

If such law enforcement agency checks yield evidence of arrests or convictions that might either constitute a legitimate bar to employment or that might prudently encourage the University to conduct further investigation before authorizing the employment of the individual, the prospective appointment will be held in abeyance. Results from the law enforcement agency checks that indicate arrests or convictions will not constitute an automatic bar to employment. Certain arrests or convictions may have no bearing on the contemplated employment such as, for example, a moving traffic violation. If, however, the agency checks returns indication of arrest or conviction for any alleged violation involving theft or misuse of financial resources or involving abuse of children or crimes against children, the University is obliged to investigate further before authorizing the employment of the individual. Human Resource Services is responsible for determining if the record of arrests or convictions has a material bearing on the fitness of the individual for employment.

Reasonable efforts will be made to ensure that the results of the law enforcement agency checks are received in advance of the actual date the individual would begin employment at the University. If for whatever reasons the results from the law enforcement agency checks are not returned in a timely manner and the individual has otherwise been authorized to start work, then the University reserves the right to vacate the appointment later based on decisions resulting from a review of the results of the law enforcement agency checks. For such a circumstance the appointment letters for individuals who will work in one of the capacities outlined above will contain language explaining this contingency and stating that the beginning of employment or the continuation of employment is subject to receipt of satisfactory results from a law enforcement agency check.

The Marshall University Public Safety Office will conduct the appropriate law enforcement agency checks at no cost to the prospective employing department or to Human Resource Services. In consideration of the costs in manpower and time required to conduct the law enforcement agency checks, the University will not conduct these checks except for the individual whom the University would otherwise hire. In certain limited circumstances, Human Resource Services may authorize the law enforcement agency checks for a small pool of individuals who are finalists for employment consideration.

The employing department, Human Resource Services, and the Public Safety Office cooperate in providing the law enforcement agency checks when and where appropriate and necessary. When recruiting is ordered, the employing department and Human Resource Services will cooperate in determining if the proposed employment is in a capacity that would require the law enforcement agency checks. The decision as to whether or not the position is subject to law enforcement agency check rests with Human Resource Services. The recruiting search in such cases will be flagged appropriately so that the employing department and Human Resource Services are aware that the position being placed in recruitment is one that will require a law enforcement agency check. In cases of such determination, Human Resource Services will request the law enforcement agency check and will communicate to the Public Safety Office the name(s) of individual(s) for whom the check is requested. Efforts will be made to ensure to the extent possible that the law enforcement agency checks are conducted in such a manner as not to introduce unnecessary delay in the recruiting process.

The University reserves the right to revise this Human Resource Services policy and procedure to extend the law enforcement agency checks to other types of positions as it shall deem necessary.

Campus Major Incident Information Policy

A campus major incident is defined as an event wherein faculty, staff, and/or students of the University or members of the public on University premises are involved in an accident, event, crime, or natural disaster that causes loss of life, major injury, hostage-taking, kidnapping, or major illness. This policy governs the release of public information with regard to faculty, staff, or students.

All statements to the public with regard to Marshall University faculty, staff, or students involved in any of the above-described events or sustaining any of the above-described circumstances (connected with a campus major event) shall be made by the Vice President, Communications, or his/her designee. All information with regard to faculty or staff shall be obtained from or verified by Human Resource Services prior to its dissemination. Information regarding students shall be obtained from or verified by the Dean of Student Affairs. The President’s Office shall be notified in advance of any release of information under the provisions of this policy.

No information on names of persons killed, injured, ill, held hostage, or kidnapped shall be released to the public until next of kin have been notified and approval of release of information obtained. Such notifications to next of kin shall be made by the Director, Human Resource Services, the Director of Public Safety, the Dean, Student Affairs, as appropriate, or their designees. Such notification shall be accomplished by personal visit, telephone, or e-mail depending upon circumstances, except that in the event of any loss of life or serious injury every attempt shall be made to visit the next of kin personally. In the event that cost to visit the next of kin are prohibitive, then information shall be conveyed in the most personal manner possible. The directors or dean identified above shall promptly notify the Vice President, Communications, when such notification requirements have been accomplished so that public statements may be developed and released.

Performance Assessment, Classified Staff and Non-Classified Employees

It is the policy of Marshall University to assess the work performance of its classified staff and non-classified employees on a regular basis. The purposes of the assessment include the following:

To assess work performance since the last such assessment from a developmental perspective and to identify areas for improvement, or skill-building, or other developmental needs of the employee.
To develop a common understanding between the employee and the supervisor about expectations in regard to goals and work performance for the coming year (or other defined period of time)
To recognize good work performance when it occurs
To document and provide a plan for improvement for inadequate work performance
To increase the strength of match between the mission of the particular department and the work efforts of its employees.

The University utilizes two basic forms in this performance assessment process, one for Fair Labor Standards Act (FLSA) non-exempt employees and one for FLSA exempt employees. Paper copies of these assessment forms may be obtained from Human Resource Services in 207 Old Main. Additionally, the forms are available for download as Word files or Adobe Acrobat (.pdf) files from the Human Resource Services web site at

http://www.marshall.edu/human-resources/forms/

Space is provided on the forms to answer each section. Answers to particular sections do not have to consume all available space if a shorter answer will suffice. Additional comments referring to particular sections of the forms may be attached as needed. Forms do not need to be typed, but legibility is important.

A completed performance assessment form for individuals subject to such review shall be submitted to Human Resource Services within one month of the anniversary date of the individual’s original regular-status hire at Marshall University (rendered in the Banner HR system as the “Original Hire” date). If an individual works in regular-status for Marshall University more than once with a break in service, the original hire date mentioned above remains constant. The performance of individuals newly appointed to University employment in regular-status classified staff and non-classified appointments will be assessed at two, four, and six months into their employment. Thereafter their performance is assessed on an annual basis according to the anniversary month of their original hire date. If the original hire date is within three months of the last assessment in the two, four, and six months series of performance assessments, the next anniversary of the original hire date is waived for performance assessment purposes, and the individual’s performance is assessed at the original hire date one year later.

Human Resource Services calculates the dates on which the assessments are due and sends the responsible department approximately one month in advance of the anniversary month a report of persons due for performance assessment. Human Resource Services does not ordinarily distribute the assessment forms themselves but requests that clients download those from the web site. If any department cannot do this, Human Resource Services can, upon request, send paper forms to that department.

For classified staff employees in their initial probationary appointments, the performance assessment forms for two months and four months of service are used as a measure of the fitness of the individual for continued employment. Probationary appointments that are converted to regular-status appointments should be associated with positive performance assessments at the two-month and four-month points. If performance problems during the initial probationary period of employment are significant enough to lead to a recommendation for termination, such recommendation shall be supported by the content of the performance assessments at two or four months of service.

The performance of subject individuals who transfer into or are promoted to different positions will be assessed at two, four, and six months into the new position. Thereafter such individuals will revert to their normal annual assessment schedule based upon the anniversary month of their original regular-status hire at the University (with possible waiver of assessment as discussed above).

There is no substitute for frequent informal contact between supervisor and employee about work performance opportunities and issues. This performance assessment is not intended to substitute for frequent informal contact.

While the performance assessment process forms can be used to record information about poor or inadequate work performance, such information should not be saved up for inclusion in the next performance assessment without taking timely corrective action as problems are identified. University policies provide a method for dealing with poor or inadequate work performance on a real-time basis through the use of progressive discipline. It is in the best interests of both the employee and the supervisor, therefore, to cooperate in resolving any circumstances of poor or inadequate work performance as quickly as possible. Likewise, the performance assessment should not document episodes of poor or inadequate work performance that have been resolved satisfactorily. The performance assessment process should be developmental with an emphasis on future performance and future potential.

The supervisor and the employee who is the subject of the performance assessment should schedule time together to confer on content for the form. This meeting should be announced by the supervisor in advance, giving the employee sufficient time to assemble ideas and comments for possible inclusion in the assessment. The meeting should be scheduled such that the deadline for submission of the assessment can be met. Privacy should be provided so that the conversation between the employee and the supervisor about performance assessment cannot be overheard.

The performance assessment form provides a framework for agreement between the employee and the supervisor on the contribution expected from the employee in order to help accomplish the mission of the work unit. It also promotes agreement on resources and/or support the employee needs in order to be successful. A clear understanding of the mission of the employee’s work unit is essential for both the employee and the supervisor.

The performance assessment process emphasizes planning for the upcoming period. An assessment of work performance for the preceding year (or other assessment period) is, however, important. The supervisor and the employee should discuss and agree to a plan of improvement, as necessary, for areas of work performance or workplace behavior which are noted to be inadequate.

Since jobs can change in significant ways with the passage of time and with the development of the employee, supervisors and employees in classified staff positions are asked on the assessment form to acknowledge that they have at least once annually reviewed the standard classification description for the employee’s position. If significant changes are believed to exist between current job content and the standard classification description, the supervisor and/or employee is requested to contact Human Resource Services for assistance.

The signatures of the employee, the supervisor, and the next level dean, director, or vice president are required. If a vice president is not the next level supervisor in a particular circumstance, he/she may stipulate that performance assessments be signed by that vice president.

It is the responsibility of Human Resource Services to facilitate and ensure to the extent possible excellent work performance by all individuals participating in the performance assessment process. Human Resource Services reserves the right to confer with the employee, the supervisor, and any higher-level deans, directors, or vice presidents about any issues raised in performance assessment forms. In addition, Human Resource Services serves to encourage improved work performance and may, therefore, work with the employee and the supervisor to make sure that performance improvement plans are identified and followed. Employees and/or supervisors may consult with Human Resource Services whenever necessary for advice or assistance with any aspect of the performance assessment process. Human Resource Services is located in 207 Old Main. HR Services can be contacted by telephone at (304) 696-6455 or by e-mail to [email protected]

Application for Employment

HUMAN RESOURCE SERVICES POLICIES AND PROCEDURES MANUAL

No.	6.100
Subject:	Application for Employment
Effective Date:	06/01/00
Approved:	06/01/00

Recruiting for Marshall University Fair Labor Standards Act (FLSA) non-exempt positions is conducted by Human Resource Services. Completion of the standard Marshall University Employment Application is required for all bids for FLSA non-exempt positions. Human Resource Services revised the standard Application for Employment in March 1998. The revised employment application (available from Human Resource Services or by download from the Human Resource Services web site) is identified by the phrase “MAR 98” or later in the lower left-hand corner of the first page and generally by the presense of the HR Services logo in the upper right hand corner.

Effective June 1, 2000, Human Resource Services will not accept any earlier editions of the application for employment. All applications for employment that are tendered on or after this date or for which bidders request referral of the application must be the current edition with the HR Services logo.

The standard Application for Employment can be maintained in an active status for up to one year from date of original completion. Bidders may update a standard Application for Employment by reviewing the form and making any necessary amendments to bring it up to date with regard to employment history, academic preparation, licenses, etc. Updates must be validated by a new signature and the date on which it was reviewed and updated. Any Applications for Employment submitted for FLSA non-exempt vacancies must either be one year old or less or must bear a signature and date of update that is less than one year old at date of tender. Calculations of length of experience or length of academic preparation for purposes of establishing eligibility will only be made up to the date the application was originally signed or the date on which an update signature and date was placed on it.

Questions or requests for assistance with regard to the Application for Employment may be directed to Human Resource Services in 207 Old Main, by phone to (304) 696-6455, or by e-mail to [email protected].

Posting of Classified Positions

For any Marshall University Classified position for which a regular-status employment appointment is desired and for which the previous regular-status incumbent (if not a new position) has vacated the position, the position will be recruited for and published at least once in the Marshall University Recruiting Bulletin.

Chapter 5

The village has established Safety Policies and Procedures for:

Reporting Emergencies; B. Fire Emergencies; C. First Aid Assistance; D. Personal Protective Equipment; E. Use of Radiation and Non-Ionizing Radiation; F. Climbing on University Property – Prohibited G. Roof Use Restrictions; H. No Smoking Regulations; I. Waiver of Indemnity for Toxic Materials
Reporting Emergencies – All emergencies should be reported directly to the University’s Public Safety Department. A special telephone number has been designated by the Public Safety Office for reporting emergencies.

For emergencies only: 911

When reporting an emergency, the caller should state:

name of caller; b. nature of emergency; c. building name and precise location (i.e., room number, etc.) d. required emergency equipment (i.e., ambulance, fire apparatus, first aid equipment, etc.)
Fire Emergencies – An extensive smoke detecting and fire alarm system has been installed throughout the University. In case of fire, employees should either activate the fire alarm and/or follow the procedure for reporting an emergency as described in Part A of this policy. Employees are not required or expected to fight fires on University property. All persons should immediately evacuate the fire area.

Employees may use fire extinguishers on small fires, in the incipient stage, provided they have been trained in the proper use of fire extinguishers. Basic training in the use of fire extinguishers is available on request through the Office of Occupational Health and Safety (OHS) at Extension 8-5294.

For information about testing, inspecting and maintaining smoke and other detecting systems, call the Maintenance Department’s Work Control Center at Extension 8-3423.

For information about inspecting, servicing, or purchasing fire extinguishers, call Building Services at Extension 8-3490.

First Aid and Emergency Assistance – The initial contact for emergency first aid assistance is the Public Safety Department. For emergencies, call 911 as instructed in Part A of this policy. For medical assistance in situations that are not life threatening, go to the Occupational Medicine Office at the McCosh Health Center. For employees who need medical attention for a job-related injury, transportation is available by calling Public Safety at Extension 8-3134.
Use of Personal Protective Equipment (PPE)- The University recognizes its obligations to ensure that protective equipment is available and that it is worn by employees when required. Supervisors are responsible for identifying those tasks which require Personal Protective Equipment for their employees.

Assistance is available from Occupational Health and Safety in making this determination and in the selection of appropriate types of PPE.

There are two categories of ownership with respect to protective equipment: University owned and employee-owned protective equipment.

University owned protective equipment is provided by the employee’s department at no cost to the employee when and where required. University owned equipment includes such items as protective clothing (excluding shoes), respirators, supplied air equipment, goggles, safety glasses (non-prescription), gloves, etc.
Employee-owned protective equipment includes such items as prescription (corrective) safety glasses and safety shoes. Both these articles are personal apparel that must fit the unique needs of the individual. The University provides a service for purchasing prescription safety glasses and safety shoes at considerable savings.
Prescription Safety Glasses – Employees who wear corrective glasses and who work at jobs requiring protection against flying particles are required to wear either prescription industrial safety glasses (with optional side shields), safety cover goggles or full face shield over regular glasses. Any employee who wishes to purchase corrective industrial safety glasses through the University service may do so.
Safety Shoes – Safety shoes must be worn by employees who are exposed to substantial toe hazards. Employees may purchase approved safety shoes wherever they choose. With Department approval, an annual reimbursement allowance towards the cost of safety shoes is provided.

For information concerning the purchasing of prescription safety glasses and safety shoes, employees should contact Occupational Health and Safety at Extension 8-5294.

Use of Ionizing Radiation and Non-Ionizing Radiation
Ionizing Radiation – The University’s policies and procedures regarding safe use of radiation producing equipment and radioactive materials are found in the University Radiation Safety Guide, fourth edition, Rev. 1991. This manual is periodically updated by page replacements and is available from Occupational Health and Safety.
Non-Ionizing Radiation – The University policies regarding the safe use of non-ionizing radiation are found in widely accepted national standards:

for laser radiation (ANSI Z136.1-1993);
for microwave radiation (ANSI ieee C95.1-1992);
for ultraviolet radiation (TLV ACGIH-1994-95)

Copies are available from Occupational Health and Safety.

Climbing on University Property-Prohibited – Climbing on University property (e.g., buildings, trees, statues, flagpoles) is prohibited unless authorized by both the Facilities Department and the Office of Occupational Health & Safety. Violations by employees will be reported to the Department Chair or Office Head.
Roof Use Restrictions – The use of roofs of University buildings for social and personal purposes is prohibited. Employees wishing to use roof areas for research or teaching purposes may do so, provided that adequate safeguards are taken and the use of the roof area is approved by and arranged through both the Maintenance Department and the Office of Occupational Health & Safety. Violations by employees will be reported to their Department Chair or Office Head.
No Smoking Regulations – Safety related “No Smoking” regulations must be strictly enforced by the department. “No Smoking” signs are placed in areas where smoking would be a violation of existing fire codes and where it would result in a clear and present danger due to the presence of flammable gases, liquids or vapors and/or other combustible materials.
Waiver of Indemnity for Toxic Materials – Occasionally a vendor/supplier will not accept an order for a certain toxic material unless and until the purchaser’s organization provides a “waiver of indemnity”. The only University employee authorized to sign such waivers is the Director of Purchasing. The Director of Purchasing will not sign a waiver of indemnity until he/she has received the following three written responses:
An approval signed by the Office of the General Counsel with respect to the language of the waiver.
A certification signed by the Office of Occupational Health and Safety indicating that the toxicological hazard data, the recommended precautions, and the safe handling procedures have been obtained and have been transmitted to and discussed with the purchaser.
An approval signed by the Department Chair or Office Head.
Referral – For assistance or for information regarding the above policies and procedures, as well as information regarding other health and safety standards, rules and regulations, etc., contact the Office of Occupational Health & Safety, Chemical Sciences Building, Forrestal Campus, Extension 8-5294.

Chapter 6

Policy emergency preparedness plan

Amherst College is committed to the welfare of its students, faculty, staff and visitors. Preparing an emergency preparedness plan and allocating resources to respond to possible emergencies is one way the College meets this commitment. The plan is fashioned in accordance with appropriate laws, regulations, and policies that govern emergency preparedness and reflects the most current thinking in this area.

The Emergency Preparedness Plan is designed to maximize human survival and preservation of property, minimize danger, restore normal working conditions and assure responsive communications with the College community, surrounding neighborhoods and municipal and state officials.

The plan is set in motion whenever a natural or induced emergency affecting the College reaches proportions that cannot be handled by established measures. Emergencies are sudden and unforeseen or there may be varying periods of warning. The plan is intended to be sufficiently flexible to accommodate contingencies of all types, magnitudes and durations.

The plan provides for aiding the local community when appropriate, though the prime responsibility of the plan is to the College community. The intent of the plan is to be a tool to accomplish the stated purposes with a minimum of confusion and wasted effort.

Copies of the plan shall be kept at Amherst College in the Office of the President, the Office of the Treasurer, the Amherst College Police Department, the Office of Physical Plant and the Office of Human Resources. Copies of the plan shall also be kept at the municipal offices of the Town of Amherst, specifically; the Amherst Police Department, the Amherst Fire Department, the Department of Public Works, the Board of Health, and the Conservation Commission.

It shall be the responsibility of the Chief of Campus Police and the Environmental Health and Safety Manager to update the Amherst College Emergency Preparedness Plan. The plan shall be reviewed annually and updated as needed

Table of Contents:

Direction and Control
The Emergency Operations Center
Succession of Authority
Site Security
Response Coordination
Community Warning and Communication
Media Relations
How to Report an Emergency
Emergency Communications
Evacuation
Shelter
Staging Areas for Resources
Terminating an Incident

Authority

The authority to declare a campus state of emergency lies with the President or his/her designee, typically the Director of Facilities Planning and Management.The Director of Facilities Planning and Management serves as the Emergency Director.A “campus state of emergency” is in effect when declared by the President or his/her designee

Overview

Direction and Control

The system for managing resources, analyzing information and making decisions in an emergency is called direction and control.It is important that each person in the emergency management group know who is in charge of what segment of the response and upon whom the final responsibility rests.

On a College Campus, the final responsibility will always rest with the President of the College or his/her designee.The Amherst College President shall remain “in-charge” of the Emergency Management for College wide responses, however, may defer to the expertise of Emergency Director, Incident Commanders or other members of the Emergency Management Group, if appropriate.

Members of the Emergency Management Group that may be called upon to be Incident Commanders must be trained and knowledgeable of the Emergency Management Plan. Other members of the Emergency Management Group must also be aware of the plan and the appropriate role that they will play. Specific responsibilities are spelled out in general terms in the Emergency Response book, which is located in the Amherst College Campus Police Department, Dispatch area..

The Emergency Operations Center

The Services Building, also known as the Physical Plant, at Amherst College is the primary Emergency Operations Center (EOC). The Services building contains the Communications Center of the Campus Police, The Service Center of Physical Plant, has sufficient conference space, numerous resources such as maps, diagrams, directories, and other technical data. In addition, the Services Building has an emergency power supply for communications and lighting.

In the event of an emergency, the Campus Police Communications Center and the Service Desk depending on the size of the emergency will be operational.The emergency power for the Campus Police and the Physical Plant radio repeater are located in Johnson Chapel.

Should the Services Building be an effected facility, the EOC should be moved to an alternative site in the Porter Lounge, Converse Hall.

Succession of Authority

The Succession of Authority is addressed in the specific incident flow chart.Incident Commanders should be aware of the fact that many outside resources; local fire, police, state police, EMS, will gravitate to the uniformed Campus Police Officer on scene.It shall be the responsibility of that officer to act as a liaison with these agencies and encourage direct communication with the Incident Commander.The Incident Commander shall wear a blue mesh traffic style vest with the legend “Amherst College Incident Commander” so as to identify him/her to internal and external assistance.

Site Security

The overall security of an incident scene shall be the responsibility of the Campus Police Department.AllCampus Police Officers have the authority to evacuate a building based on threat to life safety.Campus Police Officers, or Incident Commanders, also have the authority to deny access to facilities should there be evidence of a crime that may be disturbed.

Incident Commanders may require additional police officers to secure a scene if necessary.Incident Commanders also have the authority to evacuate incident scenes.The Incident Commander may deny access should he/she be aware of life safety issues that may be present.

The Incident Commander or Campus Police Officer may require facilities, or portions thereof, closed or the evacuation of portions or the entirety of the campus.

Response Coordination

There may be times when outside agencies will be required to respond to a Physical Plant emergency.The contacting of local Fire, EMS or Police shall be done through the Campus Police Communications Center.

The contacting of support agencies such as contractors, suppliers, etc., shall be done by the Service Desk during normal business hours.During off hours contact may be made, at the request of the Incident Commander, by the Campus Police Communications Center.The Incident Commander may request additional Communications Personnel if needed.If Communications is unable to make the necessary calls, the Logistics Officer may make the calls at the direction of the Incident Commander.

Should local Fire, EMS or Police agencies respond it is the responsibility of the Incident Commander to facilitate the exchange of information and provide resources required.The Amherst College Incident Commander should be prepared to turn control of operations over to the Governmental Incident Commander as required by law or agreement in some situations.

The Incident Commander should assign a person to record keeping during all incidents.This person shall keep detail, chronological records of all actions taken, all persons present and any deviations from this policy.Until such person arrives on scene and takes over record keeping, the records and recordings of the Campus Police Department shall be used.Incident Commanders should transmit all requests, order and important details to the Campus Police Communications Center over the recorded police radio frequency or recorded police telephone lines.

To facilitate communications, Incident Commanders must be able to converse with Police Officers and Communications on the Campus Police Frequency.Campus Police also keep a cellular telephone at the Campus Police Office for use during an emergency.Portable radios may also be loaned from Campus Police Communications in emergencies.

Community Warning and Communication

Whenever possible, prior notification of emergencies or disasters that may effect the college community should be made on one, any or all of the following avenues:

a) Email bulletin to all College Email Addresses
b) Broadcast message to all College Voice Mail Boxes
c) Radio announcements on WAMH and/or WHMP
d) Site specific postings in buildings
e) Notification to Contractors by the Physical Plant Liaison
Media Relations

Media relations shall be handled by the Director of Public Affairs or his/her designee.The Director of Public Affairs will consult with the Incident Commander for appropriate information to release to the media.The Director of Public Affairs will provide an area for media to congregate that it away from the effected area.NO media will be allowed in an effected area without the express permission of the Incident Commander.

How to Report an Emergency

There must be a commonly known way to report an emergency for the public.The Campus Police Department posts bright orange stickers near all common telephones with emergency numbers to call.In addition, the numbers are posted in telephone directories, Campus Security Act Compliance Documents, and referred to during all crime prevention seminars.

The Environmental Health and Safety Manager makes reference to reporting emergencies in all training for Physical Plant Staff and incorporates it into appropriate policies.

There are also a number of emergency call boxes located throughout the campus that dial the Campus Police directly.These are clearly marked by a visible blue light.

Certain emergencies are reported immediately to local authorities by the Campus Police Communications Center.A direct line from Campus Police allows immediate contact with the local public safety dispatch center.

Emergency Communications

Primary emergency communications shall take place on the Campus Police frequency.Once Incident Command has been established, the Incident Commander should maintain communications on both the Campus Police and Physical Plant frequencies.The Incident Commander must have a scanning radio capable of monitoring both frequencies.Not all communications should take place on either frequency.Those communications having to do with life safety, site security, or criminal activity should take place on the Campus Police frequency.Should the Service Desk not be staffed and a telephone not available, the Incident Commander may make requests for resources over the Campus Police frequency.

The following methods of communication must be available in the Emergency Operations Center, and in the alternative site:Telephone, two way radio, FAX machine, and computer networking.

Evacuation

Anyone may activate an emergency evacuation of a facility.The decision to evacuate the College et al will be made by the Emergency Director or his/her designee.Life safety is a priority when engaging the evacuation process.

Evacuation procedures will mirror current fire alarm procedures, including assembly of staff in an area where all may be accounted for.In many cases, the evacuation of a building may be accomplished by activation of the Fire Alarm System.Supervisors must account for members of their staff in a common assembly area once an evacuation is initiated.

All means of egress, and components thereof, shall be checked regularly by Campus Police and Physical Plant.All means of egress shall be kept clear, accessible and functional.

Shelter

Several facilities on campus have been identified as emergency shelters.Depending on the geographic area of the incident, persons may be relocated to one of the following as determined by the Amherst College Incident Commander:

Valentine Hall The Cage at Alumni Gym

Moore Dorm Morrow Dorm

Pratt Dorm

Staging Areas for Resources

The following areas have been identified as possible staging areas for emergency vehicles, contractor vehicles, earth moving equipment, waste management equipment, etc.The area used will be dependent upon the emergency and it is possible that both may be used, one for emergency vehicles and one for service vehicles.

) The Quadrangle Roadway from South Pleasant Street to the Freshman Quadrangle
) South Amherst College Drive which is the roadway parallel to the Tennis Courts between East Drive and the Gym.

Staging will be prioritized by the Amherst Fire Department Staging Officer is on scene.

These areas were chosen as being accessible to the majority of the campus without crossing municipal roadways and being out of the general flow of traffic.

Terminating an Incident

An incident will be considered terminated upon the determination of the Emergency Director or Incident Commander that no state of emergency still exists and that normal operations may resume, excepting buildings that may remain closed for extended periods for repair or overhaul.

Emergency Preparedness

Definitions:

Emergency Director The Emergency Director is the person who has command and control over all aspects of the emergency. The Emergency Director must have the authority to make decisions on allocating funding, calling in outside resources, long tern closing of facilities ad other long term high impact decisions. The Emergency Director for physical plant emergencies shall be the Director of Facilities Planning and Management or his/her designee.

Incident Commander The Incident Commander shall oversee the technical aspects of the emergency response. The Incident Commander for village shall be the senior most grounds Manager on location. This most likely will be one of the following titles; Assistant Director of Physical Plant, Chief of Campus Police, Environmental Health and Safety Manager, Projects Supervisor, Assistant Chief of Police or Systems Utilities Engineer. In the absence of all of the above, the senior most police officer will be the Incident Commander until relieved. Upon the arrival of the Amherst Fire Department, overall incident command shall be transferred to the Fire Department in accordance with Massachusetts Law 527 CMR 1.03.

Logistics Officer The logistics officer will act as an aide to the Amherst College Incident Commander. This will include, but not be limited to, keeping detailed chronological record of all actions taken, all persons present and any deviations from the policy,

Emergency Management Group The Emergency Management Group (EMG) shall be comprised of College officials whose roles are directly related to the incident. A list of those titles and current title holders is an addendum to this policy.

Incident Command System The Incident Command System (ICS) provides clear guidelines for responses to different emergencies. In the ICS, the Incident Commander is given the authority to assume command, engage the Emergency Management Plan, activate internal and external resources and order an evacuation.

Emergency Operations Center The Emergency Operations Center (EOC) is the centralized base of operations during an emergency. The EOC for Amherst College shall be the Services Building, unless that is an effected facility. In the event that the Services Building is an effected facility, an alternate location has been established as the Porter Lounge in Converse Hall.

Facility Facility may be considered a single building, a group of buildings or the entire physical plant of the College.

Emergency Shelter A designated facility which may house community members and independently sustain functions such as electricity, heat, water and waste removal.

Debriefing A post incident meeting for the purpose of critiquing, correcting and recognizing appropriate or inappropriate response to an emergency incident. Such information gathered to be used to modify and improve the Amherst College Emergency Preparedness Plan.

Chapter 7

Defibrillator Policy

Scope Puropose Applicablilty

Definitions
Chain of Survival
Defibrillator Location
Reponsibility for Operation and Placement
Contraindictions of Defibrillator Use
Do Not Start CPR or Intiate Defibrillation if…
Dispatch Protocol
Arrival on Scene
Patient Preparation for Defibrillation
- Pad/Electrid Placement
- SHOCK ADVISED
- NO SHOCK ADVISED
Batteries
Maintenance
Training
Start Date

Scope:

The Amherst College Defribillator Program has been prepared in accordance with the requirements of Western Massachusetts Department of Emergency Medical Services, Cooley Dickinson Hospital, the Amherst Fire Department and the Amherst College Environmental Health and Safety Committee. This policy and applicable standard operating guidelines and appendixes shall conform to those rules and regulations utilized by the agencies referenced above.

Purpose:

The purpose of this policy is to establish and formalize the standard operating guidelines that are required by the Office of Emergency Medical Services in order for Amherst College Campus Police Deparment to have, maintain and utilize an Automatic External Defibrillator (AED). The policy includes a memorandum of understanding with both the Amherst Fire Department and the Emergency Department at Cooley Dickinson Hospital, Northampton. The policy must identify the area Medical Director, the Amherst Fire Department Liaison, the Amherst College Service Provider Director, all regulatory and paperwork requirements appropriate maintenance, storage and use and training, both quaterly and annual.

Applicability:

The Defibrillator Policy and applicable Standard Operating Guidelines shall be developed, implemented and maintained by the Amherst College Campus Police and the Office of Environmental Health and Safety. The AED will be available to the faculty, staff and students twenty-four (24) hours a day in case of cardiac arrest. Additionally, the Defibrillator Policy will include the roles and responsibilities of those Amherst College employees and students who are Cario-Pulmonary Resuscitator (CPR) Certified, the Amherst Fire Department, the Emergency Room and Medical Director at Cooley Dickinson Hospital and the Western Massachusetts Office of Emergency Medical Services

Definitions:

Cardiac Arrest – A condition that results when the heart stops beating. It is caused by life threatening abnormalities in the hearts electrical system. These abnormalities are most often referred to as arrhythmias.

Ventricular Fibrillation is the most common arrhythmia. With this condition, the heart starts beating so uncontrollably that it is unable to pump blood to the rest of the body or brain. Also known as V-Fib, this state of totally disorganized electrical activity produces a quivering of the ventricles. Because the pumping of the heart in this situation is inadequate, there is no detectable pulse.
Ventricular Tachycardia means a fast heart. It is a very rapid contraction of the ventricles that prohibits the heart from pumping blood properly, consequently there is no pulse detected with this patient either.

Cardiopulmonary Resuscitation (CPR) – is the administration of chest compressions and rescue breathing to circulate oxygenated blood through the body. Comfort Care/Do Not Resuscitate (CC/DNR) – an order written by a physician that states when a patients breathing and heartbeat have stopped, they shall not be resuscitated. Defibrillation – is the definitive treatment used for patients in cardiac arrest (ventricular fibrillation). It is a brief, powerful electrical shock applied to a person’s chest, interrupting the abnormal heartbeat and allowing the hearts natural rhythm to regain control. Defibrillator – the machine used to perform the function of defibrillation Department – means the Department of Public Health for the Commonwealth of Massachusetts (M.G.L. c. 17) Emergency Medical Technician (EMT) – the person who has successfully completed a Massachusetts approved Emergency Medical Training program. The EMT can be one of three (3) levels basic, intermediate or paramedic (B, I or P). First Responder – is a member of the police or fire department, the Metropolitan District Commission (MDC), the Capital Police Department, the uniformed branch of the Massachusetts State Police and other similar organizations.

Exception persons primarily responsible for the clerical or administrative work for the above referenced departments or organizations.

Medical Control – The Physician responsible for Emergency Room operations at Cooley Dickinson Hospital. Paramedic – The highest level EMT in the Commonwealth of Massachusetts. Training at this intensity allows the EMT-P to administer medication and to provide the most advanced medical treatment available outside of the hospital. A paramedic intercept is required for all cardiac patients.

Chain of Survival

The “Chain of Survival” is the four-step procedure that is to be followed for any incident that requires an ambulance, including a heart attack and cardiac arrest. The “Chain of Survival” includes;
1. Early Notification of the EMS System by dialing 2111 at Amherst College
2. Early intervention of Cardiopulmonary Resuscitation (CPR) by bystander or police officer
3. Early Defibrillation by trained AED providers
4. Early arrival of Advanced Cardiac Life Support (Paramedic Level Ambulance)
Amherst College has embarked upon a program of training faculty, staff and students in both CPR and First Aid. By providing this training we hope to increase early recognition of a heart attack or other medical emergency and to take action immediately by summoning advance medical care as soon as it is warranted. In addition, through CPR training, Amherst College hopes to be able to initiate Cardiopulmonary Resuscitation at the very onset of a cardiac arrest, providing the patient with the best chance of support until the arrival of the defibrillator and the Amherst Fire Department Ambulance Service.
1. Amherst College Physical Plant and Dining Services have staff on duty that are currently able to provide both CPR and First Aid until the arrival of the Amherst College Campus Police and the Amherst Fire Department Ambulance.

III. Defibrillator Location

The Amherst College Campus Police Defibrillator shall be located in the primary response police car, currently numbered (53). In most cases the defibrillator will be located in the trunk of the above referenced vehicle and shall be protected from damage.
Depending on temperature extremes, the on-duty police officer, sergeant or a chief officer will make the determination that the defibrillator will be temporarily located in the passenger area of the police car so as to protect it from extremes of either cold or hot.

Responsibility for Operation and Placement

It shall be the responsibility of the highest ranking or most senior police officer or their designee to check the Automatic External Defibrillator, daily.
The Physio-Control Life-Pak 500 will perform its own diagnostic evaluation, daily. If the defibrillator has identified a problem, a red wrench will appear on the top surface of the unit indicating an abnormality.
The defibrillator will be checked at the beginning of the first shift (7 a.m.). It will be that police officers responsibility to verify that the unit is in the proper location, that it has all of the appropriate equipment and that it is ready for use. ? If the red wrench on top of the defibrillator is lit, the Defibrillator is experiencing some type of malfunction. The unit is still operational, but requires service.
- The problem should be immediately reported to the office of Environmental Health & Safety.

? If the red wrench is lit, the defibrillator indicates the need for service and displays a 4-digit number, the unit must be removed from service.

Notify the Office of Environmental Health & Safety, immediately.

After completing the inspection of the AED, the above referenced police officer shall make a note in the shift log indicating that the unit has been inspected and that it was found to be “In-Service” or “Out-of-Service”
- The police officer shall identify themselves on the shift log with the time and date of inspection, and note any deficiencies identified during the inspection.
- Problems must be reported to Environmental Health & Safety
The Office of Environmental Health and Safety (Service Director) shall be responsible for the following;

the prompt replacement of equipment and supplies
the repair and service of the Physio-Control Life-Pak 500
all record keeping for the equipment
training records
- CPR
- First Responder / EMT
- Quarterly and Annual Skills Evaluation
incident record keeping
the memorandum of understanding and the policies and procedures, which are included.

The Amherst College Campus Police Chief or his/her designee shall be responsible for;
1. the CPR and First Responder rectification of all police officers, both full and part-time.
2. assisting the office of Environmental Health & Safety with quarterly in-house skills evaluations for the full time police officers.

Contraindications for Defibrillator Use

Person with a pulse (Absolute Contraindication)
Vehicle in motion (Stop CPR and Motion)
Child under age 8 or less than 66 lbs (Contact Medical Control)

Do Not Start CPR or Initiate Defibrillation if…

person has a pulse
there is a valid CC / DNR on Site
one of the following conclusive signs of death are present;
1. Body Decompartmentalization / Decapitation (Injuries Incompatible with Life)
2. Body Putrification (i.e. maggots, etc.)
3. Full Body Rigor with Dependant Lividity in the Absence of Hypothermia
  - not dead until warm and dead

VII. Dispatch Protocols for Medical Emergencies

The Automatic External Defibrillator shall be located in the primary response police car, vehicle #53.
- A-1
In the event an Amherst College Campus Police Dispatcher receives a report of following list of medical emergencies he or she shall automatically dispatch the primary response cruiser, regardless of previous assignment or call and then ACEMS.

Cardiac Arrest
Cardiac Distress
Cardiac History
Chest Pain
Unresponsive/Unknown
Respiratory Arrest
Respiratory Distress

Exception: If the primary police officer/car (A-1) is tied up at an incident that they can not immediately clear from, the Amherst College Campus Police Dispatcher shall request that the other on-duty police officer respond to the medical emergency. As soon as possible, the A-1 officer should clear from the initial incident and respond to the medical emergency with the Life-Pak 500.

VIII. Arrival on Scene

Bring in all necessary equipment, including;
1. First Aid Kit
2. Defibrillator
  1. Take appropriate Body Substance Isolationg Precautions (aka Universal Precautions)
    - look for a mechanism of injury
  2. Determine Unresponsiveness (abscence of breathing and pulse)
    - is there a DNR?
  3. Consider all potential non-cardiac causes of cardiac arrest (i.e. electrical shock, overdose or trauma)
  4. Initiate CPR and assist with ventilation’s (if waiting defibrillator)
    - if defibrillator is already on scene (shock is priority
  5. Make sure that the ambulance is enroute to the scene and provide all necessary, additional information regarding patient condition and care.
If the police officer arrives on the scene of an incident for which an ambulance has not yet been requested, he or she should follow the guidelines referenced above.

The assessement and rapid defibrillation of the patient shall take priority over the request/dispatch of an ambulance, unless the officer can delegate someone else to call the local emergency number x 2111

Patient Preparation for Defibrillation

After determining that the patient warrants CPR and Defibrillation, the officer(s) should…
1. prepare the chest to recieve the QUIK-COMBO electrodes with the REDI-PAK preconnect system.
  1. Remove clothing from patient’s chest
    - If the Chest is Wet – Dry it
    - If the Chest is Hairy – Shave it
    - If Heart Electrical Devices are Implanted – Work around it
    - If Necklaces or Jewelry is in place – Remove it
Turn the Defibrillator ON

follow the verbal instructions

Attach defibrillator electrodes to patient while verbalizing procedures
- place the anterior elctrode on the patient’s right upper torso (right of their sternum and below the clavicle)
- place the (heart) electrode to the patient’s left nipple (see attached set-up) – firmly press the electrodes onto the patient’s chest to eliminate air pockets between the gel surface and the skin.
Analyze the Rhythm status
Determine if Defibrillation (shock) is indicated or not
Verify Ambulance Intercept as soon as possible
If defibrillation is unsuccessful after the (9) consecutive shocks, the officer/ operator shall again continue ( or have someone else start) 5 minutes of CPR and then follow the same steps outlines above.
- After the patient has been turned over to the ambulance or higher level of medical care

Contact the Amherst College AED Service Coordinator or their designee in the following order:

Richard A. Mears – Enviornmental Health & Safety 542-8189 (work), 549-0898 (home), (413) 263-7894 (pager)
Derrick Elemes – Hampshire College Publice Safety 559-5534 (work), 549-5356 (home), or have hime paged by Hampshire College Security at 559-5534
Capt Gary Childs – Amherst Fire Department 256-4080 (dispatch)

After the Amherst College AED Service Coordinator or their designee has been notified, the officer(s) should complete a copy of defribillator incident report. The report will be forward to Cooley Dickinson Hospital by the AED Service Coordinator. The fac number is 582-2947 for CDH and 586-0947 fir WMEMS.

Shock Advised

If the Physio-Control Life Pak 500 determines that Shock Advised, then the Defibrillator will initially charge to 200 joules, and will then ask the operator to press SHOCK.

After the shock has been delivered, the defibrillator will again Analyze on its own to determine if another shock is warranted.

If shock is again to be delivered, the unit defibrillator will charge to 300 joules and will then ask the operator to press SHOCK for a 2nd time.

This procedure can take place for a total of (3) consecutive shocks, the 3rd such shock being delivered automatically at 360 joules.

After the (3) shocks..

Check Pulse
- If not pulse, START CPR (60 seconds) as indicated on the defribillator
  - Check Pulse, Again
    - If still no pulse the Physio-Control Life Pak 500 will prompt the operator to push Analyze

If the Debrillator indicates Shock, the unit will charge 360 joules and will tell the operator to press SHOCK for the 4th time (the 1st shock in the second set of (3) shocks)

Follow the same protocol for the 2nd set of (3) shocks

After the 2nd set of (3) shocks…

Check Pulse
- If not pulse, START CPR (60 seconds as indicated on the defribillator
  - Check Pulse, Again
    - If still no pulse the Physio-Control Life-Pak 500 will prompt the operator to push Analyze

If the Defibrillator indicates Shock, the unit will again charge to 360 joules and will tell the operator to press SHOCK for the 7th time (the 1st shock in the third set of (3) shocks

Follow the same protocol for the 3rd set of (3) shocks

If after 3 sets of (3) shocks that are unsuccessful, the officer / operator shall perform 5 minutes of CPR and then repeat the above sequence, or turn the patient over to more advanced medical care (i.e. Ambulance Staff or Advanced EMT B/I/P)

NO SHOCK ADVISED

If the Physio-Control Life-Pak 500 determines No Shock Advised, then…

Check for a pulse
- If no pulse, continue CPR for (1) minute, then…

Reanalyze the patient by pressing the Analyze button on the AED

if shock is indicated, follow the shock protocol
if no shock is indicated…

Check for a pulse
- If still no pulse, continue CPR for another (1) minute, then…

Reanalyze the patient by pressing the Analyze button on the AED

if shock is indicated, follow the shock protocol
if no shock is indicated…

Check for a pulse
- If still no pulse, continue CPR until the patient can be turned over to more advanced medical care (i.e. Ambulance Staff, Advanced EMT B/I/P

If a patient has been successfully defibrillated, then…

maintain an open airway
monitor vital signs, including;
- Blood Pressure
- Pulse
- Respiration’s

Batteries The Physio- Control Life-Pak 500 Defibrillator comes with two (2) batteries;

Rechargeable Sealed Lead Acid (SLA) Battery
Non-Rechargeable Lithium Battery

The Rechargeable Sealed Lead Acid Battery is capable of;

delivering 60 shocks at 360 joules or
lasting approximately 2 years with proper charging
it must be charged after each use or at least once per month.
- On the last day of each month the battery should be given to the Service coordinator ( Environmental Health & Safety) for recharging.
  - EH&S will keep track of charging dates in Microsoft Schedule

The Non-Rechargeable Lithium Battery can;

deliver 300 shocks or
have a shelf life of 5 years
- Neither battery should be exposed to temperatures in excess of 120 degrees Fahrenheit.

Maintenance for the Life-Pak 500

Maintenance of the defibrillator shall be the responsibility of the Service Coordinator (Environmental Health and Safety). The Life-Pak 500 performs it’s own daily diagnostic evaluation.Whenever service is needed, the Service Icon on the top of the defibrillator unit will illuminate. When the red wrench “glows”, service is required and EH&S must be notified, immediately.

XII.Training

The initial training for the Amherst College Campus Police will take place on Wednesday, October 13, 1999 and conclude on the following Wednesday, October 20, 1999.

The class will be taught by Captain Gary Childs acting as the as an agent of Western Massachusetts EMS, who shall facilitate the program through the Amherst Fire Department in accordance with the rules and regulations of the Commonwealth of Massachusetts and the Western Massachusetts OEMS protocols.

Class #1 – will include Comfort Care and Do Not Resuscitate (CC / DNR) and will take approximately 6 hours. Class #2 – will complete the training requirements and will take approximately 4 hours

Quarterly Skill Evaluation – Each full time member of the police department shall attend (4) defibrillation in-services with Environmental Health & Safety (every 3 months) in accordance with the requirements of the Western Massachusetts Emergency Medical Services.

XIII.Start Date:

The Amherst College Campus Police shall place the Physio-Control Life-Pak 500 Defibrillator into service on or just before midnight, Thursday October 21, 1999

Chapter 8

Smoking Policy

I.	Purpose
II.	Scope
III.	Applicability
IV.	Responsibility
V.	Policy
	Smoking Areas
	Department Head Responsibilities
	No Smoking Signage
	Smoking Receptacles
	Dormitory and Residential Occupancies
	Amherst College Vehicles
	Smoking Cessation Programs

Purpose:

The purpose of the No Smoking Policy is to limit exposure of the Amherst College Community to the effects of second hand smoke, and to reduce the risk of fire in and around our buildings.

Scope:

The policy shall apply as indicated below to academic and administrative buildings, most areas of residential buildings, certain exterior areas, and Amherst College vehicles.

III. Applicability:

The policy shall apply to all members of the Amherst College community for reasons of health, safety and well- being. Visitors shall be made aware of our policies and procedures by the faculty, staff and students, as applicable.

Responsibility:

It is the department heads’ responsibility to enforce the No Smoking Policy in and around their respective buildings, as well as in Amherst College vehicles, when utilized by that department. The Office of Human Resources can assist department heads with issues related to personnel, and Environmental Health and Safety is available to answer questions regarding the environment, health and fire safety.

Policy

In accordance with the requirements of the State Building and Fire Prevention Regulations and the policies of the Town of Amherst, smoking is not permitted in schools, colleges, universities or public buildings. In addition, smoking is prohibited in areas of assembly, around flammable liquids and gases, and in other areas so designated as “No-Smoking” for reasons of fire prevention, health and safety.

Smoking Areas – Smoking shall be permitted outside of buildings at a distance of not less than 25’. This requirement applies to entrances, exits, and loading docks, areas of assembly, air intakes, building overhangs, porches, areas used for the storage and transfer of flammable liquids and gases and other similar situations through which non-smokers would have to pass through, or where there may be a risk of fire or explosion.

Department Head Responsibilities

n Department heads should make reasonable accommodations for smokers, such as allowing them to smoke in their personal vehicles during inclement weather. n The respective department head or their designee shall handle issues related to smoking. The Office of Human Resources is available to assist the department head and/or smoker, when necessary.

No Smoking Signage – Amherst College would like to preserve the aesthetics of its buildings and grounds by limiting signage on and around the campus. However, when necessary, the use and placement of signage may be warranted. The respective department head(s) may seek approval for such signs. Signage, including “No Smoking” will be designed and posted in a manner that is both code compliant and visibly appealing.

Smoking Receptacles – Smoking receptacles shall be fire resistant. The use of metal containers with a sand base is most practical. The containers should be small in size to prevent the accumulation of paper and other combustible waste. Smoking receptacles shall not be placed up against, or in close proximity to the entrance or exit of a building. The receptacles should be visible to potential users on the way to the entrance of the building, but shall be far enough back so as not to adversely affect the health and well being of a non-smoker entering the same building or facility.

Smoking receptacles must also be placed at locations away from entrances at construction sites, as smoking is not permitted in or within 25’ of buildings being constructed or renovated.

Dormitory and Residential Occupancies – Smoking shall be permitted in student rooms and individual apartments only. Smoking is not allowed in common areas such as corridors, kitchens, laundry rooms, lounges, porches, restrooms or stairways. Students, their guests and persons living in residential occupancies across campus should use care in areas where smoking is permitted. Smoking and the careless disposal of smoking materials have resulted in fires that caused injury, death and significant property loss.

Doors to student rooms shall be closed when occupants are smoking, or when smoke is present within the room.
If another student is offended by the odor of smoke, or when persons are smoking in a building designated as “non-smoking”, the aggrieved student shall contact the Dean of Students Office for assistance.

¤ The disconnection of the room smoke detector (a life safety device) for the purpose of smoking in the room is strictly prohibited. A fine of not less than $100.00 will be assessed to the person(s) responsible.

Amherst College has designated some residential buildings to be “smoke-free” at the request of the students. In these buildings, guests should be made aware of the policy by signage placed on the entry doors and by the student who permits entry.

Amherst College Vehicles – Smoking is prohibited in all vehicles owned and/or operated by the college. Non-smokers, regardless of when they enter a vehicle shall not be subjected to the effects of second hand smoke. In addition, smoke from smoking materials creates a film on the inside of windows and windshields and will stain other materials that it comes in contact with.

Smoking Cessation Programs – Amherst College, through the Department of Human Resources has identified smoking cessation programs through our insurance companies, effective June 01, 2002. Faculty and staff should, if they so desire, contact Human Resources to get all appropriate information entitled to them as part of their employee benefits, or contact the Faculty, Staff Assistance Program (FSAP) at the University of Massachusetts – Amherst at 545-0350 to get additional information on smoking cessation programs in the area.

Amherst College strives to create a work atmosphere that is as free from recognized hazards as possible. Issues affecting the health, safety and the well being of our faculty, staff, students and their guests are paramount. Because the college recognizes the hazards associated with second hand smoke, it will assist as is practical with the elimination of the hazard for the non-smoker and provide suitable alternatives for those who wish to continue smoking, or would like to quit. It is not in the best interests of the college or the employee to encourage cigarette, cigar, pipe or other types of smoking by creating smoking areas inside or in close proximity to the building. Amherst College will continue to support a healthy and safe working environment for the entire campus community.

Chapter 9 GUEST COMPLAINTS Despite all our efforts to maximize guest satisfaction, complaints occasionally arise. When they do, we take them very seriously. Our aim is to insure that all guests have an enjoyable experience with us. All employees are trained to be polite and agreeable and to call a supervisor or direct a guest to the Guest Relations Center whenever someone has a question or concern that they cannot answer. To guarantee a smooth, trouble-free midway operation, Wade Show Foremen, Supervisors, and Managers will be patrolling the midway at all times.

The Guest Relations Center Here any questions, comments, or complaints a guest might have will be addressed. If our center staff cannot quickly remedy the situation, they will contact a show manager or the Ombudsman by radio to assist. Wade Guest Relations Center was specially built and is staffed by employees trained to answer questions, give directions, and assist with lost children. All situations are dealt with from one central location. Every effort is made to remedy the guest’s concern in their favor. Our staff documents all visits to the Center. When it is appropriate, we will follow-up with a telephone call or written correspondence.

WE TURN A NEGATIVE INTO A POSITIVE! OMBUDSMEN Three Wade Show managers will be designated as Ombudsman to supervise and assist with all guest inquiries. All games, rides, and food concessions will have signs giving the name and location of the Ombudsman during operating hours of the event. It shall be the Ombudsman’s responsibility to establish with Fair management a customer refund policy that is fair to all concerned. GUEST REFUND POLICY Wade Shows has established a broad refund policy based on the philosophy that “the guest may not always be right, but they are always our guest.” Under the direction of our Ombudsman, we attempt to resolve all guest’ inquires regarding refunds in a fair, understanding manner. It is our goal to have satisfied guests that will return year after year. The following are examples of four common refund situations and how we resolve them: 1. For pay-one-price ride promotions, we use both a hand-stamp and a wristband. When a guest comes to us with a broken or lost wristband we just check the hand-stamp and quickly issue a replacement on anyone with a hand-stamp. 2. Whenever we have a ride special, we use large (as big as 4 feet by 6 feet) signs at each ticket box to inform guests about the special. Even with the large signs, an occasional guest still makes the wrong purchase. “I bought these tickets and didn’t know you had a special.” We gladly exchange unused tickets for pay-one-price wristbands. 3. “It started to rain, can I have a refund?” is another common question. Refund question because of inclement weather are handled individually based on overall weather conditions for the day, length and amount of rain, and time of day. In continuing to refine our guest refund policy to benefit the guest, in 1998 we began posting local weather forecast reports on each ticket box. This has greatly reduced any weather-related complaints. 4. “ My child’s too big/too little for these rides.” To assist guests in deciding how many tickets to buy we have begun posting height and weight requirement signs at ticket boxes and guest relations’ center. These signs have greatly reduced the number of requests for ticket refunds. 4. “ My change is not right.” To help guests determine how much change they have coming back and how many tickets they can afford to purchase, we post a quick-reference ticket price sheet at each ticket window and signs to remind guests to get their change. NEWS MEDIA Wade Shows policy regarding the news media is one of cooperation, timeliness, and most importantly accuracy. Media relations will be the responsibility of the Wade Shows Media Spokesperson. All communication from Wade Shows to the media will come through our Media Spokesperson. Employees are taught to politely direct reporters to the show office for details. This policy insures that all information released will be in a timely and accurate manner. TRASH AND LITTER CONTROL / SANITATION It is our goal to have a clean, litter-free village at all times. Some villages make the mistake of cleaning only at the end of each day. Not at Wade Shows, our FULL-TIME clean-up crew will be constantly on the midway, picking-up litter and emptying the numerous trash receptacles that we will provide. All trash receptacles will have plastic liners and have decorative clown head covers and plastic outer liners. After hours, the midway is completely cleaned using brooms, blowers, and ground vacs. When we clean, we clean not only the public areas but the work and living areas as well. All concessionaires are required to keep their areas neat and clean at all times. This includes food courts, picnic tables, condiment counters etc. Game operators must also keep their area neat and clean at all times. All boxes must be crushed prior to being placed in dumpsters. FIRST AID/EMERGENCY PROVIDERS Wade Shows will coordinate with first aid and emergency providers to insure a smooth operation. A detailed site plan will be supplied detailing the location of all rides, concessions, and support equipment. SAFETY INSPECTORS The safety of guests and employees is most important to Wade Shows. Wade Shows General Manager, Ombudsmen, and Safety Consultants will work with Fair management to facilitate all necessary inspections. LAW ENFORCEMENT AND SECURITY Wade Shows managers will work with local police and event security to guarantee a safe, trouble-free midway. Security matters will be coordinated through the General Manager with the assistance of the Ombudsman. A detailed site plan will be supplied to police and security detailing the location of all rides, concessions, and support equipment. RIDE CLEANING All rides will be washed prior to opening, and as part of the set-up process, many ride parts are cleaned before the ride is completely assembled. An example of pre-cleaning is the washing of tops from the umbrella rides or merry-go-round prior to being placed atop the ride. All rides are inspected for cleanliness every morning prior to opening and cleaned as needed. ALL GENERAL WASHING WILL BE DONE PRIOR TO OPENING AND IN SUCH A WAY AS TO NOT CREATE PUDDLES OR WATER ON THE MIDWAY. Power-washers, soap, and other cleaning supplies are always available for ride operators to clean up after any untidiness that might occur. Ride operators are instructed to CONTINUOUSLY clean on and around their ride to keep it litter-free at all times. RIDE PLATFORM AND WAITING LINE CONTROL For waiting line control and efficiency of operation during peak periods, que-lines are used to direct guests in an orderly manner when waiting to board a ride. With the proper use of que-lines, we are able to direct guests in an orderly manner and avoid creating bottlenecks that affect the smooth traffic flow of other guests on the midway. Additionally, que-lines allow for a pre-boarding process (check height and weight, collect tickets, check armbands, give safety instructions) that helps make waiting lines move safely, quickly, and smoothly. We will also move extra ride attendants when one area slows and another becomes busier. For example, our children’s area often will be less active than our main thrill ride midway during the evening hours, when this happens, we will move extra attendants to the busy midway. In addition, during peak hours of attendance, ALL staff can be found working the midway to assist customers.

CRISIS MANAGEMENT PLAN Wade Shows has midway crisis response plans in place to cover many situations. Below is listed a summary of the most common incidents. INJURY If a guest should be injured or become ill while on the midway, employees are instructed to do the following:

—Contact the show office immediately (if law enforcement or security is nearby they may also be contacted to respond).

—Keep the guest comfortable, the crowds back, but do not move the guest unless there is danger of additional injury.

—Wait for first aid and Wade Show management to respond and do not leave the scene.

—When the show office is notified they will contact first aid (or the appropriate response team) by telephone or radio.

A Wade Shows manager(s) will immediately respond to the scene to begin documenting the incident. Wade Shows will designate a manager to be responsible for all injury reports and follow-up. They will be responsible to work with the fair, festival, or major event, first aid, police, and insurance adjusters to insure proper interaction between all involved. WEATHER Always alert to adverse weather changes, Wade Shows will close any rides when weather conditions pose a danger to guests or employees. To prepare for the most extreme weather conditions, plans shall be formulated prior to the opening of the fair, festival, or major event, showing storm shelters and a listing of emergency contact numbers. FIRE All fires are to be reported to the Wade Show office. The office will contact the fire department to respond. Following any incident, Wade Shows designated manager will meet with all parties involved to get a complete assessment of the situation. A report to the General Manager shall then be made. The appropriate contacts, follow-up and preventative measures shall then be undertaken.

ACCESSIBILITY

Wade Shows strives to provide the best in family entertainment and recreation for all our guests. Our ride admission policy has been developed to allow each guest to participate in the enjoyment of as many rides and shows as possible. Our ride admission policy is based on the physical criteria necessary for an individual to safely ride each amusement device. We will allow anyone whom we feel exhibit all the necessary requirements and are not a hazard to themselves or others to ride. Amusement devices have various safety systems designed to accommodate an average person. These safety systems may place restrictions on the abilities of some individuals to safely experience the ride. Extremely large or small individuals, people with casts, braces, or various other special needs may not be safely accommodated by all of these systems. It is our aim that guests be able to enjoy as many rides and attractions as possible. When a guest with a disability is identified, a Wade Show manager will meet him or her and will personally explain and evaluate the situation to determine the extent of the disability and what devices they may safely ride and enjoy. At this time a two-part form is filled out which identifies what amusement devices will safely accommodate them. The patron is given one part and we file the other. It remains the right and responsibility of Wade Shows to deny entry to an amusement device to any person, if in the opinion of the Show representative, the entry may cause above normal exposure to risk of discomfort or injury to the person who desires to enter, or if it is believed that the entry may jeopardize the safety of other guests or employees.

Chapter 10

Dance Policies and Procedures

Payment of Fees:

Tuition may be paid either monthly or quarterly and must be paid by a series of postdated checks. If paying by check, please turn-in 4 checks for the appropriate monthly or quarterly tuition. Each check may be postdated to the first day of each month/quarter and will be deposited accordingly. The postdated checks must be received at the time of registration to confirm class time and no student may take class until tuition is paid in full. A $25 service fee, plus costs, will apply to all returned checks.

Withdrawals and Refunds:

To withdraw from lessons, a written notice of withdrawal must be delivered in person to the director of STYLE. Withdrawal will be effective 30 days after we receive the completed and signed withdrawal notice. Notice of withdrawal will not be accepted during the first month of class. Upon withdrawal, the appropriate post dated checks will be cancelled. We reserve the right to cancel lessons to any student without notice for any reason. Upon such cancellation, an appropriate refund will be given for unused lessons.

Dress Code:

Required dance wear and dance shoes must be worn to all classes. Failure to wear required dancewear to class can result in students being asked to sit out the class. Repeated failure to wear required dancewear can result in termination of lessons.

Attendance and Tardiness:

The school reserves the right to have students who come late to class, sit out the class. Repeated tardiness may result in termination of lessons. A minimum attendance standard will be required. If a student misses more than 4 classes without written notice, the school reserves the right to terminate lessons.

Care of Students:

The school is not responsible for providing before or after class care for students. Parents with students under the age of 5 must remain in the school during the classes. Students are not to be left at the school for excessive time periods before or after their classes.

Injuries:

Parents, legal guardians of minors, students, and adult students waive the right to any legal action for any injury sustained on school property resulting from normal dance activity or any other activity conducted by the students before, during, or after class time. Please see waiver.

I have read and understand the above policies and procedures and agree to abide by them.

______________________________________ ___________________________________

Student Name (please print) Signature of Parent or Adult Student

_______________________________________

Date

Dance Policies and Procedures

In addition to the Event Planning procedures outlined in the Village Event Policy, organizations sponsoring a dance must adhere to the following guidelines.

Sponsoring organization must be:
A currently recognized student organization; or
An Associated Students Inc. commission or committee.
The sponsoring organization may make dance reservation up to six months in advance. A dance reservation will not be accepted if the reservation request is made less than four (4) weeks prior to the event.
The pre-event meeting for dances must be held at least four (4) weeks prior to the event.
Dances may extend to 11:00 p.m. Sunday through Thursday and to 1:00 a.m. on Friday and Saturday.
The L.A. County Fire Marshall determines the maximum capacity for a facility. The sponsoring organization will be responsible for ensuring that attendance complies with the maximum capacity figures.
Admission will be granted to currently enrolled California State University Dominguez Hills students and guests. CSUDH students must provide a valid ID or proof of enrollment with a photo ID. CSUDH students are allowed two (2) guests who must enter the event at the same time. The CSUDH student is responsible for the behavior of his/her guests. Guests must be 18 years of age or older and show proper identification.

Ticket sales

Organizations wishing to sell tickets in advance are advised to discuss the arrangements with the Student Union and Activities Office.
Tickets/admission fee sold/collected at the door will require a cash box, hand stamp and/or ticket.
Representatives of the sponsoring organization will coordinate event management. The sponsoring organization must designate in advance an event manager.
There is no reentry after exiting the dance. Individuals requesting to leave and reenter the dance for emergency purposes will be treated on an exception basis by the sponsoring organization.
It is the responsibility of the sponsoring organization to limit publicity and promotion of the dance to on campus. Off campus publicity and promotion of any kind is not allowed. Publicity and promotion must include sponsoring organization name(s), event location name, start time, information contact telephone number and must specify that admission is for currently enrolled CSUDH students with ID.

11.The advisor and the sponsoring organization’s event manager must make contact with the facility representative and University Police officer at the event site thirty minutes prior to the beginning of the scheduled event. Failure of the advisor and the sponsoring organization’s event manager to make personal contact may result in cancellation of the scheduled event. It is additionally understood that the advisor will remain present throughout the duration of the event.

12.University Police determine and will be responsible for hiring the appropriate number of University Police officers at the expense of the sponsoring organization.

The sponsoring organization may be responsible for hiring a custodial crew for after hours events as coordinated through the Student Union and Activities Office.
Funds for the entire cost of the event must be on deposit with the Associated Students Inc. or in a Foundation Office account (for Greek letter or Honor/Service Societies) before the event is approved.
The sponsoring organization will be financially responsible for any damages to the facilities.
Two (2) weeks prior to the event, the event manager provides copies of contracts and all publicity for review by the Student Union and Activities Office, prior to release of any publicity.
For student organizations receiving funding from Associated Students Inc. all funds must be on deposit in an Associated Students Inc. account. Greek letter organizations must deposit funds with the Student Union and Activities Office one week prior to the event.
Organizations funded through Associated Students Inc. submit a complete accounting of funds to the Assistant to the General Manager of Associated Students Inc. within 72 hours after the event.

This statement must include: source of funding, number in attendance, total gate, total expenditures, and purpose for which funds have been used. All receipts and disbursements must be made through the Assistant to the General Manager of Associated Students Inc. He/she will make appropriate entries into the accounts and forward these forms to the Foundation Office for deposit or disbursement from the Associated Students Inc. accounts.

****************************************************************************************************************************************************

I acknowledge receipt of the dance policies and procedures and have reviewed them with the Student Union and Activities Office. I fully understand my responsibilities as the sponsoring organization representative.

_______________________________________ ______________________________________

Sponsoring Organization

_____________________________________ ______________________________________

Event Name and Date

____________________________________________________________________________

Organization President Signature Date

____________________________________________________________________________

Advisor Signature Date

***********************************************************************************************************

_________________________________________ ______________________________________

University Police Signature Date

________________________________________________________________________________

Student Union & Activities Office Date

University Dancers Contract

The following Information is what you will be asked to sign to indicate that you understand and agree to the terms:

There will be mandatory company classes three times a week in the fall.
Rehearsals will be held on Saturdays 10:00AM to 1:00PM and Sundays 1:00PM to 3:00PM and two evenings during the week, Mondays 7:00 to 8:30PM and Wednesdays 7:00 to 8:30PM (not all dancers, TBA). All dancers must be available for Saturday, Sunday, and Monday rehearsals. A complete schedule will follow.
Extra rehearsal will be scheduled and will be announced in advance for specific pieces (solos, duets, trios, etc.)
Don’t get involved in this company unless you are eager and willing to work, learn and grow. You must be dependable. This company demands teamwork and a great deal of time; therefore, it is unethical to drop out once you have been cast in a piece of choreography. Once you are cast you have an obligation!
Thre are no excuses for missing any rehearsals. (Test, jobs, dates are not conflicts.) Any conflicts must be cleared now.
Promptness to all rehearsals is imperative. Know the time of your rehearsal and be there ahead of time and ready to go at the scheduled time. There will no warnings or excused and if you are late you could be replaced. If you are late, it wastes time of all involved. If rehearsal starts at 10:00AM, you are expected to be in the studio a minimum of fifteen minutes in advance and ready to dance at 10:00AM, not walking in the door at 10:00AM.
If you agree to this contract it is important to take care of yourself. Don’t drink from other students. This is how colds and mono spread. Eat properly and get rest. You will not be able to perform in the spring concert if you are not healthy. We depend on each other so we must protect our work.
Those signing this contract will sign up for Dance 306 – University Dancers, for one academic credit, fall semester. In the spring you will receive one academic credit for Dance 306 and one practicum credit. It is highly recommended that you take as much technique as possible. Try to see as many live dance performances as possible.
Spring concert dates are in February. You must be available the week of concert. There will be matinees for area Richmond schools on Thursday and Friday at 10:00AM. Performance photos will be taken immediately following one of these matinees. A Deans excuse will be given for the classes missed on these two morning. This will be a long week with late nights. Everyone is required to be there.
Tech Sunday will be the Sunday of the week of the concert. Strike will follow the Sunday matinee and all are expected to stay and work until the strike is complete.
As a member of the University Dancers you will be asked to put in a minimum of eight hours of work on set construction, costumes, lighting crew, or on some production assignment. This can be on any of the main stage productions or the dance performance throughout the year. Myra Daleng, the dance director, will explain this in detail.
There may be optional performance dates during the year. I will ask for volunteers for these.

Chapter 11

Village Event Policy

Chapter 12

Committees

Committees shall be formed as outlined in our by laws. Committees shall be appointed a chairperson who in turn will report back to the board any findings discussed with committee. The following committees shall be created and utilized within our community.

Ethnic Development:
Authenticity: This committee will be responsible for the research and verification of any and all groups being presented within our village.
Marketing & Public Relations:
Grant: This committee is responsible for the research and completion of same.
Grounds Maintainers:
Vending:
Crafting:
Entertainment:
Fund Raising:
Quality Assurance:
Utilities:
Conservation:

Chapter 13

Lost & Found Procedures for Children / Material Items

Chapter 14

First Aide Procedures

Chapter 15

Employee Rules & Standards

Chapter 16

Village Rules (Patron)

Chapter 17

Ethnic Policies / Standards for Employees / Vendors / Patrons

Chapter 18

Village Development

Chapter 19

Educational Outreach

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