The policies and procedures set forth here apply only to lay persons employed by The Diocese of Oregon and by the congregations located within the diocese. The policies and procedures set forth in this manual or any other manual do not constitute an employment contract. All employees are determined to be employees at will unless specified otherwise in writing.

6.1.1 The Diocese of Oregon is committed to abiding by state, local and federal laws as they relate to employment conditions and opportunities. The Diocese of Oregon affirms its commitment to a policy of equal employment opportunity in terms of race, color, national origin, sex, age, marital status, and disability.

These policies and procedures are based upon recommendations made by the Personnel Committee and approved by the Diocesan Council. These policies and procedures may be altered from time to time by the Council on recommendation of the Personnel Committee. It is recommended that these guidelines be reviewed annually by each vestry or Bishop's Advisory Committee (BAC) within the Diocese of Oregon for the purpose of developing parish personnel policy consistent with this document and which includes at a minimum all legally and canonically required policies.

6.1.2. Parish Personnel Committee. Each congregation shall establish a personnel committee, through the leadership of the rector/vicar and vestry/BAC. The committee will include the rector/vicar and wardens, and up to three other persons. The committee is responsible to accomplish the following activities:

• Develop and disseminate current job descriptions for paid and volunteer staff members.

• Review changes in duties, hours and compensation for paid personnel.

• Review and recommend to the vestry/BAC changes in benefits for paid personnel.

• Report at least annually to the vestry/BAC on actions or recommendations pertaining to staff.

• Interpret personnel policy as requested.

Insofar as is practical, these policies apply to the diocesan office, unless the diocesan office establishes different policies to address the same subject matter in consultation with the diocesan Personnel Committee.

 

6.2 STAFFING: Status, classification and requirements

6.2.1 Program Staff: Generally these persons are classified as "exempt" from the recordkeeping and overtime provisions of the Federal Fair Labor Standards Act (FLSA). Exempt staff are salaried. Compensatory time off for hours in excess of 40 per week may be granted at the discretion of the supervisor. Program staff includes staff for Christian education, organist, choir director, administrators, and others who lead program.

6.2.2 Support Staff:  Generally support staff are classified as "non-exempt." Support staff includes secretaries, a financial secretary and other office staff, and maintenance staff. The following employer requirements apply:

• log and keep time and work records,

6.2.3 Employee Classifications:

1. Regular full time employees are those employed to work a normal schedule of 40 hours per week. Full time employees are eligible for all benefits provided and paid for by the congregation.

2. Regular part time employees are scheduled to work twenty or more hours per week but less than full time. They are eligible for all benefits on a pro-rated basis. The employer has the option of providing and paying for full benefits.

3. Part time employees are persons who are scheduled to work less than twenty hours per week and are paid on an hourly basis, and are not eligible for employee benefits.

4. Temporary employees are persons hired for a limited pre-determined period of time. Temporary employees may work any number of hours up to and including full time. They are not eligible for employee benefits. A temporary employee who subsequently becomes a regular employee will be eligible for benefits on the same basis as a newly-hired permanent employee.

5. Contract employees are those who are employed under a contract between an individual or company and the diocese or congregation. All terms and conditions of employment are subject to the provisions of the contract negotiated between the diocese or congregation and the individual.

6.3 COMPENSATION

The Diocese of Oregon expects congregations to offer benefits and wages that promote retention of employees and provide economic rewards comparable with similar positions in the area. Each congregation is responsible for checking with non-profit organizations in their immediate area for guidance to determine the rates of pay offered for various types of work similar to those performed for the congregation. Employees hired will be paid at least the minimum wage rate established by the Fair Labor Standards Act and those guidelines established by the Oregon Bureau of Labor and Industries (BOLI). Updates on requirements are sent to all employers by BOLI. (General Convention 1997 Resolution D082a defines and encourages a $7.50 per hour minimum rate.)

In considering annual raises for lay employees, churches are encouraged to refer to the procedures used by the Diocesan Personnel Committee for the SHU chart.   As a minimum this includes:

(1) a yearly adjustment to the entire chart as described in section 8.3.5

(2) A 2% annual step increase for each year of service.  Merit increases at higher levels may also be appropriate.

6.4 BENEFITS

All employees are covered by Unemployment Insurance, Social Security, and Workers' Compensation. Congregations are required to provide a Pension Program for persons who work at least 1000 hours (half time) in a year, within the parameters of the Church Pension Fund rules and the enabling resolution of convention. Each congregation works out the details of how coverage applies.

It is strongly urged that medical and dental coverage be provided to regular full time and regular part time employees, and that employees have the opportunity to purchase coverage for their dependents. At a minimum, regular part time employees should have the opportunity to participate in a plan at their own expense. Information regarding insurance and other benefits may be obtained by contacting the Finance Assistant at the Diocesan Office.

A congregation may elect to provide other benefits such as group life insurance or disability insurance.

6.5 CONTINUING EDUCATION AND CONFERENCES

Attendance by staff at meetings, conferences, seminars or continuing education, if related to the employee's job, and if required by the supervisor, is considered normal working hours, and is compensated accordingly.

It is recommended that continuing education be made available. (See Sec. 8.3.7)

6.6 LEAVE TIME

6.6.1 Holidays

The following are designated as paid holidays for all regular full time employees. Part time and temporary employees are not paid for days off.

• New Year’s Day (January 1)

• Martin Luther King Day (3rd Monday in January)

• Presidents' Day (3rd Monday in February)

• Good Friday (half day starting at noon)

• Memorial Day (last Monday in May)

• Independence Day (July 4)

• Labor Day (1st Monday in September)

• Thanksgiving Day (4th Thursday in November)

• Christmas Day (December 25)

Additional holidays may be authorized.

When paid holidays fall on a Saturday or Sunday, they will be observed on the preceding Friday or the following Monday respectively.

6.6.2 Paid Vacation

Paid vacations are permitted twelve (12) months after the employee's date of employment. The hours of vacation pay are equal to the number of scheduled hours per week. (If the employee does not have a schedule, the hours will equal the average of the hours worked per week in the preceding twelve [12] months.) In the year following the first through the fourth anniversary of employment, ten (10) paid days are allowed. In the fifth through the ninth years of employment, fifteen (15) paid days are allowed. In the tenth and all subsequent years of employment, twenty (20) paid days are allowed.Holidays that fall within the scheduled vacation are not counted as vacation. Illness requiring hospitalization that occurs during scheduled vacation is not considered vacation if the employee elects to consider it as sick leave.

6.6.3 Sick Leave

Sick leave may be paid according to the determination made by the individual congregation. Paid sick leave is intended to minimize the economic effect of illness or accident of the employee or member of the employee's immediate family. Despite the provision of sick leave, employees whose health does not permit them to attend work regularly may be terminated for irregular attendance if absences unduly affect the achievement of the congregation's mission objectives.

6.6.4 Parental Leave

Maternity and paternity leaves are granted for up to ninety (90) days. Maternity and paternity leave may be paid according to the determination made by the individual congregation. If available to the employee, vacation time and sick leave may be used until exhausted. Continuance of leave beyond ninety (90) days is at the discretion of the supervisor. During the time of leave the individual may return, at his/her discretion, to work on a part-time or temporary basis, being paid for the time worked as if on an unpaid leave.

6.6.5 Special Leave Time

Time off with pay for jury duty, military service, or funerals is granted by the supervisor as circumstances dictate.

6.6.6 Unpaid Leave

With suitable advance notice, unpaid leave time over and above paid leave may be granted by the supervisor for special circumstances.

6.7 OVERTIME, TIME RECORDS, BREAKS, LUNCH PERIODS

6.7.1 Overtime

Overtime compensation is required to be paid to all non-exempt employees working in excess of forty hours per work week.

Overtime compensation is required to be paid at one and one half times the employee's normal hourly pay rate. Only hours worked in excess of forty in the work week are paid at the overtime rate.

The work week must be defined by the employer and communicated to employees. The work week, once established, may not be changed for the purpose of avoiding payment of overtime compensation.

In determining whether the employee has worked more than forty hours in the work week, only hours actually worked need be counted. Hours paid but not worked, such as vacation, holiday or sick pay, do not need to be included.

Non-exempt employees must be paid overtime compensation when incurred. They may not be granted time off in lieu of overtime compensation (even if it is calculated at time and one-half) and they may not voluntarily "elect" out of overtime compensation.

Compensatory time off within the same work week may be granted so that total hours for the week do not exceed forty.

Employees may be required to work overtime because of the nature of the work load. The supervisor will give as much advance notice as possible when this occurs. Employees may not work overtime hours without advance approval from their supervisor.

6.7.2. Time Records

The employer is responsible for maintaining accurate records of time worked by all non-exempt employees. The time record insures accurate payment of wages and overtime, and records appropriate breaks. It also provides a record of vacation, holiday and sick pay taken.

Either the employee or the supervisor may record time for the work week, but both must sign the record to certify accuracy.

6.7.3. Breaks and Lunch Periods

Full time employees are provided with the following breaks:

1. Two paid 10-minute rest periods. The first approximately two hours after the beginning of the work day, and the second approximately two hours after the end of the lunch break.

2. An unpaid lunch break approximately half way through the work day of a minimum of 30 minutes.

Part time employees should be granted the number of rest periods and lunch breaks in proportion to the length of their work day on the same basis as full time employees.

6.8 EMPLOYEE APPRAISALS

6.8.1 Performance Appraisal

Each employee's performance will be reviewed annually, normally during the summer. The appraisal is made in view of the individual's responsibilities as described in the employee's position description. The purpose of the appraisal is to recognize good performance, to identify ways to strengthen performance, to express thoughts and feelings about the work environment, and to recommend salary adjustments.

For new employees, quarterly reviews are appropriate during the first year.

Performance appraisals will be conducted by the supervisor. A final written statement of the review will be signed by both the employee and the supervisor. The employee shall receive a written copy of the appraisal. The original is placed in the employee’s personnel file. A summary of each report is given to the personnel committee.

6.8.2 Salary Adjustments

The personnel committee will recommend salary adjustments each budget year, taking into consideration: 1) the supervisor's summary from the performance appraisal; 2) salary history; 3) general economic factors, e.g., cost of living adjustments; 4) diocesan guidelines; 5) the parish or mission budget; and 6) other appropriate bases of comparison, as available. The performance appraisal and salary recommendations should be separated by not less than sixty days.

6.8.3 Written Statement

At the beginning of the calendar year, each employee will receive a written statement of the employee's hours, salary, benefits, and any other pertinent information. The statement will be signed by the employee and by the supervisor. The personnel committee will receive a copy, and the supervisor and employee will each keep a copy.

6.8.4 Voluntary Termination

Any employee who intends to resign should give at least two weeks’ notice in writing to their supervisor.

Introduction: These guidelines shall take effect in the Diocese of Oregon and in the congregations no later than one year from the date of adoption by Diocesan Council. (Adopted June 24, 1994.)

6.8.5 Performance Appraisal Review