Social media is essential to running a ministry. It’s essential for understanding student culture, for recruiting, and for fundraising. This guide is to help decode all of the ones out there so you can understand what works best for you and your organization. There are many, many experts in all of these available to you online. The guide lists a few that you can access through free courses. Kristen Donnelly, one of the UPI board members who runs an online training business, will keep this guide as up to date as possible. 

Social Media Basics

1. Remember that all of social media is a story. It contains pieces of truth, but not the whole truth. Do not get caught up in comparing your organization to others based on what you see online. 
2. Remember that, at all times, you are representing your organization online. Even on your personal social media accounts, people associate you with your organization. So use caution when posting about something which may reflect poorly upon your ministry. 
3. Register for a Canva account immediately. This is a free online software that lets you design social media graphics very easily.
4. SEO – ‘search engine optimization’ – is how websites get to the top of Google searches. If you are interested in making your WEBSITE more SEO friendly, Google offers an entire certification in it. This guide will not address SEO. If you have no website, consider using a builder like Squarespace or Wix. They both run on WordPress and are easy to learn. 
5. Email marketing is also a massive part of fundraising; this guide will not cover it.
6. Consistency is more important than anything when it comes to posting. Decide where you want to post and how often – 1x a week? 3x? And then STICK. TO. IT.
7. Planoly is a great scheduling service for Instagram. Hootsuite, Sendible – there are many. Some are expensive. Consider asking a key donor to pay directly for this service on your behalf. 
8. Rule of thumb: ALWAYS ask your students if you can post them on socials, and consider having a social media consent form for camps/events so that parents can opt out if they don’t want their child photographed. 
9. It is NEVER appropriate to use social media to mock, bully, harass, etc anyone. Ever. 
10. Coursera offers a FREE certificate in SM for nonprofits: CLICK HERE

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What to post:

• Behind the scenes clips of events
• Inspirational quotes
• Videos of you directly talking to the camera
• Photos that directly link to a way your audience can help

What NOT to post:

• Your personal views on partisan politics in any country
• Anything which shames anyone – shames people for not giving, shames your students for their circumstances, shames their parents for decisions

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Facebook

What it’s used for

• Personal connections. 
• Business pages. This is where you can build one for your ministry. You HAVE to have a personal account to do this, but you don’t need to engage on your personal if you don’t want to. 

How to get seen on it

• It’s hard. The algorithm rewards frequent postings, but it’s still hard. 
• Pictures and videos are best.

Pitfalls to avoid

• Facebook has famously sold information to many companies – targeted advertisements are a thing! – and that also means to extremist political groups. Beware of what you see posted on FB that seems extreme – it’s probably not factual. 

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Instagram

What it’s used for

• Sharing pictures and videos.
• Stories: short clips of still photos or video. Can be captioned. 
• Reels: short videos.
• BEST PRACTICE TIPS: Record what you want to say in your reel as a STORY. This way you can add captions. Add the captions, download the story, and upload it as a reel. 

How to get seen on it

• Be on it constantly and use hashtags. 
• Later Guide to Using Instagram Hashtags

Pitfalls to avoid

• It’s owned by Facebook, so your info is getting sold. 
• Recommendation: if you have a personal instagram, make it private. Then have a ministry one that’s public. This way you can separate your lives between human and ministry worker. 

Free Instagram training courses on Udemy

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Twitter

What it’s used for

• Short thoughts, news items, etc. 

How to get seen on it

• Be controversial and constant
• In all transparency, there is no reason for a ministry to be on twitter. It’s terrible for fundraising and for education.

Pitfalls to avoid

• The entire platform.

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TikTok

What it’s used for

• Short, humorous videos with special effects

How to get seen on it

• Be funny and be constant

Pitfalls to avoid

• The algorithm makes it easy to get caught in content loops that aren’t relevant, trolls are intense at times in comment sections. 

Biggest tip for TikTok – have an account so you can watch stuff your students are making, and be aware of the trends or challenges on TikTok. If you choose to make reels on Instagram – reels and TikTok are basically the same thing and you can upload one to the other and vice versa.

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Snapchat

What it’s used for

• Personal communication to one person or a group of people. “Snaps” disappear and this gives the illusion of safety for kids whose brains are not fully cooked. Filters are fun – you can look like a dog!

Pitfalls to avoid

• It can be used for predators (see: James Charles, the guy from “Cheer”) to solicit photos from minors. Students are more savvy about Snapchat than they used to be, but it can be dangerous without understanding.

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WhatsApp

What it’s used for

• Personal communication

Pitfalls to avoid

• Forgetting to maintain boundaries now that everyone can get you on your phone at all times

Whatsapp can be WONDERFUL for donor relationships and fundraising. It’s encrypted communication, so people feel safer having conversations. You can have a group of donors in a chat, you can have your whole team in a chat, you can reach out to donors individually – it’s an organized messaging platform that can be used extremely well. Still new in the U.S., but more people are getting on board now that Meta purchased it. 

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Pinterest

What it’s used for

• Visuals that people can save to their online pin boards

How to get seen on it

• Well done visuals 

This is probably outside what is helpful for ministry, but we wanted to include it anyway. If you’re interested in learning more, here’s a great training: https://janaomedia.com/

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YouTube

What it’s used for

• Videos and SEO
• Google owns YouTube, so it counts the videos high in search engine results. 

How to get seen on it

• A lot of hard work and consistency

YouTube Tip: use this to do a verbal newsletter update. YouTube is free – if you have a gmail, you have YouTube – and you can use it to upload all sorts of videos that are a little too long for IG or TT. Video editing software exists on your phone for low cost – play around and make a highlight reel of camp and post it on YT and send that in an email to your donors or send the link around on WA. The power of video is so, so, so important as younger generations are more and more visual. 

• This also can provide a way for your students to potentially get involved in the ministry. Many of them want to learn video editing – this is a way for them to get seen! All you need is access to a smartphone to be a movie maker now. 

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LinkedIn

What it’s used for

• Professionals to connect with other professionals 
• Basically, it’s facebook for business people 

How to get seen on it

• Connections to individuals and consistent posting

If you’re interested in having any interactions with corporate fundraising, make a page for your organization on LI. You can post the same things here that you post to FB, and it gives corporations more confidence that they can trust you with their money. 

Most important to stress to the kids is that THERE IS NO WRONG WAY TO DO ART.               

Many kids will become frustrated with their projects and will need lots of encouragement to keep trying. Painting, drawing, pasting, sculpting, building, coloring, etc. are all ways we do art. But what art is, is expressing and observing things, thoughts, and/or feelings. Art is getting something that is inside you to the outside. That process of expression is hard for most people, especially when things do not come out the way we want them to. So see your job as a cheerleader, encouraging and re-encouraging.

Have clear classroom procedures.          

You will need to designate certain areas of your room as off limits. This is where you can store supplies and projects from other classes in a place where no one will bother them. Have a procedure for passing out supplies and collecting them when it is time to clean up. Think through how to clean up after a messy project especially when the paint is involved. You don’t want to have a mad rush for the bathroom with kids and paint covered hands. Another big issue to think through is how to hand their projects out when they are ready to go home. Each class cannot take their project as they go because they have other classes to go through. Handing out projects at lunchtime can get hectic if a procedure is not thought out – talk with your director.

Make a model project yourself.        

By doing this, you will see areas the kids will likely have trouble with. It also helps in giving directions if a visual example is available. Think through how you will give directions as well. Short clear instructions will bring the best results. Firing off lots of steps will confuse and frustrate the kids. (Writing out and displaying a simple outline would be very helpful) Stress to the kids that they do not have to make theirs look just like yours. Be prepared too for kids to be discouraged with their project and want to start over. Sometimes it is not a problem, while other times materials are limited so those so-called “mistakes” will need to be worked into the design. Pray for wisdom in this but don’t go into class without thinking about how you want to handle it.

Fill the time, have a backup plan.   

Some projects will take a lot of time while others will go very quickly. To add to the challenge, you will have some students who will complete the project in 5 minutes while others would work on something for days if you let them. The important thing is to have something for everyone to do at all times. Boredom will lead to behavior problems, so keep them busy. Those early finishers could help others or start the cleanup process. Also, sometimes the projects do not work as well as they seem to on paper. In such cases, have some games or a second project you could do with the class. These things need to be something to do without preparation as the class will be already happening.

Display the art projects    

This encourages the kids. Talk to your director about having an Art Show at the end of the summer. This could be a fun family night activity. As the projects are finished, have the class vote on or you pick the top few projects and save them for the show. As the summer progresses, try to get as many kids as possible to have a project saved for the show. For the night of the show, make invitations for the parents and have some snacks available as people look through the gallery. Some kids could give official tours or explain a certain element that is being used. Be creative is displaying the projects, label them, etc.

Get help with prep    

Some projects require a lot of cutting out or other prep. Use StreetLeaders and other staff members to help you. Often times the Recreation teacher does not have as much prep time required – so recruit them! Make sure you devote adequate time in preparation and have ALL MATERIALS needed and ready to go. It will be a long day if you forget to get the glue for the project!

Review, Review, Review      

Remember you are trying to teach art along with having fun making things. A review is critical in teaching anything. As the summer goes on, spend time reviewing the elements of art and historical artists that you have already covered. Here is a suggested schedule: 5 minutes talking about the element of the week or artist of the week and reviewing. 5 minutes explaining the project and handing out materials, 15 minutes for working on the project and then clean up.

Tips for keeping things clean        

• Use a tarp with projects – it is easier to dump trash off them instead of it all over the floor.
• Old button down shirts for the kids – especially for paint projects

What you need: -White glue; Shaving Cream; Food coloring; Paintbrushes.

What to do:

1. First, add some glue into a small disposable container.
2. Then add food coloring to the glue.
3. Next, add some shaving cream to the glue and food coloring mixture.
4. Stir until all shaving cream is colored, You might have to add more food coloring.
5. Make all sorts of different colors in separate disposable containers.
6. Paint pictures with your mixtures. But paint it on THICK so it is puffed up off of the paper.
7. Let dry and see your magical puffed shaving cream art.

 

Each ministry must obtain a release and waiver from the parent or legal guardian to safeguard the ministry from any liability in the event of an accident.

The letter to parents or guardians below must be printed on the official letterhead of the ministry.

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Release and Waiver for Parent or Guardian for participation in the UrbanPromise International Sponsorship Program

 

As the Sponsoring Organization, ______UPI Affiliate_______ will undertake to obtain sponsors for selected children to defray some of the expenses for its activities, events, and programs. The Sponsoring Organization will endeavor to enumerate for the parent or legal guardian the activities, events, and programs in which the sponsored child or children will participate in and any attendant risks. The Sponsoring Organization will make the parent or legal guardian aware of any rules or procedures to be followed by the child or children. The Sponsoring Organization may, in its sole discretion, remove the child or children from the sponsorship program in the event of behavioral or academic issues. The Sponsoring Organization will treat all personal information and likenesses of the child or children with due regard for confidentiality and discretion.

Dated:___________________________

UPI Affiliate ______________________

By: ___(Executive Director)__________

Student’s Name: 

Age: 

Name of the school:

Class:

Student’s last term position in class:

What does the student want to be in the future?

Teacher’s comment on student’s attendance:

Teacher’s comment on the student’s participation in class:

Student’s friends at school (names if possible):

Student’s favorite game: 

Student’s favorite subject:

Teacher’s description of the student’s behavior at school:

Prayer Requests:

Names of the visiting staff:

Name of the school head/class teacher:

Date of  visit:

Contact information of the school head (phone number):

Any other comment(s):

Ministry Name:_________________________

Date: …………………………………

HOME VISITATION FORM

(To be answered by a head of the family with the help of visiting Staff)

Name of the Child …………………………………………………………………………………………………

Class………………………………………………Sex……………………………………………………Age………

Name of School……………………………………………………………………………………….

Class……………

Child in school……yes……………..no………….why…………………………………..

Siblings………how many………………………boys………………………………girls…………………………………

Name of village……………………………………………………………………………….

What was the child’s class position last term? …………………………………………………………………………………

Hygiene and Sanitation

Kitchen…………………………….Drying rack……………………………………toilet……………………

Clean compound yard…………………………………..

   House: Permanent                       Semi-permanent                   Temporary

Name of the family heads and relationship to the family………………………………………

Is this child in another organization………………………………………..

Phone number…………………………………………..…

Comment on the home situation………………………………………………………………..

Name of visiting staff……………………………………………………………..……………………

Title……………………………………………………………………………………………          

Identity Records

• First Photo
• Recent /Update Photo
• Birth Certificate

Selection Criteria

• Why a child qualified.
• Beneficiary registration/Profile Form

Letter Writing

• Draft book
• Letterforms
• Sponsor letters/Pen-Pals

Regular Child Assessment

• Case Study Forms
• Home visitation Forms
• Follow Up Forms

Health Records

• Immunization Cards
• Referral letters
• Health screening/testing forms
• Special needs information

Academic Records

• Report Cards
• Performance Graph
• School Visitation forms

Records of Gifts.

• Item distribution list
• Picture of Receipt of gifts

Any other information about the child

June 28, 2016

Dear Susan,

Thank you for your previous participation in our sponsorship program.  Your sponsorship of Joseph Likwenga allowed him to attend YouthCares Ministries After-School Program in Malawi. An after-school program is a fun place for kids to join in games, learn about God, sing funny songs, get help with homework, and everyone’s favorite… snack time! We are grateful for your gifts and prayers and we are inviting you back to be a sponsor again.  Please consider our request as you read the stories below.

We received good news this week.  Portia Phiri graduated from high school.  She is the first girl to graduate from our group home at YouthCares Ministries.  We congratulate Portia, her family and her sponsor for a job well done.  It is difficult for girls to complete their education as they face financial and cultural obstacles.  Some families, if they are having financial difficulties, may choose to send their sons to school rather than their daughters, and unfortunately, girls marry at a young age.  Both choices may interrupt their studies, so achieving a high school diploma is phenomenal. Sponsors can make a difference in a child’s life by easing the financial burden of paying for high school since high school education is not free in Malawi like it is in the States.   

  Hamilton’s story is another that serves as a powerful reminder of the impact that sponsors make in the lives of the children we serve. Years ago, Hamilton was an orphan, living on the streets of Malawi. Gibozi Mphanzi, director of YouthCare Ministries, reached out and invited him to live at UPI’s SafeHaven Home where he was able to attend school, receive 3 meals a day, and live in community with loving staff and mentors.  Hamilton graduated from high school, but believed that college was outside his reach-the tuition fees alone would have prohibited him from continuing his education. His sponsor offered to cover all of the costs! Hamilton is now enrolled at a local university-all because of a sponsor’s generosity.

We are working to show youth in Malawi that they can do anything and that their futures are filled with opportunity. As a sponsor, you make this possible!

We are hoping that you will once again choose to sponsor a child in the afterschool program or participate in our high school sponsorships.  We have several levels of giving to choose from: $33.00 per month ensures children attend our afterschool ministries, $75.00 per month allows a student to attend high school, and $158.00 per month pays the cost of a vulnerable child to live in the SafeHaven Home.  Your donation will provide the ministry the resources needed to serve the children and youth of Malawi or Uganda.  Kids like Joseph, Portia, and Hamilton gain access to a thriving after-school program, nutritious meals, clean water, and HIV/Aids prevention classes, and high school.  Education is a powerful agent of change and we’re excited about the ways that lives are being transformed!

If you would like to join our sponsorship family again, please fill out the form below and return it to us in the self-addressed envelope.  You can also sign up at www.urbanpromiseinternational.org.   

We hope that you’ll continue to pray for us and be involved with UPI.  To learn more, call our office at 856-382-1858 or visit us online.  Again thank you so much for your sponsorship, we truly appreciate you.

Blessings,

Martha Johnson

Sponsorship Coordinator

mjohnson@urbanpromiseinternational.org

856-382-1858

Sponsorship Commitment Card

I will commit to being a sponsor with a:

___ Monthly gift of $33.00 (After-school program and summer camp)

___ Monthly gift of $75.00 (High School)

___ Monthly gift of $158.00 (SafeHaven Home)

I will give a one-time gift of $_________.

I will help someone attend college; please email me the details @______________________________.

I will pay with:

Cash Check (memo line UPI sponsorship)

Credit Card: (Visa, Amex, MC) #_______________________________

Type of card_____________________ Exp. Date________________________

CSV#__________ Initial for monthly withdrawal via check or credit card__________

Name_________________________________________________

Email address_______________________________ Phone________________________

Address____________________________________________________________

Dear Sponsor,

Thank you so much for the support and love you give to me through the UrbanPromise International sponsorship program. Please enjoy reading this profile to learn more about me and my life in Uganda, Africa.

My name is

I am ___ years old.  My birthday is _____________.

I am going into Grade ___ at _____________________School.  My favorite subject in school_______________________ and Why?_____________________________________

A typical day for me looks like:

I live with my:

A description of my town or village:

When I grow up, I want to be:

Opportunities I will have thanks to your sponsorship:

UrbanPromise Wilmington Job Description

Vision

The vision of UrbanPromise is to be a community in Christ of servant leadership and transformation, seeking a full life for all involved: urban youth, families, staff, and volunteers, in the neighborhoods of our city.

Mission

The mission of UrbanPromise is to equip urban youth through Christ with the skills necessary for academic success, life management, personal growth and servant leadership.

Job title	Children’s Programming Director
Reports to	Programming Director

Job purpose

The Children’s Programming Director provides Leadership, direction and supervision to the Afterschool and Summer camp programs, and staff. The Children’s Programming Director works closely with the StreetLeader Director and the Intern Director helping ensure the vision and mission of UrbanPromise is in the forefront of all planning and implementations. Through support and proactive feedback the Children’s Programming Director is able to empower the site directors, and their staff, and encourage them in their duties and workloads. The Children’s Programming Director is placed to organize, create and maintain processes which will allow UrbanPromise to meet its strategic goals and fulfil the UP vision.

Duties and responsibilities – Staff members are expected to strive for transformative quality in everything they undertake.

• Foster Community in Christ

• • Engage in personal spiritual development (get a mentor, bible study prayer and the like)
  • Participate in  staff spiritual practice events (prayer, discipleship, bible study and the like)
  • Support and engage in safe practices
  • Engage in professional development through staff retreats, training, and team building events
  • Invest and support, through actions and attitudes, the UPW community
  • Actively pursue UPW support raising goals through relationship development, support letters, fig trips and the like
  • Have fun
  • Hold reporting staff accountable to all the above

• Support Site Director level staff

• • Seek the transformation and a full life  of reporting staff
  • Translate the vision into programming.
  • Observe program and staff performance
  • Evaluate programs and staff (monthly check ups, bi-yearly appraisals and the like)
  • Coach and develop staff
  • Assist all programs (camp, special events, trips and the like)
  • Find resources for camps (supplies, food, accommodations and the like)

• Oversee administration of programs

• • Maintain processes and procedures (policies, events calendars, planning, curriculums, budgets and the like)
  • Lead meetings (ASP, staff appraisals and the like)
  • Coordinate orientations and training
  • Gather and report measurements for areas of responsibility
  • Operate a budget

• Develop programs areas

• • Create and implement strategic plan (destination, measurements and the like)
  • Facilitate excellence in  training (professional development days, best practices and the like)
  • Create, monitor and implement processes and procedures
  • Create, lead, contribute towards Strategic planning in every area of UPW

Direct reports

Listed below by job title are all positions to be supervised by the programming director.

• Site Directors (Summer and ASP)

Approved by:
Date approved:
Reviewed:

Excerpted from The Source: Twelve Principles of Governance That Power Exceptional Boards. Washington, DC: BoardSource 2005. For more information or to order a copy of the complete book, please visit www.boardsource.org or call 800-883-6262.

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Exceptional boards add significant value to their organizations, making a discernible difference in their advance on mission. Good governance requires the board to balance its role as an oversight body with its role as a force supporting the organization. The difference between responsible and exceptional boards lies in thoughtfulness and intentionality, action and engagement, knowledge and communication. The following twelve principles offer chief executives a description of an empowered board that is a strategic asset to be leveraged. They provide board members with a vision of what is possible and a way to add lasting value to the organization they lead.

CONSTRUCTIVE PARTNERSHIP

Exceptional boards govern in constructive partnership with the chief executive, recognizing that the effectiveness of the board and chief executive are interdependent. They build this partnership through trust, candor, respect, and honest communication.

MISSION DRIVEN

Exceptional boards shape and uphold the mission, articulate a compelling vision, and ensure the congruence between decisions and core values. They treat questions of mission, vision, and core values not as exercises to be done once, but as statements of crucial importance to be drilled down and folded into deliberations.

STRATEGIC THINKING

Exceptional boards allocate time to what matters most and continuously engage in strategic thinking to hone the organization’s direction. They not only align agendas and goals with strategic priorities, but also use them for assessing the chief executive, driving meeting agendas, and shaping board recruitment.

CULTURE OF INQUIRY

Exceptional boards institutionalize a culture of inquiry, mutual respect, and constructive debate that leads to sound and shared decision making. They seek more information, question assumptions, and challenge conclusions so that they may advocate for solutions based on analysis.

INDEPENDENT-MINDEDNESS

Exceptional boards are independent-minded. They apply rigorous conflict-of-interest procedures, and their board members put the interests of the organization above all else when making decisions. They do not allow their votes to be unduly influenced by loyalty to the chief executive or by seniority, position, or reputation of fellow board members, staff, or donors. Excerpted from The Source: Twelve Principles of Governance That Power Exceptional Boards. Washington, DC: BoardSource 2005. For more information or to order a copy of the complete book, please visit www.boardsource.org or call 800-883-6262.

ETHOS OF TRANSPARENCY

Exceptional boards promote an ethos of transparency by ensuring that donors, stakeholders, and interested members of the public have access to appropriate and accurate information regarding finances, operations, and results. They also extend transparency internally, ensuring that every board member has equal access to relevant materials when making decisions.

COMPLIANCE WITH INTEGRITY

Exceptional boards promote strong ethical values and disciplined compliance by establishing appropriate mechanisms for active oversight. They use these mechanisms, such as independent audits, to ensure accountability and sufficient controls; to deepen their understanding of the organization; and to reduce the risk of waste, fraud, and abuse.

SUSTAINING RESOURCES

Exceptional boards link bold visions and ambitious plans to financial support, expertise, and networks of influence. Linking budgeting to strategic planning, they approve activities that can be realistically financed with existing or attainable resources, while ensuring that the organization has the infrastructure and internal capacity it needs.

RESULTS-ORIENTED

Exceptional boards are results-oriented. They measure the organization’s progress towards mission and evaluate the performance of major programs and services. They gauge efficiency, effectiveness, and impact, while simultaneously assessing the quality of service delivery, integrating benchmarks against peers, and calculating return on investment.

INTENTIONAL BOARD PRACTICES

Exceptional boards purposefully structure themselves to fulfill essential governance duties and to support organizational priorities. Making governance intentional, not incident al, exceptional boards invest in structures and practices that can be thoughtfully adapted to changing circumstances.

CONTINUOUS LEARNING

Exceptional boards embrace the qualities of a continuous learning organization, evaluating their own performance and assessing the value they add to the organization. They embed learning opportunities into routine governance work and in activities outside of the boardroom.

REVITALIZATION

Exceptional boards energize themselves through planned turnover, thoughtful recruitment, and inclusiveness. They see the correlation between mission, strategy, and board composition, and they understand the importance of fresh perspectives and the risks of closed groups. They revitalize themselves through diversity of experience and through continuous recruitment.

A SWOT analysis is commonly used in marketing and business in general as a method of identifying opposition for a new venture or strategy. Short for Strengths, Weaknesses, Opportunities and Threats, this allows professionals to identify all of the positive and negative elements that may affect any new proposed actions.

“This analysis leads to business awareness and is the cornerstone of any successful strategic plan,” said Bonnie Taylor, vice president of strategic marketing at CCS Innovations. “It is impossible to accurately map out a small

business’s future without first evaluating it from all angles, which includes an exhaustive look at all internal and external resources and threats. A SWOT accomplishes this in four straight-forward steps that even rookie business owners can understand and embrace.”

Niki Pfieffer, founder of Niki Pfieffer Designs, noted that many small business owners don’t know how to properly use a SWOT analysis to guide their business.

“It is about leveraging your strengths, outsourcing and partnering where you are weak, focusing on opportunities, and being aware of threats,” she said.

The purpose of a SWOT analysis

The SWOT analysis enables companies to identify the positive and negative influencing factors inside and outside of a company or organization. Besides businesses, other organizations, in areas such as community health and development and education have found much use in its guiding principles. The key role of SWOT is to help develop a full awareness of all factors that may affect strategic planning and decision making, a goal that can be applied to most any aspect of industry.

SWOT is meant to act primarily as an assessment technique, though its lengthy record of success among many businesses makes it an invaluable tool in project management.

“A good SWOT analysis serves as a dashboard to your product or services and when done correctly can help you to navigate and implement a sound strategy for your business regardless of company size or sector,” said Vipe Desai, founder and CEO of HDX Hydration Mix. “We continue to revisit ours every year to keep it updated due to constant shifts in market trends. It’s a crisp and simple way to communicate the most important aspects of our brand.”

When to use SWOT

SWOT is meant to be used during the proposal stage of strategic planning. It acts as a precursor to any sort of company action, which makes it appropriate for the following moments:

 Exploring avenues for new initiatives

 Making decisions about execution strategies for a new policy

 Identifying possible areas for change in a program

 Refining and redirecting efforts mid-plan

The SWOT analysis is an excellent tool in organizing information and presenting solutions, identifying roadblocks and emphasizing opportunities.

“Performing a SWOT analysis is a great way to improve business operations and decision making,” said Andrew Schrage, founder and CEO of Money Crashers. “It allowed me to identify the key areas where my organization was performing at a high level, as well as areas that needed work. Some small business owners make the mistake of thinking about these sorts of things informally, but by taking the time to put together a formalized SWOT analysis, you can come up with ways to better capitalize on your company’s strengths and improve or eliminate weaknesses.”

While the business owner should certainly be involved in creating a SWOT analysis, it could be much more helpful to include other team members in the process.

“Our management team does a SWOT analysis quarterly,” said Shawn Walsh, president and CEO of Paradigm Computer Consulting. “The collective knowledge removes blind spots that, if left undiscovered, could be detrimental to our business of our relationship with our clients.”

Brandon Dudley, director of marketing and operations at The BusBank, also said that collaborative SWOT analyses give employees a greater sense of understanding and involvement in the company.

The elements of a SWOT analysis

A SWOT analysis focuses entirely on the four elements included in the acronym, allowing companies to identify the forces influencing a strategy, action, or initiative. Knowing these positive and negative impacting elements can help companies more effectively communicate what elements of a plan need to be recognized.

When drafting a SWOT analysis, individuals typically create a table split up into four columns so as to list each impacting element side-by-side for comparison. Strengths and weaknesses won’t typically match listed opportunities and threats, though some correlation should exist since they’re tied together in some way.

Royce Leather Gifts marketing director Billy Bauer noted that pairing external threats with internal weaknesses can highlight the most serious issues faced by a company.

“Once you’ve identified your risks, you can then decide whether it is most appropriate to eliminate the internal weakness by assigning company resources to fix the problems, or reduce the external threat by abandoning the threatened area of business and meeting it after strengthening your business,” Bauer said.

Internal factors

The first two letters in the acronym, Strengths and Weaknesses, refer to internal factors, which means the resources and experience readily available to you. Examples of areas typically considered include:

 Financial resources, such as funding, sources of income and investment opportunities.

 Physical resources, such as your company’s location, facilities and equipment.

 Human resources, such as employees, volunteers and target audiences.

 Current processes, such as employee programs, department hierarchies and software systems.

When it comes to listing strengths and weaknesses, individuals shouldn’t try to sugarcoat or glaze over inherent weaknesses or strengths. Identifying factors both good and bad is important in creating a thorough SWOT analysis.

“Using the SWOT analysis has, more than once, saved me from myself, keeping me from taking on projects that would likely have been too much for my small company,” said Tom Atkins, founder of Quarry House.

Mitchell Weiss, business professor at the University of Hartford, recommended fully analyzing your strengths and weaknesses first.

“Companies can’t hope to take advantage of or control the external factors until the internals have been objectively assessed,” he said.

External factors

Every company, organization and individual is influenced and affected by external forces. Whether connected directly or indirectly to an opportunity or threat, each of these factors is important to take note of and document.

External factors typically reference things you or your company does not control, such as:

 Market trends, such as new products and technology or shifts in audience needs.

 Economic trends, such as local, national and international financial trends.

 Funding, such as donations, legislature and other foundations.

 Demographics, such as a target audience’s age, race, gender and culture.

Supreme Graphics, a commercial print manufacturer, was struggling to compete with the digital industry in retaining its larger advertising and marketing clients.

“We used a SWOT analysis to identify a new market opportunity in small manufacturers that needed ink-on-paper projects,” said Michael Frishberg, Supreme Graphics’ vice president of sales and marketing. “This provided organic, non-disruptive growth.”

On the other hand, Lynn Sheehan, co-founder and CEO of CPAreviewforFREE, noted that a SWOT analysis helped her company fully analyze its pricing structure, which would have been a threat to its success.

SWOT Analysis Template

Here is a SWOT Analysis template with some examples filled in: Strengths	Weaknesses
 Political support  Funding available  Market experience  Strong leadership	 Project is very complex  Likely to be costly  May have an environmental impact  Staff resources are already stretched
Opportunities	Threats
 Project may improve local economy  Will improve safety  Project will boost company’s public image	 Environmental constraints  Time delays  Opposition to change

The SWOT analysis is a simple, albeit comprehensive strategy in identifying not only the weaknesses and threats of a plan, but also the strengths and opportunities available through it. While an excellent brainstorming tool, the four-cornered analysis prompts entities to examine and execute strategies in a more balanced way. However, it is not the only factor in developing a business strategy.

“A SWOT analysis is helpful in broadly addresses questions to develop a business plan, but it doesn’t go far enough,” said Worthworm and SkyMall co-founder Alan Lobock. “The exercise alone won’t identify your key value drivers of your business. Planning without first knowing your goals and the metrics by which you will measure your progress toward achieving those goals is inefficient and misguided.”

Similarly, Sempurna Restoration Clinic founder Cleighton DePetro noted that a SWOT analysis is just one tool in the strategy toolbox.

“When SWOT is used in conjunction with other analysis models, these frameworks for strategic thinking are well worth your time and should guide your decision making,” DePetro said.

Additional reporting by Nicole Fallon, BusinessNewsDaily Staff Writer.

Originally published on BusinessNewsDaily.

Forbes |Rick Smith Contributor

http://onforb.es/1B8P18Z

Well, it looks like it is finally calming down. Patios are being cleaned off. Ice

buckets are being put away. But only after the ALS Ice Bucket Challenge

generated more than $100 million in donations in a single month, a

staggering amount considering the organization took in only $2.5 million for

all of 2013. How in the world did this happen?

Why is it that some ideas take flight and spread like wildfire, while others,

seemingly equally worthy, fall mostly on deaf ears? Why did the Ice Bucket

Challenge go viral, raising millions without spending a penny on marketing,

while other non-profits can never seem to lift their message above the noise?

Just as some species share traits that make them more likely to spread

through evolution—enjoyable orgasms being one example—so do some ideas

have traits that put them at a distinct advantage to captivate and spread. Big

ideas get noticed; Selfless ideas inspire action; Simple ideas write us into the

story. Understand how to make your ideas big, selfless and simple and you

will be able to control growth.

Long before we were pouring millions of gallons of ice water on our heads,

there was an even more compelling case study in contagion: British punk

rocker Bob Geldof. In the fall of 1984, Geldof was about as flatlined and rutstuck

as you can get in the rarified air of rock ’n’ roll. His band, the

Boomtown Rats, had had some regional success in the United Kingdom, but

none of its songs had climbed higher than number 67 on the U.S. charts. And

then, their seemingly promising single, “I Don’t Like Mondays,” hit the

airwaves. After word leaked out that Geldof had written the song about a

woman shooting schoolchildren from her apartment window, the song was

boycotted by the radio industry.

Geldof was broke, fast fading from public memory, and completely alone.

Then one dreary London evening in mid-November 1984, as he sat slouched

in front of his television, BBC aired a documentary about a hundred-year

drought that was threatening millions of Ethiopians with starvation.

The next day Geldof began calling fellow musicians, suggesting a group

single to benefit starvation victims. With the passion of the idea behind him,

he was able to pull together the core of British rock royalty in only three

weeks to record “Do They Know It’s Christmas?” The record generated

hundreds of thousands of dollars for famine relief.

But the momentum didn’t stop there. Bakers began donating food. Schools

held canned-goods drives. Children were knitting blankets. Like a spiraling

contagion, people enlisted in the cause. As the momentum spread to

America, Geldof latched on to an even bigger idea. Conceived in January

1985, the Live Aid concert was successfully birthed less than seven months

later.

The fact is that absolutely nothing in the history of entertainment—not

Woodstock or any other mass event—comes anywhere close to matching

Live Aid in scope, in numbers, in impact, or in the grandeur of its concept.

An estimated 1.5 billion viewers in 100 countries watched at least some part

of the 16 hours’ worth of performances. When the final tally was in, Live Aid

had raised a little over $245 million from every corner of the world.

How did something so epic happen so quickly? What was it about Live Aid

that so caught the world’s attention that one-third of all the people alive on

the planet would tune in to watch it and collectively donate just shy of a

quarter billion dollars to famine relief? What do famine relief and self-inflicted

refrigeration have in common?

Ideas that are contagious share common characteristics that make them

much more likely to be received, acted upon, and spread. Both Geldof’s and

the Ice Bucket Challenge’s mission had the right DNA to propagate

themselves. They were both big, selfless and simple.

Big.

The fact is, we don’t succeed by paying attention to everything. We

succeed for the most part by doing precisely the opposite—by letting go; by

not paying conscious attention to the vast bulk of the data, sensations, and

other impressions that come our way. In a world of snap judgments, big

ideas are easier to notice, and their very bigness gives them an immediacy

that smaller ideas lack. The Ice Bucket Challenge was instantaneously

ubiquitous. Like the Super Bowl, there was the feeling that everyone was

watching this happen together, in real time. There were celebrities. There

was humor. There was press at every turn. All of these qualities made it

impossible to ignore.

Selfless.

Selfless ideas evoke empathy, and empathy creates a direct

physiological urge to act. Watch someone perform a selfless act, and you are

stirred to action. Know that people are watching you (via social media), and

you experience what neuro-scientists refer to as the audience effect; a

significant increase in the willingness to donate caused by the presence of

observers. Without knowing it, simply observing others participate in the Ice

Bucket Challenge dramatically increased the odds that you would accept the

challenge when asked. Certainly, the challenge was focused around a noble

cause. But it was the format of participation that supercharged it: put

yourself in an unpleasant situation, make yourself vulnerable, even mildly

humiliated, and then share it with everyone. By stirring us to action and

increasing our willingness to engage, the Challenge tipped the scales in favor

of it spreading from the very first splash.

Simple.

Ideas that are big and selfless spread. But ideas that are also

simple spread quickly. Simple ideas are easy to grasp and translate into

action, increasing the odds that people actually will respond. There were

many people who complained that the rules of the Challenge were too vague.

But that was the point! It is this level of simplicity that allows action to be

very easily and personally translated, which almost exponentially increases

the chances of participation. Why? Because you’re not asking people to fill a

particular niche in a complicated response strategy. You are asking only that

they take part. The absence of specific direction allows them to shape their

response in accord with their own means, talents, and interests. In effect,

participants were able to take possession of their own contribution to the

cause. Just do something. Donate if you want to. Get creative. Whatever the

amount or its form, the participation was an easily accomplished response to

a worthy cause.

In concert, big, selfless, and simple ideas attract, inspire, and involve others,

and create a multiplier effect that can result in broad achievement beyond

what any person could hope to accomplish alone. Rather than depend on the

precious few for validation, big, selfless, and simple ideas come with their

own broadly based chorus of champions.

This is how you get heard when everyone around you is shouting.

Here’s to the Ice Bucket Challenge, and the hope that it will inspire you to

contribute to a cause that is meaningful to you. And here’s to the underlying

principals that allowed this phenomenon to occur, in the hope that it will

inspire you corral your own chorus of champions and launch a global

cascade.

I challenge you…

Physical

• 6-7 year olds are restless, they are goers and doers—not sitters and listeners. They learn best when totally involved in the learning process. They express themselves through movement.
• Touches, handles, explores all materials within reach.
• Physical activity needs no purpose. They love strenuous activity. It is enjoyed just because it is movement.
• They work hard, often overdo, tire easily
• Willing to try anything without regard for danger
• Attempting to master a variety of new motor skills, often stumbles and falls; awkward in movements
• Eye/hand coordination is improving. Still clumsy in use of hands. Still growing eye muscles limit the speed with which they are learning to read.
• Eyes easily strained from overuse. Seems to look everywhere at once; easily distracted.

Emotional

• Overall, 6-7 year olds are similar in their general eagerness and enthusiasm, but emotions can be up and down too. They can shift between emotional extremes.
• Needs routine, familiar surroundings.
• Many new feelings are emerging; easily becomes angry at himself, situations, or others
• May still cry easily, have tantrums become violent, may sulk. Their emotions are near the surface.
• Can be worried and cautious. They want to be perfect and to win the approval of those around them. May set too high goals. Ashamed of mistakes and irritated by failures.
• May be defiant and rude, asserting independence from adult domination
• Responds negatively to direct demands, but benefits from reminders and verbal guidance.
• Often inconsistent, indecisive when making a difficult choice; when choice made, may be uncompromising.

Social

• 6-7 year olds are eager for approval. Desires attention; thrives on praise.
•  They are just beginning to venture from home, to seek acceptance of peers, and to want to be part of a group. They desire friends but have difficulty getting along with others. Has 2 or 3 best friends.
• Often in this early stage, they do not enjoy competition and are poor losers. They still want to be first and best, to win. Taking turns isn’t easy.
• Beginning to stand up for their rights and have a growing sense of justice. Stories, where behavior brings its just reward, are enjoyed most and understood best.
• Shows loyalty, pride, and interest in family.
• Attitudes vary toward brothers and sisters; may be bossy, jealous, proud, protective, or brutal.
• Tries to dominate in social situations by showing off, acting silly, bullying others.
• Critical of other children’s behavior; tattles
• Dislikes criticism
• Still quite self-centered

Intellectual

• 6-7 year olds are limited in this area. They are just beginning to develop reasoning ability. They are eager to learn but only beginning to read. Sphere of interest is widening.
• Becomes excited about new learning tasks but may get discouraged in the middle and quit.
• There is little understanding of space, time, or distance. Can recognize sequence.
• Here and now is more important than the past or future.
• Attention spans are short, but they like repetition. Attention span is increasing, up to 20 minutes, but varies according to interest level.
• Can shift from one activity to another.
• They may need help identifying the differences between reality and fantasy. They are easily confused in this area because their thinking is very literal and concrete.
• Has good memory when facts are presented in a meaningful context
• Likes to listen to stories. Learns best by active participation, self-activation, and dramatic assimilation

Spiritual

• Be careful to bring Bible truths down to the children’s level of comprehension. Help them to understand. At this age children parrot what they hear, often without understanding.
• Enrichment is better than advancement.
• God can be accepted as the Creator who is all knowing and everywhere present.
• May ask questions – Who made God? Where is He?
• May fear God because God sees everything he does
• Developing a concept of God as a real person. Sees Jesus as a real person
• Elementary awareness of who Jesus is. It can be understandable to them that God sent Jesus because of His love for us. Can grasp simple explanation that Jesus is the Savior who died, came alive again and someday will return to earth.
• Understands that Jesus took the blame for our wrongdoings.
• An elementary understanding of sin; realizes he can choose right or wrong.
• Recognizes Bible characters as real
• Considers prayer important
• Children may begin to understand how Jesus changes lives.

Physical

• 8-9 year olds grow steadily, rather than in spurts.
• They are active and energetic and are becoming more coordinated than they were in the past.
• Their attention span can be long if they are involved in an interesting project.
• High activity level; interested in games and organized activities such as baseball/basketball
• Fondness for rough boisterous games
• Expresses himself in a variety of postures, gestures, and stunts; more self-conscious in expression than earlier
• Less easily fatigued than earlier
• Becoming better observer; interested in skill building; persistent in practicing complex motor skills
• Frequent repetition of enjoyed activities
• Drawing shows an increasing awareness of body proportions; starting to draw in perspective; likes to draw figures in action
• Girls ahead of boys in physical development
• Able to take responsibility for personal hygiene

Emotional

• In these two years, much emotional growth takes place.
• Children begin to assert independence and make choices on their own.
• They begin to control their emotions more than in early childhood. Still widely variable emotional behavior – shyness to boldness, morbid to cheerful, lethargic to excitable
• Ready to tackle anything; likes challenges.
• They fear failure and want adult approval. Seeks friendly relationships with adults. Sensitive to criticism from adults.
• Shows signs of empathy
• Feeling easily hurt; not given to prolonged depression; seeks reconciliation after being hurt
• Frequently complains, sulks, mutters, “lets off steam” as an outlet for tension
• Worries frequently, often in midst of pleasant experiences; may fear dark, fighting, and physical injury, failing, not being liked; often will not admit fears, even to himself
• Likes orderliness and neatness

Social

• It is important to belong to the group. The peer group takes on more importance as dependence on adults lessens. Prefers peer play to family outings.
• Feels tensions of pulling away from parental domination and achieving independence
• Best friends, usually of the same sex, pair off, although the “best friends” may change allegiance often. Hates playing alone; wants to have a best friend. May have some antagonism toward opposite sex; marked separation of sexes in play.
• Admires and seeks friendships with older children
• Fair play, according to a set of rules, is important.
• Developing self-discipline through peer criticism and responsibilities assigned by peer group; needs less constant adult supervision during play
• Able to enter group projects on an extended basis; forms short-lived loosely organized clubs
• This is an age to develop self-respect as well as respect and consideration for others.
• May complain about assigned chores
• A growing consciousness of own racial, ethnic status
• Image of his ideal self is forming
• By the end of these two years, they should be able to participate in cooperative activities successfully. Learning to subordinate personal interest to group Learning to give and take peer criticism constructively.

Intellectual

• Children want to use their reading skills (but beware of vast differences in ability).
• Games, creative art and drama activities are excellent learning tools, as children enjoy them — their creativity is at a peak right now.
• They still accept the adult as authority, and curiosity fills them with questions.
• They think concretely, not abstractly.
• Capable of prolonged interest and concentration
• Beginning to see patterns, contexts, and implications; the universe becoming less disconnected
• Sees similarities because two things share observable features or abstract attributes
• Likes to plan ahead
• Good at memorizing short sentences; remembers better if something is written
• Enjoys reading; likes stories of fantasy, adventure, travel, faraway places, humor; comic books are favorites
• Does not like to fail, but likes to be challenged; does not become upset when tasks are difficult; persistent in completing tasks
• Starting to apply logical thought to practical situations; mostly unsystematic, trial and error approach
• Understands the concept of money

Spiritual

• Choices and decisions are based on what is right and wrong.  Open to instruction about right and wrong; has the ability to deliberate choices regarding his actions
• Wants to be good; aware of opposing impulses to do good and bad
• Wants his goodness to be appreciated
• Older ones becoming more concerned about what he has not done than about what he has done wrong
• Starting to feel the influence of conscience, detects various shades of wrong-doings in others; feels the wrongness of his sins; strives to be honest.
• Capable of feeling shame; can admit wrongdoing
• Has an active interest in God
• Likes stories about Jesus; beginning to develop an understanding of history and Jesus’ part in it.
• Recognizes Jesus as God’s Son
• Some are ready and capable of making a salvation decision, but shouldn’t be pressured to do so.
• They have a simple, trusting, honest faith.
• Able to do independent Bible study because of growing reading skill and critical judgment
• Enjoys doing Bible map work
• Because concept formation depends on experiences, they need adult models of love, forgiveness, etc.

Physical

• 10-11 year olds are active, curious, and able to use physical skills purposefully – for example: playing soccer rather than just running and kicking a ball.
• Physical changes can cause girls to tire easily. Beginning preadolescent growth spurt; they are taller, heavier, often stronger than boys; often surpass boys in athletic prowess. Girls starting to develop secondary sexual characteristics
• Boys are often restless and wiggly. This characteristic is shown in the rough and tumble games they enjoy so much.
• Greater self-control and calmness in performing motor activities
• Improved ability to budget time
• Athletic ability greatly influences status with peers and self-concept
• Early physical maturing in boys and girls is related to more positive self-concept

Emotional

• Younger ones have reached an emotional balance and is cooperative, agreeable, and friendly.
• Older ones may be unsteady and shift from one mood to another unpredictably.
• Younger ones oriented toward action rather than reflection, unself-conscious about feelings
• Older ones aware of feelings but does not understand their causes; sensitive to hurt feelings and criticism; subject to jealousy
• Strong feeling related to likes and dislikes
• This age doesn’t rely on adults’ approval or attention but still needs loving, accepting relationships.
• Occasional short-lived bursts of anger and violence
• Relieves tension through bodily movement
• Frequently burst into laughter, especially when unsure of self

Social

• Younger ones still enjoy family and values parents.
• Older ones follow the peer group behavior code, may be critical of adults and may be unwilling to communicate openly.
• Cliques, gangs, and clubs form naturally at this time.
• Wants many friends, but wants one best friend of the same sex
• Girls prefer smaller, more intimate peer groups; boys want larger, less close-knit groups
• Shares “secrets” and much personal information with friends
• Frequently fights and argues with peers
• Enthusiastically participates in teams and games
• Respects teachers, taking their word over parents’
• Thrives on a certain amount of routine
• Exhibits the best behavior away from home
• Loves teasing, chasing, pushing, hitting, nudging, poking, etc.

Intellectual

• Learning activities still need to involve action, creativity, and practical, daily application.
• Younger ones want to know the reasons for right and wrong.
• Abstract thinking is difficult for some of them, but the older ones are getting a better grasp on it. They are learning to think about concepts, relating facts or grouping them
• Likes to identify facts, put items in order; likes to memorize, read; enjoys stories
• Because independence is important, give a minimum of specific direction to encourage them to think on their own.
• Can apply logic to solving problems; starting to form hypotheses and test things
• Hero worship is strong.
• They are beginning to think about the future.

Spiritual

• Independence comes through here too. 10 and 11-year-olds benefit from involvement in planning and choosing their own learning projects
• Responsive to teaching about God’s character.
• Starting to realize he must follow his own convictions regarding Jesus
• Capable of understanding God’s plan of salvation and Jesus’ part in it; able to confess belief in Jesus and accept Him as Savior
• Understands the purpose of prayer; may make up spontaneous prayers
• Primarily concerned with Bible facts
• Scripture memory is easier than ever before.
• Values belonging to a group; anxious to join a church and be part of a group
• An elementary understanding of ethical concepts
• Has a strict moral code
• Capable of making value judgments about his own actions
• Often puzzled about right and wrong
• Younger ones may feel a deep love for God and have a developing sense of responsibility to their church.
• Older ones respond to God by seeking His guidance in decisions.
• Because of their hero worship, it is important for Christian adults to model in life what they teach in Bible class. Draws heroes from the Bible.

Physical

• Junior highers grow very fast and in spurts.
• They are caught up in the details of puberty – girls maturing earlier than boys.
• Uneven growth may result in tiredness, clumsiness, and preoccupation with “looks”.
• Many of their sensitivities, teasing of others, and self-image ideas are based on physical factors.

Emotional

• Junior highers’ emotions can be yo-yo like. The turmoil in every other area is reflected in emotions too. Up and down, ecstatic or depressed, but usually unpredictable.
• Their emotions can easily lead to unexpected embarrassments, hot tempers, self-criticisms, or discipline problems. Respond with patience, few demands, and time.

Social

• Cliques are inevitable for this age-group, so work around them rather than against them.
• Being part of a peer group helps a junior higher develop meaningful relationships, handle rejection or loneliness, and try new social skills.
• Though belonging to a peer group helps an individual feel safe from criticism, it may not keep him or her from being cruel and critical of others. Learn to respond with patience and humor.

Intellectual

• As junior highers begin to think abstractly they also gain the ability to think more logically.
• They want facts and proof for things they previously accepted on trust.
• While they are sharper intellectually, they may be indifferent or negative toward things such as memory work.
• They want to think like a grownup and be treated as one. But they often lack the all-around development needed to say the right things at the right times, to be self-disciplined, or to be consistent in their decisions.

Spiritual

• Junior highers are apt to voice doubts and even disbelief in God. This may be part of their desire for independence from home and authority, or it might be because they can’t “prove” Christianity.
• They tend to associate commitment to Christ with proper Christian behavior, but give up because they can’t cope with their own failure.
• A keen sense of right and wrong makes them eager to work on projects for the less fortunate.
• Their idealism can be nurtured by showing them how God can use them now – they are special to Him.
• During these years, adults communicate spiritually by being the right kind of model as much as by talking about right behavior.

Physical

• High school students always seem hungry.
• Their adult bodies are becoming well-developed.

Emotional

• High school students covet, and yet shirk, responsibility.
• Respect for authority is built on respect for the person who is in authority.

Social

• Gaining independence, they spend much time with friends.
• Peer influence is very strong.
• They are looking for an identity – they want to experience real life, not just a humdrum existence.
• In many respects, they are very grown up, yet underneath they are still girls and boys.
• Boys are beginning to catch up with girls in maturity.

Intellectual

• Personal convictions are being formed.
• They have a strong desire to discuss and explore.
• They are imaginative, adventurous, demanding, and may also be wrapped up in their personal fears, frustrations, and confusion.

Spiritual

• Religion is recognized as part of their search for meaning in life.
• They are ready and able to grasp the intellectual content of faith.
• They have a readiness to give and serve.

FOR EACH CLASSROOM:

• Desks (or tables) and chairs. Enough for each child & if possible a spare desk or 2.  Everything should be clean and safe.
• Adequate light
• A place to put book-bags and coats
• Seat Placement Name Tags?
• Big Display of Discipline system:
• clearly written rules
• chart of points
• explanation of consequences
• separate personal record of points (kids can change points on the wall
• Homework chart – bringing homework/finishing homework (King/Queen of the Hill)
• Pencils (sharpened) and Pencil Sharpener
• Paper, markers and/or crayons, scissors, tape, rulers, stapler & staples, pens, glue
• Dictionary
• Theme-related decorations (as needed)
• Age-appropriate skill posters (alphabet, multiplication table, etc.)
• Schedule of the day/week – posters of upcoming events
• After homework activities
• folders with worksheets
• math/education centers
• puzzles, reading books, etc.
• Clock
• Labels on areas and items – especially “off-limits” areas
• Trash barrels and paper towels

Procedures and Routines to establish

• Bathroom/Water Break (bathroom pass, etc.)
• Visiting other kids or another classroom
• Handing out supplies, kids getting something they need (paper, pencil), sharpen a pencil, throw out some trash, and how to keep supplies from “walking off”
• Arriving late/leaving early
• Absence Policy — including follow-up visits
• Snack routine – hand out, clean up, 2nds? spills
• The transition time between classes/activities
• Where to keep personal belongings – staff and kids
• How to keep records – attendance, behavior points, homework
• Take home plan – pickups, bus, walkers

 (To be completed by the TeamLeader and turned in to the SL Director no more than one week after new employee’s official start date.)

HAVE YOU… (Please Check)

❏ Officially introduce yourself, explain who you are, and welcome them to the team.

❏ Introduce them to the other SLs and Staff and be sure to explain each person’s position and role. (Also be sure to introduce all volunteers.)

❏ Do a tour of the building, showing them the location of supply closets, bathrooms, classrooms, cleaning equipment and supplies, off-limit areas, emergency exits, and first-aid supplies.

❏ Introduce them to the kids.

❏ Explain the flow of the program…

• ❏ Free Time
• ❏ Snack
• ❏ Homework
• ❏ Bible
• ❏ ETC.
• ❏ And, clarify their role in each part of the day.

❏ Explain how to use the Time Sheet.

❏ Go over the discipline system.

❏ Explain how the evaluations work.

❏ Explain weekly team meetings and devotions, tutoring and the expectations for them to attend.

❏ Let them know about Wednesday Tutoring, Fun Activity and other opportunities in the SL Program and encourage them to get involved.

❏ Let them know that they can come to you if they have any questions or concerns.

Chapter 1

Mentoring Basics

What is Mentoring?

Mentoring is a variety of things, including:

• A time to help young people develop their potential and shape their lives.

• An opportunity to show that someone cares-something each child needs to know if she[1] is to develop emotionally, socially and academically.

• Mentors can be a positive example, something many children seek.

• Mentors can help children learn to believe in themselves.

Why Mentor?

Mentoring is the third most powerful relationship for influencing human behavior, after the family and couple relationships, if it is working.

Studies show that mentoring helps children improve their self-esteem and reduces risky behaviors.

Some children do not get consistent, one-on-one time with a caring person in school or at home.

The Creative Mentoring Process

Have a Higher Purpose

Mentors should always have in mind a purpose or goal beyond the immediate task. Once you observe your mentee’s needs your activities should directly strive to meet those needs.

Example:

Observed mentee need: Develop organization skills Sample Planned Activity*: Do “Make your own game” activity (*See pages 30 & 31 for suggested Activities)

Be in the present moment

Being fully present and putting aside our own needs during the time we share with the child is the greatest gift we offer.

Model positive roles and universal values

During our lives we naturally play many roles (friend, student, brother/sister, etc.). As a mentor, we have the positive role model will help us to be the most effective in accomplishing our mentoring goals. We must also, however, be aware of the roles which are inappropriate in the mentoring relationship. Values are also reinforced by the mentoring relationship. Mentors serve as role models in instilling universal values such as honesty, respect, trust, and responsibility.

Give unconditional love and acceptance Love and accept the child just for being, not for what she says or does. Mentors can, and must, withhold judgments and accept the child where she is.

Mentoring Roles?[2]

A firm understanding of boundaries is essential to a successful mentoring relationship. Especially in a school-based mentoring program, there are specific roles that are appropriate and inappropriate for mentors. Mentors must remember that they can work with mentees only with parents’ or guardians’ permission. Their job is to respect and honor the child’s home and family regardless of personal opinions.

Appropriate Roles                                                                Inappropriate Roles

 

Advocate                                                                                 Discipline

Cheerleader                                                                             Financier

Confidant                                                                                “Gift Givers”

Developer of Talent                                                                Judge

Opener of doors                                                                      Parent

Encourager                                                                              Professional Counselor

Friend or Supporter                                                                Savior

Listener

Nurturer

While upholding the appropriate mentor roles, mentors must also seek to promoter positive values. The question of values is a difficult one. What values? Whose values? It’s important that mentors differentiate between their personal values which may reflect their culture, religion, age, or origins and universal values which are held by all people from all places. Below are some universal values a mentor strives to uphold.

• Accountability
• Caring about children (others)
• Commitment
• Consistency
• Curiosity
• Development/growth
• Giving is receiving
• Honesty
• Integrity
• Responsibility
• Cooperation
• Respect for self, Others, property, authority
• Loving
• Loyalty
• Politeness
• Kindness
• Self-esteem
• Sharing
• Sincerity
• Trust
• Truth

Being an Effective Role Model

 

One of the most important duties as a mentor is to be an effective role model. Being an effective role model means more than just saying the right things during mentoring sessions. Realize that as a young adult your mentee will undoubtedly look up to you. Being a role model means being someone who you would want your mentee to emulate.

1. Be aware of how you present yourself
   1. Be aware of your language and your use of slang.
   2. Be sure that your use of humor is appropriate.
   3. Be sure that your references to movies, television, music, and etc. are appropriate

2. Be fully present, paying full attention to your mentee. When your mentee sees that you value your time with them enough to focus only on them, they will be more open to hear what you have to say.
   1. Consistently arrive on time
   2. Turn off your cell phone
   3. Do not respond to text messages
   4. Avoid grouping: Separate from other mentoring pairs

3. Set high expectations for your mentee. In an attempt to “bond” of become friends with your mentee do not accept inappropriate behaviors.
   1. Reality: Having unlimited tolerance will ultimately lead to a weak mentoring relationship.
   2. Instead try: Establishing a low tolerance for inappropriate behavior sends the message, “How you act matters to me.” Be friend who is honest and upfront about what will help your mentee be successful. When communicating this be sure to use “I” Statements (See chapter 2: communication skills (Page 8)

Common Problems in the Mentoring Role

 

Despite a mentor’s best effort to be the best mentor possible, there are times when problems arise in the mentee relationship. Problems can occur when:

• The mentee exhibits “testing” behaviors
• You feel you cannot “connect” with your mentee
• The mentor feels confined in his role
• The mentor has personal frustration with the youth’s family situation
• Your mentee always wants to bring a friend
• Your mentee want to do the same thing every time

If any of these problems arise and you are not sure how to handle it, get help.

Ask your school or program coordinator; he is there to help you.

Chapter 2

Communication Skills

Communication can be divided into three basic skills:

 

Listening

 

• Ask broad, open-ended or specific questions when appropriate to gain more information or for clarity.
• Give feedback to ensure mutual understanding.
• Keep an open mind-do not judge; do not think ahead to what you are going to say.
• LISTEN MORE; TALK LESS-especially when dealing with problems.
• Allow some silent time to give your mentee time to think about a response.

Looking

Pay attention to the whole person-facial expressions, tone of voice, body movements. What are these gestures conveying?

Make eye contact and do not interrupt the speaker

Leveling

Be honest in what you are feeling and thinking-be honest in what you say.

Speak for yourself. Use “I” statements instead of “you” statements.

Deal with the other person’s real feelings. Don’t give unwanted advice or try to change someone’s feelings. Just listen and try to understand.

Listening

What does it mean to be a good listener?

• Listen with your whole self. Be aware of your body language (facial expressions, posture, eye contact, etc.)

• A good listener gives the speaker permission to continue talking, to feel what he’s feeling and think what he’s thinking.

• That the speaker feels heard is more important that any feeling or opinion we may have about what is being said.

• By encouraging the speaker to continue talking, we are giving her permission to explore her thoughts and feelings, to begin to solve her own problems.

 

• TIP: You will be tempted to reply with your own personal experiences in similar situations, or interrupt with a “solution”-RESIST!  Let your mentee go on until they are finished.

 

Listen Actively: Keys to active listening

Most of the time, we don’t want or need advice. We just need someone to hear us. In fact, the best way to help a person solve a problem is to listen and give them permission to keep talking it out, and many times they solve their own problem.

Encourage your mentee to explore their problem by:

• Conveying interest in what they are saying (“I see! or “Yes, go on.”)

• Asking open ended question (“Tell me more about…” or “How did you decide that?

• Paraphrasing (“So you are saying that…”)

• Respond to your mentee’s feelings in addition to their words (“You feel..,”)

“I” vs. “You” messages

“I” messages covey what we think or feel. “You” messages tend to blame, and close communication.

When communicating with your mentee be sure to use “I” messages.”

“You messages:

“You made me mad!”

“You’re going to fail for sure if you keep that up.”

“Your language is unacceptable”

“I” messages:

“I’m angry with you.”

“I’m concerned that your grades are going to fall if you don’t do your homework.”

“My feelings get hurt when you talk to me that way.”

“You” messages may feel like they have more impact, but they have the tendency to make the listener shut down.

 

Listening for Feelings

Listening for feelings is really listening between the lines. In order to make a person feel comfortable sharing, we need to provide feed-back regarding the feelings we are hearing. A closed response denies the child the right to his feelings by demonstrating the listener’s unwillingness to accept and understand.

Example 1

Johnny comes home from school very angry and shouts out: “I hate Sam and I’m never going to play with him again!”

Closed response: “You don’t mean that” or “It’s not nice to say such things.”

Open response: “It sounds like you’re really angry with Sam.”

Such a response would give Johnny the opportunity to explore his emotions, to feel what he’s feeling and allow him to work out his problem. This would also let Johnny know that his parents are willing to listen.

Example 2

 

Child says: “I can’t do it!”

Closed response: “Now don’t talk like that. You just started.”

Open Response: “It seems very difficult to you?”

Giving this kind of permission is very powerful. Most of the time we are so caught up in the factual content of what we’re saying that we don’t realize the emotional content. All a good listener has to do is to name the feeling: “You sound angry.” The speaker’s response may well be, “Yes, that’s it…I AM angry.” Inside he may also be aware that it is safe for him to feel angry at this moment.

Remember: It is okay to be angry, as a mentor your goal is to help your mentee learn to understand and constructively deal with his feelings and emotions.

Roadblocks to Communications

 

Roadblocks negatively affect relationships by lowering self-esteem or forcing mentors into a power struggle.

• Directing, ordering, commanding – these produce fright, resistance, defensiveness, resentment and arouse retaliation, revenge and/or rebellion.

“You must…”             “You have to…”         “Try harder”

• Threatening, warning, punishing – these invite testing and sabotage, while producing anger, resentment and resistance. They also teach authoritarianism.

“If you don’t, then…”            “You had better…”

• Kidding, teasing, making light of joking, using sarcasm – these may arouse feelings of rejection, resentment, and hostility.

“You think you know everything.”               

“If you feel that way, why don’t you burn down the school?”

• Diagnosing, psychoanalyzing, interpreting, reading – these are experienced as threatening to privacy and rejecting the other person’s self-perception, arousing anger and defensiveness and possibly causing serious insecurity.

“What you need it…”             “What’s wrong with you is…”

“You’re just trying to get attention.”              “You don’t really mean that.”

Chapter 3

Diversity

 

In working with others, you will invariably meet people whose culture is very different from your own. Because culture is absorbed through your subconscious, you may have an encounter with someone from another culture and feel offended, but not understand why.

It is easy to notice differences

It is hard to appreciate those

Differences without judgment.

 

It can be hard to step away from personal prejudices and stigmas that come with a cultural framework. In working with others, you may discover that you have stigmas that you did not realize you have.

Celebrating Diversity [3]

 

The first step to developing an appreciation for other cultures ad norms is acknowledge your own cultural assumptions and framework. After you have a good idea of what your values are you can begin to build a cross cultural understanding.

As a member of a culture, it is often hard to talk directly about values. It is easier to learn about the rituals, roles and norms first. Then you can begin to piece together what values your mentee may have.

Ethnic/Religious Diversity

 

If your mentee comes from a different ethnic or religious background, it will be easier to learn about the rituals and roles than to jump into a conversation about the differences in values and traditions. Food is a wonderful way to begin a cross cultural conversation because preparation is often ritualized and food can speak to the values of a society. It is your task as a mentor to learn as much as you can so you can better understand the context of your mentee’s attitude and behaviors.

 

Socio-economic Diversity

 

Mentor-mentee pairs sometimes come from very different socioeconomic backgrounds. The mentee may have grown up on a farm, while the mentee has never been outside the city. A mentor must learn that many things she takes for granted are not necessarily common to all. These types of difference are commonplace between a mentor and mentee and require time and understanding for an appreciation of their significance.

Age Differences

 

As an adult, you bring different life experiences to the mentoring relationship. This means that you should not discount your mentee’s life experiences. Remember that, like you, your mentee needs the room to grow and develop, and your role as a mentor is to give them the opportunity to do that, not to solve problems or tell them what to do.

 

Suggestions for Handling Mentor/Mentee Diversity and Developing Cultural Sensitivity

 

• Learning about each other’s cultural frameworks should be an ongoing activity for you and your mentee. Be open about your differences. Encourage questions about things that make you different and share what makes you similar. Acknowledge differences but do not judge or label them as good or bad.
• Do not assume anything. Just because you think that you have a deep understanding of your mentee’s culture, don’t’ be surprised when you are surprised. Even though you may have some knowledge of your mentee’s culture, but your mentee is an individual and may have had very different experiences than you.
• Listen and Encourage. Encourage your mentee to make his feeling known if someone makes unfair remarks about his group or another group. If your mentee has a bad experience with someone from another culture, remind him that individuals are not representative of an entire culture. Remind your mentee it is unfair to judge an entire group of by a bad encounter with one individual.

Chapter Five

Social Issues, Risky Behaviors, and Mental Health

Social Issues

 

Stress

Many adults tend to view childhood as stress free. For youth, this view couldn’t be farther from the truth. They worry constantly: about tests, fitting in, being popular, their appearance, auditions or tryouts, their weight, their height, their clothes, troubles at home and in the world and their future. They are impulsive and usually fail to look ahead to the consequences of their actions.

Uncontrolled Anger

Anger is an emotion-just like joy or grief or sadness. Anger, just like all the other emotions presents itself as an energy within the body and mind that needs expression. In other words, you’ve got to get it out.

Healthy anger can get us moving towards facing issues we have been afraid to face and finding better ways of dealing with them.

Harmful expressions of anger, which can erupt as tantrums, sarcasm, cynicism, malicious gossip, acts of prejudice, depression, violence towards self, or violence towards others, can also be very frightening.

Peer Pressure

Children need to belong. Peer groups are sources of affection, sympathy, and understanding. As a mentor, you can support your mentee’s involvement in positive peer groups by recognizing his talents and skills to help him become more confident. If your mentee is participating in negative peer groups, try to understand what needs those kinds of groups are filling for him. Once you understand those needs, you can help find more positive ways to meet those needs.

 

School violence

Often we learn more from our mistakes than we do form our successes!

 

If your mentee should become involved in fighting or some other reportable offense, she will most likely be suspended, and you will surely be informed. Whether suspended or not, if your mentee gets into trouble, use that situation as a teachable moment. You are not the disciplinarian, so you can:

• Listen to your mentee’s point of view and discuss other ways in which she could have handled the situation. No one incident defines your mentee. Mentoring, like the maturing process, happens over time. If your mentee is prone to getting into trouble, she needs you even more to be there, caring and helping her learn.

Help your mentee deal with stress, anger, peer pressure, etc. by:

• Listening, don’t just offer advice. By listening you give your mentee permission to vent-pour out fears, concerns & insecurities.
• Teaching them stress relievers (Physical activity (run, jump rope), deep breathing, etc.)
• Allowing them to vent in private, safe place.

Bullying[4]

Bullying is negative actions that one person or a group performs or something that someone or a group does to another person or group, repeatedly and over time.

Contrary to popular notions, research indicates that children and youth who bully are not socially isolated. Bullies report having an easier time making friends than children and youth who do not bully. They feel very powerful and the power feels good to them.

Bullying is a reportable offense. Since your mentee has already to told you, let him know if he can’t report on this own, you can report the problem to his teacher or counselor.

You can also help your mentee by sharing the following common tips used by children when they are confronted by a bully:

• Asserting Yourself-Look the bully in the eye and tell him to stop.
• Humor-Respond with a remark to make the bully laugh.
• Avoid-Walk away, stay with others not alone.
• Fogging-Use statements like “that’s interesting.”
• Attitude-Respond in a way that lets him know you are comfortable with yourself regardless of what the bully says.
• Self-talk-Put on a recording in your own mind that says nice things to yourself so the bully doesn’t get to you.
• Own It-Own the put-down to throw the bully off. Example: “I like my glasses.”

Risky behaviors

If you suspect your mentee is taking part in, or thinking about taking part in any of the following activities, talk to your mentoring coordinator or one of the guidance counselors.

• Smoking and Alcohol
• Substance Abuse
• Sex
• Depression
• Eating Disorders
• Suicide and self-inflected injuries-If your mentee ever talks about not wanting to live, wishing she had never been born, or if you notice any injuries on your mentee that may have been self-inflicted, TAKE IT SERIOULY. Talk with your mentoring coordinator or the school counselor immediately.

If your mentee is involved with, or thinking about becoming involved with risky behavior, do not deal with this on your own. Talk to the mentor coordinator or the guidance councilor to come up with an action plan on who is best to support your mentee. When you do talk to your mentee, be assured that lectures and nagging will not help the situation. Information might, so do your research.

Chapter Six

Understanding and Helping children

“Belief in the future seems to be the most powerful predictor of a positive outcome.”

Organizational Skills

If your mentee is constantly unprepared for class, not getting homework done, or always rushing to get things done at the last minute, chances are that he is also organizationally challenged.

There are several areas of organization skills that can help your mentee:[5]

• Organizing assignments and homework
• Locker and book bag wisdom
• Note taking
• Preparing for tests
• Time management
• Setting short-and long–term goals
• Decision making

It may surprise you to know that it is common for children to do the homework, but forget to bring it back to school or fail to turn it in.

Goal Setting

 

Every mentoring relationship should involve some aspect of goal settling. When setting goals it is usually easier to start with longer term goals and then look to see what short-term goals present themselves as steps toward attaining the long-term goal.

One framework for identifying goals is S. M. A. R. T. goals (specific, Measurable, Attainable, Realistic, and Timely), described on the following page.

Specific: A specific goal has a much greater chance of being accomplished than a general goal.

• Your mentee should clearly define what they want.
• Be sure that the goal is something your mentee really wants to do, not something she feels she must do, or should do.
• The goal should help them grow.

Measurable: Set a goal you and your mentee can track together. Example: If the goal is to get an “A” in algebra, then your mentee should know what grades he needs to get on tests and assignments.

Attainable: The goals your mentee sets must be within his strengths and abilities while still including a bit of a challenge. For example, somebody who has never lifted weights before probably should not set a goal of a 300 lb. bench press by next week.

Your mentee must believe she can reach her goal, and may need encouragement from you.

Realistic: To be realistic, a goal must represent an objective toward which you are both willing and able to work.

Your mentee’s reaching the goal should not depend on someone else and should be something that is controllable by your mentee. For example, getting a job many depend on the job market and your mentee’s parents’ approval. However, talking to her parents about getting a job or developing a resume are things your mentee can control.

Timely: A goal should be grounded within a time frame. With no time frame tied to it there’s no sense of urgency. Remember the time frame for your mentoring relationship as a way to ensure that your mentee is able to accomplish a goal during your time together.

Problem Solving

The SODAS[6] method can be used to help your mentee develop problem solving skills.

Situation                      Look at the situation and describe the problem.

Options                       List at least 3 ways to solve the problem.

Disadvantages             List at least 3 advantages of each option.

Advantages                 List at least 3 advantages of each option.                  

Solution                      Select the best option based on the advantages and disadvantages

                                    and accept responsibility for positive or negative consequences.

The SODAS method helps to examine problems in a rational way that is easy to remember. For most of us, their process seems very simplistic, but many young people have never had the guidance of a trusted adult and do not know how to look at situations realistically. This is a skill that can be taught and you can help your mentee learn it.

Chapter Seven

Mentoring Relationship

Stages of the Relationship

Building trust-This is the time for each of you to feel the other out and decide what things you have in common.

• Your mentee: may feel the need to protect themselves from disappoint and being deserted by to the adults, so it may take a long time before they will open up to you.
• As a mentor: you need to be patient and be consistent and let the child know you will be there through everything (unconditional love and acceptance).

Testing-Once the child begins to trust you, they may begin to test you. Testing behaviors can consist of:

• Seeing how much he can get away with (using inappropriate language, etc.)
• Making unreasonable requests,
• Missing appointments,
• Showing mixed emotions each time you are together,
• Telling you things just to see what your response will be,

This is because they are really testing the trust you have begun to develop. Use your “I” messages to set get your limits, and stick to them. Your mentee will come to trust and respect you if you are consistent.

Problem solving and goal setting (Refer to Chapter Six-Understanding and Helping Children)-Now that the child trusts you, you can begin to problem solve and set goals together. What do you feel you could help out with? What would your mentee like help with?

Help your mentee learn to solve problems and make decisions. Help your mentee start feeling responsible for his own life. (Refer to Goal Setting)

• Honeymoon-We have a goal and it’s time for the honeymoon stage. The relationship is going well, the two of you have fun together and are getting your needs met. This is the time to create special memories of your time together.
• Closure- The end of the school year is coming an end may be time to end the relationship. The child may be moving to a new school or you may be moving on and not mentoring next year.  Even if you are coming back next year, you will not see the student for 3 to 4 months. This could be a hard transition for your mentee, especially if he has really come respect you. Begin to prepare for closure 2 to 3 weeks in advance of the last meeting. Discuss the change that is about to occur. Conversations may be centered around:
• What it will mean to have this interaction end.
• How the mentee feels about not seeing you.
• How the mentee feels about the time you spent together.
• What you can do to make this time easier.
• General conversation about meeting people throughout a life time, that some will remain friends for life, others will come and go-what the impact of this might be.

Be honest with the child in the request for keeping in touch. He may still want to see you weekly or call you on the phone. Do not make any promises you cannot keep or that are against your program’s guidelines. Together, plan a fun activity for your last session.

Your may want to give the child a special reminder of your time together. This need not be expensive. Maybe you discussed or did something that created a lot of energy and there is an item that you can give that will remind the child of that time.

Remember, each child is unique and has his own needs-hopefully by now you have found out a bit about the child and can make this a special time just for him.

Mentor Relationship & Boundaries

In a school setting mentors must remember that they can work with mentees only with parents’ or guardians’ permission and must respect appropriate roles. As a mentor you want to develop a strong friendship with your mentee. However, you must remember that a firm understanding of boundaries is essential to a successful mentoring relationship.

• Remember that you are the more experienced one.

They are coming to you for help and may already feel insecure and embarrassed about the problems in their lives. It is your responsibility to take the initiative and make the student feel more comfortable in the relationship. Never tell ethnic or sexual jokes and let your mentee know that you are not comfortable hearing them.

• Don’t over-identify with your mentee. Your mentee realizes you will never know exactly what he is feeling or experiencing, even if you are close in age. Your mentee may actually fell invalidated by your insistence that you truly know where she is coming from.

Mentor Requirements and Expectations

Requirements:

• Meet on the same day, once a week, with your mentee for 30-60 minutes.
• Plan mentee-driven activities for each session (See session planning guides)
• Notify your mentoring coordinator in the event that you are unable to make it to a mentoring session, so our mentee can be notified. When you make a commitment to meet your meet mentee, it should be your first priority, barring any emergency.

Duties & Responsibilities:

• Good mentoring is child-centered, child-driven. It is the mentor’s job to observe their mentee, seek out their unique gifts and talents, and respond to their needs as they occur.
• Encourage the child to use their full potential.

Focus on the talents, assets and strengths of your mentee. Approach issues and problems in a positive light, building on related strengths that your mentee may have demonstrated.

• Model behavior (act as role model). Role modeling is pointing out to our mentees the kinds of actions, disciplines and values that offer the best chances for success and happiness in life. Also, role modeling helps him see and strive for wider horizons and possibilities for his life beyond what he may see in his present environment.

• Build self-esteem and self-confidence. As a mentor, it will be one of your goals to see that the sorts of activities you undertake with your mentee, and the way in which you both undertake them, will work to build self-esteem and self-confidence.

• Provide academic support. Depending upon your mentee’s needs and the school’s goals for its mentoring program, helping your mentee with academic skills and/or regular school work may be a large part of your duties. Make sure you understand what expectations the teacher or school coordinator has for your mentoring sessions.

• Use active and reflective listening. In the role of an active and reflective listener, the mentor puts aside impulses to direct the mentee in favor of encouraging a process of self-discovery.

• Show attention and concern for the child. Many mentees do not receive enough positive attention from adults in their live; mentors can fill in these empty spaces with sincere and consistent attention and concern.

• Use the four foundations of effective mentoring*:

Purpose, present moment, unconditional love or acceptance, and an understand of your role and personal values. All four of these need to present when interacting with your mentee.

______________________

*The creative Mentoring Process

Session Planning Guide

When planning your sessions:

• Always over plan. If you have 30 minutes, plan for at least 45. As a general rule, activities never take as long as you think they will. If you run out of time you can always continue your activities into the next session. However, if you under plan you and your mentee will be bored!

• For your first session plan a brad range of activities. You don’t know your mentee yet, but you do know YOU. The first session is the only time you can plan around you. Bring in things you like (pictures of you when you were in your mentee’s grade, your favorite games or books, scrapbook, hobby, etc) to share with your mentee.

• Start with academics! If you are part of a program where academics is supposed to be a part of your sessions, start with that! It is always a great incentive to get the work done when you follow it incentive to get the work done when you follow it with the fun activities. Make sure the work is done to the best of your mentee’s ability.

• Set a goal! After the second or third session your mentee should be ready to set a goal. Once the goal is set, that should be a part of your higher purpose (refer to page 3). Use that as a guide as you plan the coming sessions. Also, if you notice something your mentee could improve upon (sportsmanship, honesty, etc.) make that part of your higher purpose).

• Don’t buy anything! You shouldn’t have to buy anything to mentor. Ask your mentor coordinator what materials they have available at the school for you. They usually have markers, construction paper, scissors, glue, etc.

Sample Plans

Week 1

Objective: Get to know my mentee

Materials: Photograph of me, a game from home, my favorite book from 4^th grade (from library)

Activities:

1. Bring a picture of myself when I was in the 4^th (10 minutes)
   1. Share how school was for me (a typical day, likes and dislikes)
   2. Ask my mentee what a typical day is for him, what he likes or dislikes about school.

2. Let my mentee take me on a tour of the school if he wants to. (Make sure it’s not during class changes.) (8 minutes)
3. Bring one of my favorite games (something we can talk and play at the same time.) Battleship, Scrabble (10 minutes)
4. Bring in my favorite thing to read from 4^th (Favorite Book, Magazine). (8 minutes)
   1. Talk about why I like it
   2. Find out what my mentee likes to read or what he might be interested in reading about.
   3. Visit the Library (If possible-some school libraries have special visiting hours.

Week 10

Higher Purpose: 1) Raise term grade in Math;

                           2) Improve problem-solving skills

Materials: Index Cards, Markers, Scrap magazines, construction paper, glue.

Activities:

1. Make & decorate multiplication flash cards for 4 & 5 tables. (8 minutes)
2. Make up multiplication time table song for 6 & 7 tables. Practice. (8 minutes)
3. Read: Alexander and the Terrible, Horrible, No good, very bad day-Talk about what he could have done differently & why (10 minutes)
4. Start our, “What our lives will look like in 5 year” collage (10 minutes)

 

Mentor Activities

College: A collage is collection of images put together under a common theme. A few example themes: “Things I like to do”, “My family”, or My life in 5 year’, but you can choose any theme you would like. You can draw or cut pictures out of a magazines that best represent you & the theme and put them together on  a piece of paper.

Design Your Own Flash Cards and quiz each other. Let your mentee show you how much they know, and see how much you can learn too!

Move! If your mentee is having difficulties remembering their spelling words or math facts, try saying them while jumping rope or clapping.

Sing! You would be surprised what your mentee can remember when you put it to music! Pick a popular song they like, and use the tune. Try making a multiplication table song or a song about the history facts they need to remember. It will be fun to learn and practice and they will never forget!

Learn a Language! Pick a language (Sign Language, Spanish, Japanese) and every session learn a new word or phrase! You will be surprised how much you’ll know by the end of the year.

Act it Out! Check out a play or a story and have your mentee read while you act it out and then swap!

Create a Story Swap! Start a story, and then give it to your mentee to add to. Each time you are together you can pass it back and forth and you can each add a different dimension to the story. (This can help develop writing and problem solving skills.)

Build it! Go out side, collect sticks, rocks, and whatever else your mentee thinks can support a structure, and using string, see what you can build!

Make your own game! You make the rules, you design the board. Your mentee will have a ball creating and playing their very own game, where they make the rules. (This can help build sportsmanship & organization skills).

Frequently Asked Questions

What do I do if my mentee wants to bring a friend to our mentoring session?

 

Mentoring sessions are intended to be one-on-one time where you are able to focus on your mentee alone. However, because in your mentee’s eyes you are a celebrity they may want to ‘show you off’ to their friends. Sometimes they may even want to ‘show you off’ to other students who are not their friends, in attempt to boost popularity or end bullying situations. Talk to your mentor coordinator and find out if there are any rules regarding this. If they say it is okay, you want to:

• Limit visitors to your sessions to once a month.
• Make sure you are comfortable with the number of additional students.
• Talk to your mentee about why they would like to bring whoever they choose, and what they would like to do when they come.
• Plan an activity together
• Keep an eye on the dynamics of the situation. Make sure everyone is being treated fairly.
• If you are bringing food make sure your visitor(s)
• Talk to your mentee about how it went.

My mentee never wants to work on the academic materials

 

If you are in a social program, but you and your mentee set academic goals, then you should remind your mentee of her goals, but also remember to keep it fun. There are lots of fun ways you can work to improve reading skills or math skill and still keep in line with your mentee’s goals.

If you are in an academic program, with specific assignments to complete, then you are obligated to work on the assignments given.

Here are few tips:

• Talk to your mentee about where they have difficulties with the assignments.
• Get back to the basics. If it is reading, is it the vocabulary they are having a hard time with? If it is math, do they not know their math facts? Find out where they are having a hard time and help them to develop their skills in those areas as you work so they can be more comfortable.
• Encourage your mentee while they are doing their work.
• Schedule your time so that you have enough time to do something they enjoy at the end of each session.

My mentee is a boy and I am a girl. He told me he would rather a male mentor, what should I do?

Many times mentees feel like girls can only do “girlie” things. Make sure your talk to your mentee about what they want to do, and try it. If the problem continues, talk to your mentor coordinator.

My mentee wants my cell phone number or e-mail address, should I give it to them?

No. You should be fully available to your mentee during your mentoring sessions, but keep your personal information personal.

Can I hang out with my mentee on the weekend?

No. Creative mentoring is an in school/site-based program.

Notes

[1] This manual uses “he” and “she” Interchangeably to avoid confusing sentence structure.

[2] Source: Linking Lifetimes-Center for Intergeneration Learning. Temple University

[3] Source: Teammates Mentoring Program, Lincoln, Nebraska.

[4] The Information on Bullying is adapted from the “Seasons of Respect” Curriculum. Information about this program is available on our website, www.connecting-generations.org.

[5] Please adjust tips based on the age job your mentee.

[6] Developed by Jan Rosa, 1973/Adapted from TeamMates mentoring Program, Lincoln, Nebraska.

FY 2018 Revised 09/2017

EMPLOYEE HANDBOOK FY 2018 DMEAST #27694448 v5Revised 09/2017

TABLE OF CONTENTS

Page

Section 100 History, Mission Statement, Values, Vision, Programs and Structure ………………. 3

101 History………………………………………………………………………………………………………………3

102 Mission Statement ………………………………………………………………………………………………4

103 Values ………………………………………………………………………………………………………………4

104 Vision ……………………………………………………………………………………………………………….4

105 Programs …………………………………………………………………………………………………………..4

106 Urban Promise Management………………………………………………………………………………..7

107 UrbanPromise Human Resources/Personnel ………………………………………………………….7

Section 200 UrbanPromise Standards of Conduct ……………………………………………………………. 7

201 Our Philosophy ………………………………………………………………………………………………….7

202 Open Door Philosophy ………………………………………………………………………………………..8

203 Staff Suggestions ……………………………………………………………………………………………….8

204 Equal Employment Opportunity/Anti-Discrimination Policy …………………………………..8

205 Anti-Harassment Policy ………………………………………………………………………………………9

206 ADA and Reasonable Accommodation ……………………………………………………………….10

207 Workplace Violence………………………………………………………………………………………….12

208 Anti-Fraud Policy……………………………………………………………………………………………..12

209 Anti-Retaliation………………………………………………………………………………………………..13

210 Conscientious Employee Protection (“Whistleblower”) Policy ………………………………13

211 Complaint Procedures ……………………………………………………………………………………….15

212 Conflict Resolution and Grievances (for issues other than discrimination, harassment, or retaliation) …………………………………………………………………………………16

213 Expected Conduct …………………………………………………………………………………………….16

214 Dress Code ………………………………………………………………………………………………………17

215 Children in the Workplace …………………………………………………………………………………17

216 Drug and Alcohol Free Workplace ……………………………………………………………………..17

217 Unacceptable Conduct ………………………………………………………………………………………18

218 Proprietary or Confidential Information and Trade Secrets Policy ………………………….19

219 Outside Employment ………………………………………………………………………………………..20

220 Public and Media Relations and Outside Communications …………………………………….20

Section 300 Employment and Performance …………………………………………………………………… 21

301 Employee Definitions ……………………………………………………………………………………….21

302 Employment Eligibility ……………………………………………………………………………………..22

303 Work Assignments ……………………………………………………………………………………………22

304 Internal Candidate Process …………………………………………………………………………………22

305 Performance Appraisal………………………………………………………………………………………22

306 Coaching and Feedback …………………………………………………………………………………….23

307 Performance Improvement Plan …………………………………………………………………………23

308 At-will Employment …………………………………………………………………………………………23

309 Resignation ……………………………………………………………………………………………………..24

310 Exit Process ……………………………………………………………………………………………………..24

Section 400 Compensation and Observed Holidays ……………………………………………………….. 25 FY 2018 DMEAST #27694448 v5Revised 09/2017

401 Compensation ………………………………………………………………………………………………….25

402 Non-exempt Employees …………………………………………………………………………………….26

403 Exempt Employees …………………………………………………………………………………………..26

404 Ministry Observed Holidays ………………………………………………………………………………28

405 All Staff Events ………………………………………………………………………………………………..28

Section 500 Types of Leave & Duration ………………………………………………………………………. 29

501 Paid Time Off: In-school Staff and Out-of-School Staff ……………………………………….29

502 Paid Time Off— Non-Direct Program Staff …………………………………………………………29

503 Leave Days………………………………………………………………………………………………………30

504 Family Medical Leave ………………………………………………………………………………………30

505 Bereavement Leave …………………………………………………………………………………………..34

506 Jury Duty and Court Appearance ………………………………………………………………………..34

507 Military Leave ………………………………………………………………………………………………….35

508 Workers’ Compensation ……………………………………………………………………………………35

509 Emergency Responder Leave …………………………………………………………………………….35

510 Domestic Violence Leave ………………………………………………………………………………….36

511 Leave of Absence ……………………………………………………………………………………………..36

512 Sabbatical Leave ………………………………………………………………………………………………36

Section 600 Benefits ………………………………………………………………………………………………….. 38

601 Health and Other Insurance Benefits …………………………………………………………………..38

602 Voluntary 403 B ……………………………………………………………………………………………….38

603 Tuition Reimbursement …………………………………………………………………………………….38

Section 700 Safety, Risk Reduction, and Reporting ……………………………………………………….. 40

701 Child Abuse Reporting Procedure ………………………………………………………………………40

702 Confidentiality …………………………………………………………………………………………………42

703 Driver Safety Policy ………………………………………………………………………………………….42

704 Vehicle Rentals ………………………………………………………………………………………………..44

705 Risk Management …………………………………………………………………………………………….44

706 Lobbying Activity …………………………………………………………………………………………….46

707 Emergency Procedures and Office Closings…………………………………………………………47

708 Inclement Weather Closings ………………………………………………………………………………47

709 General Safety Rules…………………………………………………………………………………………48

710 Building Security Rules …………………………………………………………………………………….48

711 Visitors ……………………………………………………………………………………………………………49

712 Suppliers, Contractors, Delivery Personnel ………………………………………………………….49

713 Employee Badge ………………………………………………………………………………………………49

714 Volunteer Policy ………………………………………………………………………………………………49

Section 800 Technology …………………………………………………………………………………………….. 50

801 Acceptable Use Policy ………………………………………………………………………………………50

802 UrbanPromise’s Right to Monitor ………………………………………………………………………51

803 Cell Phones ……………………………………………………………………………………………………..52

804 Computer Software …………………………………………………………………………………………..52

805 Social Media Policy ………………………………………………………………………………………….52 FY 2018 Page 1

URBANPROMISE STATEMENT OF FAITH

(This is the founding statement of EAPE and continues to direct our ministry.)

We believe…

…that the Bible, composed of the Old and New Testaments, is inspired of God and is of supreme and final authority in faith and life.

…in the Holy Spirit as the vital element in the revelation and operation of Christian faith.

…in one God eternally existing in three persons – Father, Son and Holy Spirit.

…that Jesus Christ was begotten of the Holy Spirit and born of the Virgin Mary, and that He is true God and true man and is the only sufficient Mediator between God and humankind.

…that people are created in the image of God and that they sinned and thereby incurred spiritual death.

…in the vicarious death of the Lord Jesus Christ for our sins, in the resurrection of His body, His ascension into Heaven, and His personal and future return to the earth; and that salvation is received only through personal faith in Him.

… that a New Testament Church is a body of baptized believers, associated for worship, service, the spread of the Gospel and the establishing of the Kingdom in all the world.

Based upon this statement of faith, the mission and vision of UrbanPromise is the following…

THE MISSION OF URBANPROMISE IS…

… To equip children and young adults with the skills necessary for spiritual growth, academic achievement, life management and Christian leadership.

THE VISION OF URBANPROMISE IS…

…To be a significant educational and training center for the next generation of urban Christian leaders in Camden and beyond.

STATEMENT REGARDING IRS NON-PROFIT RULING

The mission of UrbanPromise Ministries, Inc. has not changed in purpose, character, or method since UrbanPromise Ministries, Inc. was recognized as a faith based non-profit by the IRS in 1994. FY 2018 Revised 09/2017 Page 2

INTRODUCTION

This UrbanPromise Employee Handbook (“Handbook”) is intended to provide UrbanPromise (“UrbanPromise”; “UP”; or the “Ministry”) employees with information about UrbanPromise policies, procedures, guidelines, compensation, benefits, and other terms and conditions of employment. UrbanPromise reserves the right to unilaterally modify, revise or discontinue any provision of this Handbook or any of its policies, procedures, guidelines, compensation, benefits, and other terms and conditions of employment, as it deems appropriate, without any notice.

YOUR EMPLOYMENT WITH URBANPROMISE IS “AT-WILL.” THIS MEANS THAT EITHER YOU OR THE MINISTRY MAY TERMINATE YOUR EMPLOYMENT AT ANY TIME, WITH OR WITHOUT CAUSE OR REASON, AND WITH OR WITHOUT NOTICE. YOUR EMPLOYMENT IS NOT FOR ANY SPECIFIC OR GUARANTEED PERIOD OF TIME. NOTHING IN THE HANDBOOK IS INTENDED TO ALTER IN ANYWAY YOUR STATUS AS AN “AT-WILL” EMPLOYEE.

NOTHING IN THE HANDBOOK OR ANY OTHER URBANPROMISE DOCUMENT CREATES A CONTRACT OF ANY KIND BETWEEN YOU AND THE MINISTRY. NEITHER THE HANDBOOK AS A WHOLE, NOR ANY PROVISION, CREATES A CONTRACTUAL OBLIGATION OR PROMISE OF ANY KIND, EXPRESS OR IMPLIED, ON THE PART OF THE MINISTRY REGARDING YOUR CONTINUED EMPLOYMENT, ANY COMPENSATION, BENEFIT OR OTHER TERM OR CONDITION OF EMPLOYMENT, OR TERMINATION OF EMPLOYMENT.

No supervisor or other representative of the Ministry, except the President, Bruce Main or Executive Director, Jodina Hicks, has the authority to alter your status as an “at-will” employee, enter into any agreement regarding the terms and conditions of your employment, or to make any agreement contrary to the above. Any alleged agreement with the President or Executive Director to alter your status as an “at-will” employee – or the terms and conditions of your employment – will not be recognized by the Ministry unless it is committed to writing and signed by the President or Executive Director.

This Urban Promise Employee Handbook, dated September 29, 2017 is in effect and supersedes all previously issued handbooks. FY 2018 Revised 09/2017 Page 3

Section 100 History, Mission Statement, Values, Vision, Programs, and Structure

101 History

UrbanPromise got its official start in 1988 as a spin-off of the Evangelical Association for the Promotion of Education (“EAPE”). EAPE was founded by Dr. Tony Campolo, a professor at Eastern College, as well as a sociologist and well-known Christian speaker and author widely known for his passionate call for Christians to take seriously Christ’s demand that we seek justice for the poor and liberation for the oppressed. Tony recruited Bruce Main to launch an outreach to children and teens in the city of Camden. Starting with one summer camp run out of Rosedale Baptist Church, the outreach quickly grew to include multiple summer camps and afterschool programs.

Because of rapid programmatic growth and a need for a more localized board of directors, in 1993 UrbanPromise Ministries was established as a Christian-based, New Jersey, 501(c)(3) organization. Bruce Main was hired as the founding director. With an initial budget of $12,000 and one full-time staff, UrbanPromise now has grown to an annual budget of $4.2 million and more than 75 staff members; 100 StreetLeaders; and approximately 50 interns each year. EAPE and Tony Campolo have continued to provide support and encouragement since the inception of UrbanPromise.

The mission of UrbanPromise is to equip children and teens with the skills necessary for academic achievement, life management, spiritual growth and leadership rooted in the principles of Christian faith. As a non-denominational ministry, UrbanPromise seeks to fulfill this mission through after-school programs; summer camps; CamdenForward School (grades K-8); UrbanPromise Academy (grades 9-12); the StreetLeader Program (youth job training initiative); UrbanTrekkers (an expeditionary outdoor program); Thrift Store ( social enterprises ); BoatWorks (boat building and on-the-water activities); the internship program (college-age service learning) and a host of other activities that challenge youth to develop their academic, social, creative, spiritual and leadership potential. Unique to the vision of UrbanPromise is a commitment empowering local teenagers (StreetLeaders) to tutor, mentor, and coach younger children in the community. By involving teens in the leadership process, UrbanPromise is creating a new generation of young, visionary leaders who embody a commitment to change their own community.

In 1997, UrbanPromise in Camden helped to launch UrbanPromise organizations in Wilmington (Delaware), Toronto (Ontario). Each of these cities is governed by an independent board of directors and is financially self-sufficient. Beginning in the mid-2000s, additional sites were birthed in Malawi, Honduras, Miami (Florida), and Trenton (New Jersey), Liberia, Kenya, and Dominican Republic. These sites were birthed out of the newly formed UrbanPromise International organization (“UPI”), which was formed in 2008. The UPI Board meets twice annually to discuss the organization’s mission, its implementation, and fiduciary accountability. FY 2018 Revised 09/2017 Page 4

102 Mission Statement

UrbanPromise’s mission is to equip Camden’s children and young adults with the skills necessary for academic achievement, life management, spiritual growth, and Christian leadership.

103 Values

UrbanPromise values are Faith, Innovation, Community, and Holism. UrbanPromise is an innovative group of people, grounded and guided by Christian faith, who welcome youth and families into a nurturing community that fosters holistic growth.

104 Vision

The vision at UrbanPromise is…

1. To be a significant educational training center for the next generation of urban Christian leaders in Camden and beyond; the Ministry continues to fulfill its unique mission:

a. Camden Focus

b. Fringe youth—young people who the church has not traditionally reached

c. Under-resourced families

d. Holistic approach to ministry—education, life skills, spiritual growth, leadership

2. To be a training center

a. Refining, deepening, and articulating our model of ministry

b. Inviting young leaders into our community

c. Teaching the model

d. Sharing the resource of our collective experience

e. Resourcing leaders to multiply and plant the vision

3. To be gold standard for urban, Christian youth development

a. Staffing—best trained, best compensated, best resourced

b. Facilities—most beautiful, most creative, safest, greenest

c. Programs—most innovative, most effective, most welcoming

4. To have a national & international presence

105 Programs

Children often become involved in programs at the Ministry at an early age and continue until they have transitioned into college, the military, or a career. The overlapping nature of UrbanPromise programs makes them truly unique, and provides Camden youth with the continuity they need to succeed. Through all stages of their development and throughout the FY 2018 Revised 09/2017 Page 5

year, youth come to know UrbanPromise and its dedicated staff and volunteers as their family and home away from home. UrbanPromise programs include:

After-School Programs: 325 children (ages 6 to 14) attend one of UrbanPromise’s six after-school programs around the city of Camden. The programs offer safe, inviting, and stimulating environments and provide opportunities for children to improve their academic performance, develop necessary life skills create positive relationships with caring adults, explore their interests, and nurture young faith. Throughout the school year, students benefit from homework assistance and supplemental educational opportunities Monday through Thursday from 3 PM-6 PM.

Camden Forward School: A small, Christian-based elementary school providing Camden’s children in grades K-8 a learning environment rich in academic rigor, love, hope, and structure. Students are challenged to attain high academic standards, proficient life skills, personal integrity, and develop a Christian world-view. Our credo is “Enter to Learn…Exit to Serve.”

StreetLeader Program: This program is the largest employer of teens in the City of Camden. Each year, while earning money serving as teachers, mentors, and role-models for younger children in other UrbanPromise programs, 100 teens benefit from a close-knit, positive Christian community that provides: job training, community service, and leadership opportunities; academic support and tutoring; and college prep, including ACT classes, college tours, scholarship opportunities, and application support.

Summer Camps: Children aged 5-13 participate in UrbanPromise day camps every summer, located at six different sites throughout Camden. Children benefit from positive relationships with caring adults, educational and recreational programming, creative and performing arts projects, sports leagues, and field trips outside the City.

UrbanPromise Academy: A small, Christian-based private high school for teens who have not realized their academic potential in public schools. Serving 45 teens, the Academy has an innovative focus on college readiness, community service, and technology skills development. The Academy yields amazing results: 95 % of Academy graduates go on to post-secondary education or enter the armed services.

UrbanTrekkers: An experiential learning program and philosophy that complements the academic rigors that take place in the classrooms of UrbanPromise schools and programs. We believe education is a life long journey that when nurtured leads to an endless “childlike curiosity” in our students and a continual quest to know more. Through hands-on learning involving travel, adventure and leadership training, students are exposed to myriad of opportunities in environmental awareness, historical perspectives, cultural diversity and community service. Experiential learning exposes our students to exciting, leading-edge opportunities such as an aviation program, robotics club, and entrepreneurial business training classes. Our goal is to equip our students with a Knowledge that is revealed through Stewardship leading to lifelong Advocacy.

Urban BoatWorks: Building character one boat at a time. Students in both academic and afterschool programming build wooden boats, including sailing, rowing, and paddling vessels, in FY 2018 Revised 09/2017 Page 6

the boat shop at the Camden Shipyard and Maritime Museum. These yearlong projects involve working with blueprints, wood-working tools and building materials as students and experienced staff with volunteer’s craft boats that are then used in the on-the-water programs of UrbanTrekkers. BoatWorks includes teaching students to swim and the skill of small boat handling along with extensive summer boating programs.

Wellness Program: A joint venture with First Presbyterian church, in Haddonfield, NJ, UrbanPromise Wellness Center seeks to build resilience and reduce the impact of toxic stress among Camden youth. With the support of several committed volunteers and healthcare professionals, the Center offers: training related to the impact of trauma and building resiliency, yoga classes, teen health education, and a community garden.

The Delaware Gardens Neighborhood Initiative: The Delaware Gardens Neighborhood Initiative (“DGNI”) is a revitalization project for the Delaware Gardens neighborhood of Pennsauken, NJ funded by Wells Fargo Regional Foundation through 2019. The neighborhood borders are from 36th Street to Browning Road, River Road to Route 130 in Pennsauken and it encompasses part of East Camden as well. The goal of the DGNI is to improve youth and family services, make improvements to public spaces, increase safety among residents, create a community identity and make improvements to the business corridor.

Street2Leader Program: DGNI designed the Street2Leader program to help at-risk young adults leave the streets and become leaders. The young adults, called the PromiseTeam, are paid to work 20 hours per week on clean and green projects and spend an additional 10 hours weekly (unpaid) on job readiness training, High School Equivalency work, and/or mandatory counseling. All PromiseTeam members will have mentors who will stay in touch with them for three years following their completion of the program.

Social Enterprises: Social Enterprise looking to leverage UrbanPromise’s innovative spirit and tradition of offering meaningful experiential learning opportunities in order to build sustainable social enterprises that can offer paid entry level work experience, training, and job placement support for Camden’s youth. Our target impact includes providing job readiness skills and mentoring in a welcoming work environment which will help develop personal responsibility, as well as result in a foundational resume and a positive reference for a promising future. Our aim is to operate social enterprises on a sustainable basis so that they are positioned to provide positive impact for the long run and ultimately generate surplus earned income for other youth development programs of UrbanPromise Ministries. An example of our social enterprise efforts is represented by the successful launch of the UrbanPromise Thrift Store in June of 2016. With strong support from UP volunteers, the store is performing well, has already made its first youth hires and expects to be making funding contributions back to UPM soon.

Internship Program: The internship program provides urban ministry training which consists of theoretical learning and hands on ministry experience. Interns make a commitment of 2 to 24 months and play a key role in the ministry-serving in afterschool programs, summer camps, or volunteering in the community, while living in an intentional Christian community. By inviting people who are foreign to inner-city communities, UrbanPromise seeks to bridge the chasm FY 2018 Revised 09/2017 Page 7

between ethnic and socioeconomic groups, building relationships and destroying stereotypes which exist between urban, suburban, and rural communities.

Professional Internship Program: The professional internship program is a 12 to 18-month professional program that provides promising future leaders a meaningful non-profit training experience. Selected college graduate interns are placed in career-related internships that further their professional and personal development. The internship program equips each intern with leadership, communication, and interpersonal skills to improve their advancement in the non-profit arena.

106 Urban Promise Management

UrbanPromise is governed by a Board of Directors, who is legally responsible for the Ministry. The Board of Director’s executive committee is chaired by Board chairman, John Culbertson. The organization’s overall vision is provided by its President. Operations and management, including personnel and operations policy development, are managed by the Executive Director. Each of the Ministry’s major areas, i.e., departments, is led by Directors/Principals, who, along with the President and Executive Director, are part of the UrbanPromise Leadership team. As such, they work closely together on major organizational decisions, program design and decisions, and provide guidance to staff and interns.

107 UrbanPromise Human Resources/Personnel

The Chief People Officer is responsible for the development, policies, procedures, training, and management of human resources and works closely with the Executive Director to ensure fair, transparent, and supportive hiring, on-boarding, coaching, and other HR procedures and long term planning that will result in sustainability and growth of the Ministry’s staff. In addition, the Chief People Officer oversees advertising positions, manages the employment application process, and is responsible for the maintenance and security of personnel records.

Program Directors/Principals have responsibility for managing personnel policies within their departments under the umbrella of the Chief People Officer.

Section 200 UrbanPromise Standards of Conduct

201 Our Philosophy

Communication, integration, transparency, empowerment, and teamwork are characteristics that UrbanPromise strives to live out in all that the Ministry does. The UrbanPromise model was founded on the principle of living out the kingdom of God through relationships, community, and fulfilling our mission.

UrbanPromise celebrates parents, children, youth, donors, volunteers, alumni, and staff as valuable and needed within its community. UP employees is an essential part of the UP community, and are relied upon to develop and implement the strategies which will allow the Ministry to fulfill its mission, and within this context, involve parents, children, donors, volunteers, and alumni in their efforts. FY 2018 Revised 09/2017 Page 8

As an employer, UrbanPromise has a legal relationship with its employees, and vice versa; UrbanPromise seeks to ensure integrity, a strong work ethic, professionalism, and high standards in all that it – and its employees – undertake. Employees are asked to carry out these principles in all that they do while representing UrbanPromise, both at work and in the community.

202 Open Door Philosophy

UrbanPromise has adopted an open- door philosophy for its employees. The purpose of the open- door policy is to encourage open communication, integration, transparency, empowerment, and feedback about matters of importance to employees. Under the open- door policy, employees are empowered to address their concerns with their managers. By voicing concerns and solutions, the Ministry can foster inclusion and transparency in our practices, processes, and decisions. To effectively utilize the open- door policy, staff should make an appointment with their manager, and in their request to communicate the level of urgency so that an appropriate time can be established to meet the employee’s need.

203 Staff Suggestions

UrbanPromise encourages staff members to make suggestions for ensuring high quality of programs; improving upkeep, safety, and maintenance of our facilities; creating ideas for new approaches to our work; engaging with fund development; retaining and increasing volunteers; and maintaining sound spending, business, and technology practices. Staff is encouraged to share ideas through various channels, including discussing with their manager, sharing in team meetings, utilizing work request forms, and presenting at staff meetings.

204 Equal Employment Opportunity/Anti-Discrimination Policy

UrbanPromise is an equal opportunity employer. The Ministry seeks to be a community that appreciates differences regardless of cultures and backgrounds. It is UrbanPromise’s policy to grant equal employment opportunities to qualified individuals without regard to race, creed, color, national origin, religion, ancestry, age, marital status, affection or sexual orientation, domestic partnership or civil union status, sex, pregnancy (including childbirth and pregnancy- related conditions), handicap or disability, nationality, citizenship, gender identity or expression, genetic information, service in the armed forces of the United States, status as a veteran, and any other status or classification protected by applicable federal, state, or local law.

UrbanPromise is committed to providing a working environment that is based on equal employment opportunities and free of any discriminatory or prejudicial behavior, speech, or conduct. The Ministry prohibits discrimination, by motivation or impact, based on race, creed, color, national origin, religion, ancestry, age, marital status, affection or sexual orientation, domestic partnership or civil union status, sex, pregnancy (including childbirth and pregnancy- related conditions),, handicap or disability, nationality, citizenship, gender identity or expression, genetic information, service in the armed forces of the United States, status as a veteran and any other status or classification protected by applicable federal, state, or local law.

This policy applies to every aspect of the Ministry’s operations, programs, activities, and employment opportunities, including without limitation recruiting, hiring, tenure of employment, FY 2018 Revised 09/2017 Page 9

training, career development or advancement opportunities, assignments, promotion, demotion, transfer, compensation, benefits, discipline, layoff, termination, and any other term or condition of employment. This policy applies to actions by supervisors, by other employees, as well as actions by third parties that employees are subjected to in the course of their employment.

Employees who are found to have violated this policy will be subject to disciplinary action up to and including suspension and termination. Any employee, who believes that he or she has been subject to discrimination in violation of this policy or has witnessed discrimination directed towards another person, is obligated to report or complain about such conduct immediately. See Section 211, Complaint Procedures.

205 Anti-Harassment Policy

UrbanPromise promotes a productive work environment and does not tolerate verbal or physical conduct or actions by any employee that harasses, disrupts, or interferes with another’s work performance or that creates an intimidating, offensive, or hostile environment. The Ministry will not tolerate any form of harassment, verbal or physical, including without limitation any harassment based on race, creed, color, national origin, religion, ancestry, age, marital status, affection or sexual orientation, domestic partnership or civil union status, sex, pregnancy (including childbirth and pregnancy-related conditions), handicap or disability, nationality, citizenship, gender identity or expression, genetic information, service in the armed forces of the United States, status as a veteran, and any other status or classification protected by applicable federal, state, or local law.

Harassment is defined as verbal or physical conduct that denigrates or shows hostility or aversion toward an individual because of his or her race, color, religion, national origin, sex, sexual orientation, age, disability, or any other protected characteristics, or that of his or her relatives, friends, or associates, and that:

• • Has the purpose or effect of creating an intimidating, hostile, or offensive work environment;
• • Has the purpose or effect of unreasonably interfering with an individual’s work performance; or
• • Otherwise adversely affects an individual’s employment opportunities.

Every employee has the responsibility to maintain the work environment free of any form of harassment, sexual or otherwise. No individual is to threaten or insinuate, either explicitly or implicitly, that the willingness or refusal of an employee to submit to sexual advances will affect, positively or adversely, the person’s employment opportunities, including without limitation recruiting, hiring, tenure of employment, training, career development or advancement opportunities, assignments, promotion, demotion, transfer, compensation, benefits, discipline, layoff, termination, and any other term or condition of employment. In addition, no employee is to favor in any way any person because that person has performed or shown a willingness to perform sexual favors for the employee. This policy applies to all forms of harassment, FY 2018 Revised 09/2017 Page 10

• • Unwanted physical contact or conduct of any kind, including sexual flirtations, touching, advances, or propositions;
• • Verbal harassment of a sexual nature, such as lewd comments, sexual jokes or references, and offensive personal references;
• • Demeaning, insulting, intimidating, or sexually suggestive comments about an individual;
• • The display in the workplace of demeaning, insulting, intimidating, or sexually suggestive objects, pictures, or photographs; and
• • Demeaning, insulting, intimidating, or sexually suggestive written, recorded, or electronically transmitted messages.

including without limitation sexual harassment, of any employee, regardless of whether that harassment occurs on or off the premises of UrbanPromise.

Other sexually harassing or offensive conduct in the workplace, whether committed by supervisors, managers, non-supervisory employees, or non-employees, is also prohibited. Prohibited conduct includes, but is not limited to:

This policy applies to actions by supervisors, by other employees, as well as actions by third parties that employees are subjected to in the course of their employment. Note that both men and women can be sexually harassed, and that the harasser does not have to be of a different race, color, religion, citizenship, age, national origin, disability, sex, pregnant status (including childbirth and pregnancy-related conditions), sexual orientation, gender identity, veteran status, genetic makeup, etc., for unlawful harassment to occur.

Employees who are found to have violated this policy will be subject to disciplinary action up to and including suspension and termination. Any employee, who believes that he or she has been subject to discrimination in violation of this policy or has witnessed discrimination directed towards another person, is obligated to report or complain about such conduct immediately. See Section 211, Complaint Procedures.

206 ADA and Reasonable Accommodation

It is UrbanPromise’s policy to comply with the Americans with Disabilities Act of 1990, the ADA Amendments Act of 2008, the New Jersey Law Against Discrimination, and any other applicable federal, state, or local laws that provide equal opportunities for qualified individuals with disabilities (as defined in those laws) who can perform the essential functions of a position with or without reasonable accommodation and for female employees affected by pregnancy.

1. In all employment-related decisions, UrbanPromise is committed to giving eligible individuals with disabilities and females affected by pregnancy the same consideration afforded all other qualified individuals. No disabled individual will be denied or removed from consideration for employment or transfer or promotion to any position because: (a) that individual has a disability; (b) has a FY 2018 Revised 09/2017 Page 11

history of disability; (c) is perceived as having a disability; or (d) requires reasonable accommodation in order to perform the essential functions of the position. Nor shall any female affected by pregnancy be denied or removed from consideration from employment, transfer, or promotion to any position because she is affected by pregnancy or because she has requested or made use of a reasonable accommodation in order to perform the essential functions of her position.

2. In considering any individual for employment, the Ministry’s only considerations are experience, skills, certificates, licenses, and other job-related criteria for the position and whether the individual can perform the essential functions of the position with or without reasonable accommodation.

3. Reasonable Accommodation: UrbanPromise will provide reasonable accommodation to disabled individuals and female employees affected by pregnancy as needed to assist such individuals to perform the essential functions of their jobs. UrbanPromise will consider the possible modifications or adjustments that reasonably could be made to the position, the work environment or the manner in which the work is performed in order to allow the individual to qualify for consideration for the position or to perform the position currently held. Any employee who needs to request reasonable accommodation for a disability or pregnancy must notify their direct supervisor and contact the Human Resources department in advance to complete all necessary paperwork.

a. UrbanPromise cannot accommodate a request of which it has no knowledge. Thus, it is the responsibility of each employee to make known to his or her supervisor the need for accommodation in order to perform or qualify for a job.

4. Undue Hardship: An accommodation, although reasonable, will not be acceptable to the Ministry if it imposes an undue hardship on the Ministry because it is unduly costly, extensive, substantial, impacts the ability of other employees to do their jobs, or would otherwise fundamentally alter the nature or operation of the business. The Ministry, however, will continue to consider alternatives to the accommodation that do not create such an undue hardship.

5. Direct Threat to Safety: The Ministry may reject an employee for a position or remove that employee from a position if the Ministry determines that the employee cannot perform the essential functions of the job without creating a direct threat to the safety or health of the employee or of other individuals and that there is no reasonable accommodation that would eliminate that threat. Any direct threat determination will be made only after an individualized assessment is undertaken of the employee’s specific limitations and the essential functions of the particular position. FY 2018 Revised 09/2017 Page 12

1. • Forgery, alteration, or misappropriation of checks, drafts, promissory notes, or securities;
2. • Unauthorized, non-business acquisition, use, or disposition of funds, inventory, furniture, fixtures, equipment, records, or other assets;
3. • Embezzlement;

6. Pregnancy: For purposes of this policy, pregnancy includes pregnancy, childbirth, and medical conditions related to pregnancy or childbirth, including recovery from childbirth.

207 Workplace Violence

UrbanPromise is committed to preventing workplace violence and to maintaining a safe work environment. The Ministry has a zero tolerance for violence. If an employee displays any violence in the workplace or threatens violence in the workplace, the employee may be subject to disciplinary action, up to and including suspension or immediate termination. Conduct that threatens intimidates or coerces another employee, a supervisor, or a member of the public will not be tolerated. This includes threats of or actual violence by employees, as well as by interns, volunteers, program participants, or members of the public.

All employees should be treated with courtesy and respect at all times. Employees are expected to refrain from fighting or other conduct that may be dangerous to others. Firearms, weapons, and other dangerous or hazardous devices or substances are prohibited from UrbanPromise’s premises.

UrbanPromise encourages employees to utilize the procedures set forth in the Conflict Resolution and Grievances Policy to address workplace issues before the situation escalates into potential violence.

Any employee who believes that this policy has been violated is obligated to report or complain about such conduct immediately pursuant to the procedures set forth in the Complaint Procedures policy to direct supervisor.

208 Anti-Fraud Policy

UrbanPromise is committed to conducting business pursuant to the highest ethical standards. UrbanPromise expects employees to support that commitment and help protect the Ministry’s revenue, property, and other assets against fraud.

Fraud can be committed in numerous ways, including by deception, bribery, forgery, extortion, theft, misappropriation, false representation, conspiracy, corruption, collusion, embezzlement, or concealment of material facts. Fraud may be committed by an individual, a group of individuals, or by one or more organizations. In general, it is an intentional act committed to secure personal or business advantage and represents a severe violation of trust.

“Financial fraud” generally falls into four broad categories and may include, but is not limited to:

1. Misappropriation of assets, including without limitation: FY 2018 Revised 09/2017 Page 13

• • Theft;
• • Falsifying time sheets or payroll records, including but not limited to reporting hours not worked and/or a supervisor not allowing the reporting of all hours worked by hourly employees;
• • Falsifying travel and entertainment expenses and/or utilizing UrbanPromise funds to pay for personal expenses;
• • Fictitious reporting of receipts; and
• • Misappropriation of UrbanPromise-owned computer hardware, software, data, or other records including intangible property (e.g., proprietary and/or confidential information or trade secrets). • Earnings management;
• • Improper revenue recognition;
• • Overstatement of assets; and
• • Understatement of liabilities. • Bribery and
• • Kickbacks.

2. Fraudulent financial reporting, including without limitation:

3. Expenditures and liabilities for improper purposes, including without limitation:

4. Fraudulently obtained revenues and assets, including without limitation improper tax reporting.

Any employee who believes that this policy has been violated is obligated to report or complain about such conduct immediately. See Section 211, Complaint Procedures.

209 Anti-Retaliation

No employee will be retaliated against in any manner for making a bona fide report or complaint regarding the violation of an UrbanPromise policy (including without limitation the Equal Employment Opportunity, Anti-Discrimination, Anti-Harassment, Workplace Violence, Anti-Fraud, Anti-Retaliation, and Conscientious Employee Protection Act policies), providing information about such prohibited conduct, or cooperating in any way with an investigation regarding such prohibited conduct.

Any employee who believes that this policy has been violated is obligated to report such conduct immediately to Pamela Foxx, Chief People Officer, 856.382.1860. See also Section 211, Complaint Procedures.

210 Conscientious Employee Protection (“Whistleblower”) Policy

UrbanPromise requires all employees and other individuals with whom the organization does business to observe high standards of ethics when performing their job duties and responsibilities; to practice honesty and integrity in the fulfillment of their duties and FY 2018 Revised 09/2017 Page 14

responsibilities; and to comply with all applicable federal, state, and local law at all times. Because of its firm commitment to assuring ethical and lawful conduct in its workplace, the Ministry strives to provide for open discussion of its business practices and resolution of concerns within the organization. All employees and other individuals are encouraged to immediately report to the organization any good faith concerns they may have of suspected or actual illegal, unethical, or inappropriate conduct without fear of reprisal.

A. Protected Activities

The organization will provide protection against retaliation and other adverse actions for any employee or other individual engaged in work for the Ministry who, in good faith: (i) discloses or threatens to disclose to a senior member of UrbanPromise or a public body any activity, policy, or practice of UrbanPromise or any third party with whom the organization does business that he or she reasonably believes is in violation of federal, state, or local law, constitution, rule or regulation promulgated pursuant to law; (ii) provides information or testifies before any public body conducting an investigation, hearing, or inquiry into any violation of law, constitution, rule or regulation promulgated pursuant to law; (iii) provides information involving deception of, or misrepresentation to, any donor, client, customer, employee, former employee, or retiree of the Ministry; (iv) provides information regarding any perceived criminal or fraudulent activity, policy, or practice of deception or misrepresentation which the employee reasonably believes may defraud any investor, client, customer, employee, former employee, retiree or pensioner of the Ministry; or (v) objects to or refuses to participate in or obey directives regarding any activity, policy, or practice that he or she reasonably believes to be in violation of law, constitution, rule or regulation promulgated pursuant to law, to be fraudulent or criminal in nature, or to be incompatible with a clear mandate of public policy concerning the public health, safety or welfare, or the environment. For purposes of this policy, items (i) through (v) of the preceding list are known as the “Protected Activities.”

B. Reporting Requirements

Except in emergency situations or where otherwise provided by law, prior to any disclosure to a public agency, law enforcement official, or other outside entity or third party, an employee or other individual must first provide immediate written notice of his or her concerns to the Executive Director or the Chief People Officer and afford the organization a reasonable period of time to investigate and, if necessary, remediate the alleged concerns.

C. Prohibition against Retaliation

UrbanPromise will not tolerate and expressly prohibits harassment and disciplinary, retaliatory, or other adverse actions taken against any individual who, in good faith, engages in any Protected Activity. Any employee who retaliates against someone who, in good faith, has reported to the organization a suspected violation of law or otherwise engaged in a Protected Activity is subject to disciplinary action up to and including termination of employment. FY 2018 Revised 09/2017 Page 15

D. Organization Investigation of Complaints

Upon receipt of any reported concerns as described above, the Executive Director or the Chief People Officer will promptly launch an investigation. Reports of violations or suspected violations will be kept confidential, to the extent possible under the circumstances, consistent with the need to conduct an adequate investigation.

E. Corrective Action

Appropriate corrective action will be taken if warranted by the investigation, in the organization’s sole discretion. Anyone engaging in conduct which is in violation of law, or rule or regulation promulgated pursuant to law, is otherwise fraudulent or criminal in nature, or is incompatible with a clear mandate of public policy concerning the public health, safety or welfare, or the environment, will be subject to disciplinary or other adverse action, up to and including termination of employment.

Any employee who believes that this policy has been violated is obligated to report or complain about such conduct immediately. See Section 211, Complaint Procedures.

Additionally, UrbanPromise has designated the following contact person to answer any questions or provide information regarding rights and responsibilities under the New Jersey Conscientious Employee Protection Act:

Pamela Foxx

Chief People Officer

856.382.1860

pfoxx@urbanpromiseusa.org

211 Complaint Procedures

Any employee who believes that the Equal Employment Opportunity/Anti-Discrimination policy, Anti-Harassment policy, Workplace Violence policy, Anti-Fraud policy, Anti-Retaliation policy and Conscientious Employee Protection Act policy has been violated must report or complain about such violation immediately to the appropriate contact person(s) designated below.

If any employee believes that he or she has been discriminated against, harassed (including sexual harassment) or retaliated against, or an employee has acted in violation of any other covered policy, that employee should report the offense to his or her supervisor, the head of his or her department, or the Chief People Officer. If a supervisor or department head receives such a complaint, the Chief People Officer must be contacted immediately. If an employee feels the complaint is not satisfactorily addressed, the employee can pursue the complaint with the Executive Director.

1. Complaint involving a direct supervisor. Any complaint of discrimination, harassment (including sexual harassment) or retaliation or alleged violations of FY 2018 Revised 09/2017 Page 16

other covered policies involving a supervisor or department head should be reported directly to the Chief People Officer, or the Executive Director. If an employee feels the complaint is not satisfactorily addressed, the employee can pursue the complaint with the Executive Director.

2. Complaint involving a member of management. Any complaint of discrimination, harassment (including sexual harassment) or retaliation involving a senior member of management should be reported the Executive Director, unless she is involved, then the President of the Board of Directors should be notified. If the President is involved, the Board chair should be notified.

All reports and complaints will be investigated promptly and in as impartial and confidential a manner as possible. Employees are expected to cooperate in any investigation. In order to maintain the integrity of its investigation, the Ministry may suspend employees, either with or without pay, pending investigation. All such suspensions should be reviewed and approved by Chief People Officer and the Executive Director. The outcome of the investigation should be reported to complaining party in a timely manner. An employee, who is not satisfied with the handling of the complaint or the outcome, can bring the complaint to the attention of management, as described above.

The Ministry may take any disciplinary action it deems appropriate and necessary, up to and including suspension or immediate termination, if it concludes that there has been a violation of an UrbanPromise policy, including without limitation the Equal Employment Opportunity, Anti-Discrimination, Anti-Harassment, Workplace Violence, Anti-Fraud, Anti-Retaliation, and Conscientious Employee Protection Act policies.

212 Conflict Resolution and Grievances (for issues other than discrimination, harassment, or retaliation)

The desire of UrbanPromise is to foster positive communication, transparency, and healthy relations within the Ministry’s community. Employees should attempt to resolve any conflict or grievance, other than ones involving discrimination, harassment (including sexual harassment), or retaliation, by first directly approaching the person(s) involved. If the conflict or grievance is not resolved after talking with the person(s) involved, employees should speak to their supervisor or, if their supervisor is involved, the Chief People Officer. If the conflict is not resolved by the Chief People Officer or involves him or her, employees should speak to the Executive Director.

213 Expected Conduct

UrbanPromise is committed to providing a safe and positive work environment for its employees, interns, volunteers, and program participants, especially children/youth participants. This is an effort that requires the cooperation of all members of the Ministry. Employees are expected to carry themselves with a high degree of integrity, professionalism, and standards. Communication, integration, transparency, empowerment, and teamwork are characteristics that UrbanPromise strives to live out in all that it does, and it is essential that the Ministry’s employees exhibit these values within their work and relationships. FY 2018 Revised 09/2017 Page 17

214 Dress Code

Maintaining a professional-casual appearance sets an important tone for UrbanPromise’s work culture. The image UrbanPromise projects must demonstrate that we take our ministry seriously and are mindful of the impact of staff appearance on program participants, especially children/youth participants. Given that UrbanPromise offers a range of programs and activities from full-time schools to experiential learning and summer camps, there are no specific dress requirements. However, employees are expected to dress appropriately based on their job function and the situation. Employees will receive notification of dress code during on-boarding process. Employees are expected to maintain a clean and neat appearance, use good judgment and wear clothing that is appropriate. Employees are specifically prohibited from wearing clothing containing profanity or violent or sexual imagery. Anyone wearing attire that does not meet UrbanPromise’s standards may be asked to leave to change clothes and may be subject to discipline, up to and including suspension or termination.

215 Children in the Workplace

UrbanPromise values an atmosphere that fosters a healthy balance between work/ministry and family. UrbanPromise seeks to operate in a way that values family, while also valuing and executing the mission of the Ministry. It is the intent of UrbanPromise to seek resolution to childcare issues when appropriate, practical and not disruptive to work, including adjusting schedules (flex time), use of paid time off, limited arrangements to work at home, and including children of employees in UrbanPromise’s programs (schools, afterschool programs, summer camps, StreetLeader, volunteer), at no cost. However, children are not permitted to be in the workplace during an employee’s working hours unless approved by a supervisor in advance and the child is supervised by the parent-employee at all times. Employees should only bring children to the workplace as a measure of last resort.

With appropriate prior discussion with the supervisor, employees may also bring their children to work for special events that the employee is not scheduled to lead or work. Employees are personally responsible their children’s safety when they are participating in an approved activity.

Children must be attended to at all times while on campus, either by the employee or via formal enrollment and engagement in UrbanPromise programs. This policy does not apply to participation in a structured campus event, such as “Bring Your Child to Work Day,” or other events where families are invited and encouraged to participate.

216 Drug and Alcohol Free Workplace

UrbanPromise endeavors to provide a drug-free, healthy and safe workplace. Employees are prohibited from using, possessing, distributing, soliciting, selling, or being under the influence of alcohol or an illegal drug on the job, on working time, on Ministry premises (including parking areas), or while in or operating a vehicle owned or rented by the Ministry. Employees are also prohibited from reporting to work or performing job duties while under the influence of alcohol or drugs (including prescription drugs used for any reason other than that prescribed by a physician). Employees are further prohibited from using, possessing, distributing, soliciting, FY 2018 Revised 09/2017 Page 18

selling, or being under the influence of illegal drugs or alcohol at Ministry-related activities off premises, except legal and authorized consumption of alcohol at appropriate social events.

UrbanPromise has the right to request and conduct at random drug and/or alcohol test whenever a supervisor reasonably suspects that the employee’s work performance or on-the-job behavior may have been affected in any way by illegal drugs or alcohol or the employee has been involved in an on-the-job accident requiring medical care or in cases where employment has been conditioned upon remaining alcohol or drug free following treatment. Reasonable suspicion exists when: (1) an employee’s conduct or behavior at work leads management to suspect that the employee is under the influence of drugs or alcohol; and/or (2) UrbanPromise receives reliable information that the employee is under the influence of drugs or alcohol at work.

The supervisor will immediately report any reasonable suspicions to the Chief People Officer. To the extent any applicable law restricts the Ministry’s right to test employees for alcohol or drug use, UrbanPromise will conduct tests only in accordance with the law.

Any employee whose tests results indicate the presence of illegal drugs and/or alcohol may be subject to disciplinary action, up to and including suspension or immediate termination. Refusal to submit to testing when requested also may result in disciplinary action, up to and including suspension or immediate termination.

While UrbanPromise encourages employees with drug and/or alcohol problems to get assistance before the issue leads to disciplinary action, if an employee is requested to test, the employee cannot at that time request assistance to avoid disciplinary action. In addition, if a positive test is received, the employee cannot at that time make a request to enter rehabilitation in order to avoid disciplinary action.

Employees using prescription drugs that may affect job performance or their ability to safely perform the functions of their position must notify Human Resources who will keep any information regarding an employee’s medical condition as confidential as possible. In such circumstances, employees may be required to provide a doctor’s note or submit to a medical examination by a provider selected by UrbanPromise before being permitted to work. UrbanPromise personnel who hold a Commercial Driver’s License (CDL) are subject to the provisions of the Commercial Driver’s Licenses Drug and Alcohol Testing Policy.

Employees must notify their supervisor within five days of conviction for a drug or alcohol related crime, whether or not the crime occurred in the workplace. Failure to report such a conviction within the time prescribed will lead to disciplinary action, up to and including suspension or immediate termination.

217 Unacceptable Conduct

The unacceptable behaviors listed below are a guideline and are not all-inclusive. Employees who engage in any of the behaviors listed below may be subject to disciplinary action, up to and including suspension or immediate termination. The degree of discipline imposed generally depends on the nature of the offense and the employee’s prior work record: FY 2018 Revised 09/2017 Page 19

• • Engaging in criminal activity that relates to the employee’s suitability for employment in the position held;
• • Sexual or other unlawful or unwelcome harassment;
• • Inappropriate relationships with subordinates, students, donors, or visitors;
• • Possession of dangerous or unauthorized materials, such as explosives and firearms, in the workplace;
• • Unsatisfactory work performance or conduct;
• • Unauthorized presence on or use of the Ministry’s premises;
• • Abandonment of job (absent for three days without notifying supervisor or leaving the workplace without notifying leadership);
• • Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the workplace, while on duty, or while operating Ministry owned or leased vehicles or equipment;
• • Unauthorized use of Ministry facilities, property and/or vehicles for purposes outside of approved ministry or programs;
• • Driving a Ministry vehicle with a suspended, expired, or revoked license or failure to report a DUI or DWI traffic violation;
• • Violation of the Conflict of Interest Policy;
• • Violation of the organization property, electronic communication, Internet, and social media policies;
• • Violation of any other UrbanPromise policy.

218 Proprietary or Confidential Information and Trade Secrets Policy

During the course of employment with UrbanPromise, employees will be given and/or exposed to materials and information that are considered proprietary and/or confidential in nature and trade secrets. The protection of proprietary and/or confidential information and trade secrets is vital to the interests and the success of UrbanPromise.

Such proprietary and/or confidential information includes, without limitation, donor lists, donor preference, donor financial information, the Ministry’s fund raising strategies, and financial, accounting and budgetary information. Items such as course materials and curriculums are proprietary and the sole property of the Ministry, and are intended for staff members’ use only. Further, the Ministry is entrusted with certain sensitive and personal information regarding its program participants (including children and youth participants), students, volunteers, and donors. The Ministry also maintains the confidentiality of certain sensitive, personal employee information, such as Social Security numbers and medical information. UrbanPromise is committed to protecting such confidential records.

Employees are obligated to ensure that, both during and after their employment with UrbanPromise, any proprietary and/or confidential information or trade secrets are held in the utmost confidence to protect the welfare and interests of the individuals and the continued viability of the Ministry’s programs and UrbanPromise as a whole. Upon termination, employees must return any proprietary and/or confidential information or materials containing trade secrets and any copies of such information or materials that may be in their possession. FY 2018 Revised 09/2017 Page 20

Employees will not be held criminally or civilly liable under any federal or state trade secret law for the disclosure of a trade secret that either:

• • Is made in confidence to a federal, state, or local government official, either directly or indirectly, or to an attorney; and solely for the purpose of reporting or investigating a suspected violation of law; or
• • Is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

Employees who files a lawsuit for retaliation for reporting a suspected violation of law may disclose the trade secret to the attorney of the employee and use the trade secret information in the court proceeding, if the individual: (a) files any document containing the trade secret under seal; and (b) does not disclose the trade secret, except pursuant to court order.

Violation of this policy may result in disciplinary action, up to and including suspension or immediate termination

219 Outside Employment

Any employee interested in seeking to an outside job should discuss this with his or her supervisor to ensure parameters around work hours and responsibilities prior to committing to outside employment. Once an employee holds a job with another organization he or she must continue to demonstrate satisfactory performance in his or her job responsibilities with UrbanPromise. All employees will be judged by the same performance standards and will be subject to UrbanPromise’s scheduling demands, regardless of any existing outside work requirements.

If a supervisor determines that an employee’s outside work interferes with performance or the ability to meet the job requirements of UrbanPromise, the employee may be asked to terminate the outside employment or change schedules for the outside employment in order to remain in good standing with UrbanPromise. Failure to improve performance or meet the job requirements of UrbanPromise may result in disciplinary action, up to and including termination.

Failure to notify UrbanPromise about outside employment may result in disciplinary action, up to and including termination. Outside employment is a conflict of interest if it has any type of negative impact or a potentially negative impact on UrbanPromise. Employees should contact their supervisor with any questions regarding outside employment.

220 Public and Media Relations and Outside Communications

This policy applies to all UrbanPromise contacts and communications from external agencies or sources, including without limitation press, media, news, civic groups, government agencies, or law firms. FY 2018 Revised 09/2017 Page 21

Employees are prohibited from speaking on behalf of UrbanPromise without prior authorization to do so. The President, Executive Director, and Director of Development and Marketing are the only individuals authorized to comment publicly on behalf of the Ministry.

If an employee is approached or contacted by someone outside the Ministry seeking comments or information on behalf of UrbanPromise, please direct them to the President, Executive Director, or Director of Development and Marketing. No information on behalf of UrbanPromise should be communicated from employees without prior authorization.

Employees are not permitted to accept delivery of any documents from any courier or special delivery service that they are not familiar with until the delivery person states what it is and who it is from and for. If it is for someone or something that is not associated with UrbanPromise, tell the courier to double-check the location information or direct the delivery person to the Administrative Office.

All mail directed to UrbanPromise must be given to a department head as soon as possible. All items of a legal nature (e.g., summons, subpoena, complaints, and letters from law firms or government agencies) must be forward to Human Resources immediately. Any questions concerning this policy should be directed to Human Resources.

Section 300 Employment and Performance

301 Employee Definitions

Exempt Employees: Employees whose duties, responsibilities, and amount of annual compensation allow them to be “exempt” from overtime pay provisions as defined by the Fair Labor Standards Act (“FLSA”) and any applicable state laws.

Non-exempt Employees: Employees whose job duties qualify them for coverage under the overtime pay requirements of the FLSA. These employees receive one and one-half their regular rate of pay for any hours worked in excess of 40 hours in a workweek, as those terms are defined under the FLSA and applicable state laws.

Full-time employee: An employee who regularly works at least 30 hours per week and is not a Temporary employee. Full time employees are eligible for UP benefits. For Paid Time Off purposes, Full-time staffs are further divided into three subclasses: In-school staff, Out-of-school staff, and Non-Direct Program staff.

In-school staff: are non-administrative roles focused on teaching and engaging children and youth directly.

Out-of-school staff: are non-administrative roles focused on program management, supporting, and engaging directly with children/youth.

Non-Direct Program staff: are administrative employees that play a critical role in supporting the Ministry and supporting the in- school and out of school program staff.

Part-time employee: An employee who regularly works fewer than 30 hours per week. FY 2018 Revised 09/2017 Page 22

Temporary employee: An employee who is employed for a limited period of time, usually for a particular project and less than a full year.

Professional Interns: A college graduate selected to work in career-related field of ministry and who is participating in the UrbanPromise Professional Internship Program.

302 Employment Eligibility

In accordance with U.S. immigration law, new hires for employment are required to provide UrbanPromise with the following documentation within three days of commencing employment, a Form I-9 with Section 1 completed and specific documents of identity and eligibility to work in the United States.

303 Work Assignments

Work assignments are made at the discretion of UrbanPromise. There may be times when it is necessary for employees to be temporarily reassigned to another job or area of the Ministry. The Ministry will try to limit any requests for such temporary assignment to critical operational necessity and for only as long as needed.

304 Internal Candidate Process

UrbanPromise seeks to be an employer that provides opportunities to promote internally. An internal candidate is a current or former employee, current or former intern, StreetLeader alumni, or volunteer. Internal hiring is considered to be a best practice to fill vacant positions within the organization. Internal candidates can be considered for lateral transfers within departments. Hiring Managers are encouraged to consider competitively qualified internal candidates to fill vacant positions first.

Internal candidates should have satisfactory performance in their current or past positions to be considered for internal hire. Internal candidates will have the privilege to be reviewed and interviewed before external candidates are considered for any vacant positions. Internal candidates with disciplinary status or if an employee was terminated, the employee would no longer be eligible for internal hiring. Current employees must have at least 12 months of continuous service in their current position to be eligible.

305 Performance Appraisal

Every employee receives a formal, periodic Performance Appraisal from his or her supervisor yearly. The purpose of the appraisal is to ensure communication, create and review of goals, and identify training needs between the employee and supervisor.

Performance appraisal is an opportunity to discuss privately with your supervisor any areas of your performance where you have been successful and areas that need improvement. If it is mutually agreed that additional training is required in some job requirements, both individuals will develop a plan during the appraisal process. FY 2018 Revised 09/2017 Page 23

Performance appraisal forms provided by Chief People Officer will be used and the completed evaluation will be retained in the employee’s personnel file. The performance appraisal will be discussed by the employee and the supervisor to ensure that all strengths, areas for improvement, and job goals for the next review period are clearly communicated.

306 Coaching and Feedback

UrbanPromise’s coaching and feedback is based on a philosophy of fairness, transparency, and a goal of keeping the Ministry’s mission in the forefront, while helping employees be successful in the implementation of UP’s mission. In some instances, a performance problem can be resolved informally between the employee and supervisor by the latter providing feedback and coaching to give the employees guidance on how to improve performance. After providing feedback and coaching, if there is no significant improvement, the supervisor will contact the Chief People Officer discuss the best approach to address the problem.

307 Performance Improvement Plan

If, after coaching and feedback, job performance does not improve to acceptable standards, the supervisor and affected employee will meet again to discuss the problem and attempt to arrive at a workable solution. The supervisor will clearly explain the job performance problem, make it clear to the employee what he or she must do to correct the problem, and agree to provide reasonable help if the employee requests it. At or shortly after the meeting, the supervisor will follow-up in writing with corrective actions. Although not required, a corrective action may include a Performance Improvement Plan. The corrective action must: (i) document the discussion that took place at the meeting, (ii) recite the agreed-upon, workable solution, and (iii) establish a reasonable period of time for the employee to correct the job performance problem. If a Performance Improvement Plan exists, the supervisor must notify and provide it to the Chief People Officer.

A follow-up meeting can be scheduled after the conclusion of the reasonable time period established in previous meeting or Performance Improvement Plan. If the job performance has not improved, additional steps will be taken. This could include disciplinary action, transfer to another position, or another performance improvement plan. If a second Performance Improvement Plan is used, the supervisor may once again outline the problem and the course of action the employee must follow to correct the problem in a reasonable time frame.

The supervisor will also inform the employee that if the problem is not solved in the determined time frame, he or she will be terminated; this is considered the final warning and will be documented in a final written warning by the supervisor. The supervisor will notify Chief People Officer and provide the final written warning for the employee’s personnel file.

308 At-will Employment

Employees of UrbanPromise are at-will. This means that under either the Ministry or the employee may terminate the employment relationship at any time, with or without cause or reason, and with or without notice. Employment with UrbanPromise is not for any specific or FY 2018 Revised 09/2017 Page 24

guaranteed period of time. Nothing in the Handbook is intended to alter in anyway the at-will status of employment with the Ministry.

Nothing in the Handbook creates a contract of any kind between the Ministry and employees. Neither the Handbook as a whole, nor any provision, creates a contractual obligation or promise of any kind, express or implied, on the part of the Ministry regarding continued employment, any compensation, benefit or other term or condition of employment, or termination of employment.

While the coaching, feedback, Performance Improvement Plans, and Final Written Warnings are intended to provide opportunities for employees to correct job performance issues without disciplinary action, the Ministry reserves the right to take disciplinary action for job performance issues at its sole discretion. Further, employment with UrbanPromise is at-will and the Ministry reserves the right to terminate employment at any time, with or without cause or reason, and with or without notice, regardless of any coaching, feedback, Performance Improvement Plan or Final Written Warning.

No supervisor or other representative of the Ministry, except the President or Executive Director, has the authority to alter an employee’s status as an “at-will” employee, enter into any agreement regarding the terms and conditions of employment, or to make any agreement contrary to the above. Any alleged agreement with the President or Executive Director to alter an employee’s status as an “at-will” employee – or the terms and conditions of employment – will not be recognized by the Ministry unless it is committed to writing and signed by the President or Executive Director.

309 Resignation

Resignation is a voluntary separation from the Ministry with notice on the part of an employee.

An employee paid on an hourly basis is expected to give at least two weeks’ notice. A salaried employee is asked to give at least four weeks’ notice, but a minimum of two weeks is expected. Notice should be provided in writing to the employee’s supervisor or Human Resources department.

Employees wishing to tender their resignation must do so in writing by submitting a letter of resignation to their direct supervisor on the day they verbally give notice, with a copy to Human Resources at the same time. Notice will not be deemed to have commenced until such time as it is offered in writing.

310 Exit Process

All employees will be asked to participate in an exit interview if their employment with Urban Promise ends. Exit interviews are also available to any permanent employee whose position changes from department or function for reasons other than promotion (e.g., lateral transfer or voluntary demotion for reasons unrelated to a workplace accommodation). Employees must return all property owned by UrbanPromise, including any proprietary or confidential information or trade secret materials. FY 2018 Revised 09/2017 Page 25

• • 15-30 hours per week count toward 50% of full-time employment (including Field Supervisors)
• • 8-14 hours per week counts towards 25% of full-time employment.

Section 400 Compensation and Observed Holidays

401 Compensation

The rate of an employee’s pay is determined by the nature and scope of the duties performed and the Ministry’s pay structure. UrbanPromise strives to be consistent in its approach to compensation.

Longevity Adjustments

In order to instill and encourage long term sustainability of committed staff, UrbanPromise created longevity adjustments. The purpose of this is to better enable committed staff to stay with UrbanPromise over the long-term. If at the end of five years of full-time employment or part-time calculated equivalent (not including service as an intern or StreetLeader), a staff person’s pay rate is 10% or more below median pay of private field, per the most recent Board-approved UrbanPromise compensation study, his or her rate of pay will increase after completing five years of service. Staff members that qualify for the longevity increase will receive their salary adjustment upon completion of their fifth year of employment.

For the purposes of a longevity adjustment, part-time calculated equivalent will be calculated as follows:

[Note: the UrbanPromise compensation study was completed in May of 2012, with Board guidance and approval.]

Pay Cycle

All UrbanPromise employees are paid every other Friday. In the event that a regularly scheduled payday falls on a day off such as a holiday, paychecks will be distributed on the last workday prior to the regularly scheduled payday. If there is a question regarding a paycheck, please contact your supervisor and/or the Bookkeeper.

Mandatory Pay Deductions

Deductions are made from an employee’s paycheck for income taxes, Social Security, and other deductions required by law. These deductions are itemized on employees’ paycheck stubs.

The amount of deductions will depend on earnings and on the information furnished by the employee on the W-4 form regarding the number of exemptions claimed. Employees who wish to change this number should request a new W-4 form from the Bookkeeper and submit the revised form to the Bookkeeper. The annual W-2 form reflects how much of the employee’s earnings were deducted for these purposes. FY 2018 Revised 09/2017 Page 26

Any other mandatory deductions made from an employee’s paycheck, such as garnishments, will be implemented after notice to the employee if UrbanPromise is ever ordered to make such deductions.

Option for Direct Payroll Deposit

Direct payroll deposit is the automatic deposit of an employee’s pay into the financial institution accounts of the employee’s choice. Employees may sign up or change direct deposit authorization at any time. Any such changes will become effective in the pay period after that during which adequate notice of an employee’s election is provided in writing to the Bookkeeper. Contact the Bookkeeper for details and the necessary authorization form.

402 Non-exempt Employees

In accordance with applicable law, non-exempt employees who work more than 40 hours in a work week will be paid time and a half their hourly rate for any hours worked over 40. Leave time (e.g., vacation, holidays, sick, or personal leave) does not count as hours toward determining whether an employee is entitled to overtime.

No overtime should be performed without prior written authorization from a supervisor. Any unauthorized overtime must be reported to a supervisor and will be compensated in accordance with applicable law. However, performance of unauthorized overtime may result in disciplinary action, up to and including suspension or immediate termination.

Non-exempt and hourly employees are required to complete a time sheet which records their hours worked. These are turned in every two weeks to each employee’s supervisor. The time sheet must be signed by the employee’s supervisor, who will turn in the signed timesheet to the Business Office. Please ask your supervisor for a complete schedule of due dates for time sheets and pay days.

403 Exempt Employees

UrbanPromise complies with the provisions of the Fair Labor Standards Act (“FLSA”) and state and local wage and hour laws. Except as prohibited or restricted by those laws, exempt employees generally are paid on a salaried basis, regardless of the number of hours they work in a given workweek. The Ministry prohibits any unlawful deductions from the salary of such exempt employees. Lawful deductions the Ministry makes are described below.

It is the Ministry’s policy to make deductions from the salary of an exempt, salaried employee when he or she is absent from work only as described in this policy:

1. When an exempt, salaried employee who is absent from work for one or more full days for personal reasons, other than sickness or disability, has no paid time off available, the employee’s salary for that week may be reduced for each full day of his or her absence for personal reasons.

2. When an exempt, salaried employee is absent from work for one or more full days as a result of his or her own sickness or disability, including absences as a result FY 2018 Revised 09/2017 Page 27

of a work-related accident or injury, the employee will be compensated for this illness or injury under the Ministry’s sick leave, disability or workers’ compensation policies, as appropriate. If the employee has no sick time remaining and is not eligible for disability benefits or workers’ compensation, the employee’s salary for that week may be reduced for each full day of the employee’s absence due to illness or injury.

3. During an exempt, salaried employee’s first and last weeks of employment with the Ministry, the employee will be paid only for the days he or she actually worked.

4. When an exempt, salaried employee is suspended for violation of safety rules of major significance, the employee’s salary will be reduced for the length of the suspension.

5. When an exempt, salaried employee is suspended without pay for one or more full days for violation of one or more of the Ministry’s written workplace conduct rules, the employee’s salary will be reduced for each day of the suspension.

6. When an exempt, salaried employee is absent for jury duty, to serve as a witness, or for military service, the employee’s salary will be reduced by the amount of any fee or pay received for such duty or service.

7. An exempt, salaried employee need not be paid for any work week in which he or she does not work at all.

This policy addresses pay deductions from exempt, salaried employees based on the employee’s absence from work. Salary deductions made as required by federal, state, and local laws, deductions under the Ministry’s benefit plans, and any other voluntary deductions authorized by the employee are not covered by this policy.

Any salaried, exempt employee who believes that an improper deduction has been made from his or her salary should report this deduction immediately to the Bookkeeper. The Ministry will promptly investigate the employee’s complaint. If the Ministry believes, based on its investigation, that an improper deduction has been made, it will reimburse the employee for the improper deduction.

Employees will not be retaliated against for having made a bona fide complaint under this policy, providing information regarding such a complaint, or cooperating in any way with an investigation of such a complaint. Employees who engage in retaliation in violation of this policy may be subject to discipline, up to and including suspension or immediate termination. FY 2018 Revised 09/2017 Page 28

404 Ministry Observed Holidays

The following holidays are considered paid work days by UrbanPromise for 2017-18:

Independence Day – July 3rd & 4th

Labor Day- Sept. 4th

Thanksgiving Day – Nov. 22nd

Day after Thanksgiving – Nov. 23rd

Christmas Day -Dec. 25th

New Year’s Day- Jan. 1st

Staff Care/Family Week- Feb. 19th– 23rd

Good Friday – March 30th

Memorial Day- May 28th

405 All Staff Events

All-Staff events are required for all employees of UrbanPromise, including if they fall during program breaks. Employees should minimize requests for paid time off during these important dates. Information regarding the All-Staff events and All-Staff meetings for each fiscal year, including the specific dates, is provided in the All Staff Event Calendar, which is distributed to all employees at the beginning of each fiscal year.

All-Staff Events includes the following:

All-Staff Training Day

Parents Night Parents Night

Banquet

UPI Summit

Staff Christmas Party

Martin Luther King Jr. Day of Service

Golf Tournament

Martin Luther King Jr. Speech Contest

Taste of Promise

Pedal for Promise

Senior Celebration and Commissioning (UPA/SL)

All-Staff Meetings

12:30 PM – 2:45 PM

The time is subject to change and specific dates will be provided in the beginning of each year with all-staff calendar. Please see your supervisor if you have any questions or concerns about All-Staff meetings. FY 2018 Revised 09/2017 Page 29

Section 500 Types of Leave & Duration

501 Paid Time Off: In-School Staff and Out-of-School Staff

UrbanPromise acknowledges that in-school staff and out of school staff (non-administrative roles focused on teaching, supporting, engaging directly with children/youth) work long hours, with intense emotional and physical energy output.

To support good staff/self-care, UrbanPromise has built in extended paid time off by employee grouping to be the following:

In-School staff to Include-Camden Forward School and UrbanPromise Academy

(14) Ministry observed holidays including “Family Care Week”

(10) Unspecified leave days (sick or personal)

(53) CFS Paid time off to include Christmas, Easter, and Summer time off

(53) UPA Paid time off to include Christmas, Easter, and Summer time off

CFS and UPA summer paid time-off will begin at the end of the day after the last day of school. The specific day in-school staff members of the CFS and UPA are required to return to work is set each year. For the 2017-2018 school year, teachers and staff return on Tuesday, August 22nd .

Out of-School staff to include- Children Youth Ministry Department

(14) Ministry observed holidays including “Family Care Week”

(10) Unspecified leave days (sick or personal)

(38) Paid time off to include Thanksgiving, Christmas, and Summer time off

Paid time off should be scheduled with one’s supervisor, should be requested in advance, with planning inclusive of the organizational calendar and work that may need to be completed in advance of the time off. It’s recommended that paid time off should be kept to two weeks at a time or less, unless unusual circumstances call for a longer block of time to be taken. Non-direct program staff can utilize PTO for FMLA time, based on available PTO dates within the FMLA period.

Due to UrbanPromise’s goal to help provide for staff care, in-school and out-of-school program staff should take at least 75% of their PTO without engagement (on or off-site) with Urban Promise during this time. Paid time off does not roll over year to year, and cannot be cashed out, either in lieu of paid time off or at the end of employment.

Designation of in-school and out of school program staff is determined at the time of hire.

502 Paid Time Off— Non-Direct Program Staff

Non-direct program staff play a critical role in supporting the Ministry and the direct program staff. Non-direct staff are entitled to (14) ministry-observed holidays and (10) earned PTO unspecified leave days, unless otherwise negotiated at the time of hiring. Non-direct program staff earn (1) day PTO unspecified leave days for every (5) weeks of service in their first year from hire date. In year two, at hire date, non-direct staff will automatically receive their (10) PTO unspecified leave days. Non-Direct staff will receive an additional (5) PTO unspecified FY 2018 Revised 09/2017 Page 30

leave days for every two years they are employed with UrbanPromise (e.g., year 1 earns 10 days and year 2 is provided the 10 days; years 3 and 4 – 15 days; years 5 and 6 – 20 days; years 7 and 8 – 25 days; years 9 and 10 – 30 days etc).

Paid time off should be scheduled with one’s supervisor and be requested in advance. Planning PTO should include the organizational event calendar and any work that may need to be completed in advance of the time off. It’s recommended that paid time off should be kept to 10 days at a time, unless unusual circumstances call for a longer block of time to be taken. Non-direct program staff can utilize PTO for FMLA time, based on available PTO dates within the FMLA period.

Due to UrbanPromise’s goal to help provide for staff care, non-direct program staff should take at least 75% of their PTO. PTO unspecified leave days do not roll over from year to year, are not paid out upon termination of employment, and cannot be cashed out.

Designation of non-direct program staff is determined at the time of hire. Non-direct staff members include: ALL Administrative positions per department (including leadership), Development team, Experiential Learning team, Social Enterprise, and Wellness Program team. UrbanPromise International is not included; please refer to UPI manual.

503 Leave Days

All full-time employees are eligible for paid time off unspecified leave. and long-term disability. Leave days are provided at 100% of salary. Leave days should be used for self-care.

New full-time employees earn one day of PTO unspecified leave days for every five weeks of service in their first year of employment. In year 2 at hire date employee will automatically receive their (10) PTO unspecified leave days.

PTO unspecified leave days do not roll over from year to year, are not paid out upon termination of employment, and cannot be cashed out.

Where appropriate, employees who have used all leave time may apply for short-term or long-term disability insurance provided by the state of New Jersey. Disability insurance payments apply to employees who become disabled due to a non-work related sickness or injury while currently employed or within two weeks of their last day of employment. Eligible employees must file a claim within 30 days from the first day of the disability and are entitled to benefits for up to (26) weeks. Please contact the Chief People Officer regarding the process for applying for short-term and long-term disability.

504 Family Medical Leave

It is the policy of UrbanPromise to grant eligible employees family and medical leave in accordance with the Family and Medical Leave Act of 1993 (“FMLA”). Eligible employees are entitled by the FMLA to an unpaid leave of absence for up to 12 or 26 weeks in a rolling 12-month period, depending on the reason for the leave. In addition, Policy Addendum “A” addresses the right to take leave under the New Jersey Family Leave Act (“NJFLA”). Whenever both the FMLA and NJFLA apply, qualifying leave must be taken concurrently. FY 2018 Revised 09/2017 Page 31

Eligibility

To be eligible for leave under the FMLA, an employee must meet each of the following criteria:

(1) 12 Months of Employment. An employee must have a total of 12 months of service (which may be non-consecutive) with UrbanPromise. These 12 months need not be consecutive, except that, in most cases, if an employee has a break in service of seven or more years, the service prior to the break will not be counted.

(2) 1,250 Hours of Service. The employee must have worked at least 1,250 hours in the 12-month period preceding the leave.

Basic Family and Medical Leave

Leave may be requested for:

(1) the birth of a child or to care for a newborn child;

(2) the placement with an employee of a child for adoption or foster care; or

(3) for the serious health condition of the employee or the employee’s family member (family member is defined as “the employee’s spouse, son, daughter or parent.”).

Leave granted due to the birth or care of a newborn or adoption or foster placement of a child must be taken in full consecutive weeks unless otherwise agreed to by UrbanPromise Ministries and must commence within one year after the birth, adoption or foster placement.

Leave granted due to the serious health condition of the employee or a family member may be taken consecutively, intermittently, or on a reduced leave (part-time) schedule in certain circumstances and subject to certain restrictions under the law.

Eligible employees may take a total of 12 weeks of unpaid basic family and medical leave in a rolling 12- month period. Any mandatory overtime that is not worked due to a qualifying FMLA absence will be counted toward the 12–week leave entitlement.

Military Exigency Leave

Employees may request leave in certain situations when an employee’s spouse, child or parent is a covered military member on active military or has been notified of an impending call or order to active military duty in a foreign country.

Military exigency leave may be taken for:

(1) short-notice deployments,

(2) military events and related activities,

(3) childcare and school activities,

(4) to make financial and legal arrangements,

(5) to attend certain types of counseling, FY 2018 Revised 09/2017 Page 32

(6) rest and recuperation,

(7) post-deployment activities, and

(8) certain other activities.

Eligible employees may take a total of 12 weeks of unpaid military exigency leave in a rolling 12-month period. Any mandatory overtime that is not worked due to a qualifying FMLA absence will be counted toward the 12-week leave entitlement.

Military Caregiver Leave

Employees may request leave to care for the injury or illness of a covered service member who is the employee’s spouse, child, parent or “next of kin.”

Eligible employees may take a total of 26 weeks of unpaid military caregiver leave in a rolling 12-month period. Any mandatory overtime that is not worked due to a qualifying FMLA absence will be counted toward the 26-week leave entitlement.

Notice and Certification Requirements

When the need for leave is foreseeable, eligible employees must provide thirty days advance written notice of the need for leave, or as soon as practicable if the need for leave is not known thirty days in advance, to both their manager and Human Resources Department.

When the need for leave is unforeseeable, the employee must provide notice to both the Chief People Officer as soon as practicable under the circumstances. Nothing in this policy relieves employees of their obligation to report all absences in accordance with the usual and customary notice requirements for the employee’s job.

If you are requesting leave for a military exigency, you must provide notice as soon as practicable under the circumstances.

The failure to provide proper and timely notice may result in the delay or denial of leave. Such failure may also subject the employee to counseling or discipline.

Certification to Support Need for Leave

Where applicable, employees must provide requested certifications supporting the need for leave. The failure to provide requested certifications or to provide complete certifications may result in the delay or denial of leave. In general, UrbanPromise expects that employees will return any requested certifications within 15 calendar days. To the extent permitted by the FMLA, UrbanPromise may require periodic re-certification of the need for leave.

Substitution of Paid Leave

FMLA leave is unpaid. However, employees must use any available unused accrued paid time off during any type of family and medical leave. FY 2018 Revised 09/2017 Page 33

Concurrent Leave

Accrued paid time off and any other type of paid leave (e.g., disability) will run concurrently with an employee’s FMLA leave entitlement.

Health and Life Insurance Benefits Continuation

UrbanPromise will continue to provide workers taking family and medical leave with health and life insurance benefits as if those employees had continued to work during the leave period provided that employees pay their portion of the costs of insurance as if they had remained working. If the leave is unpaid, in part or in whole, it is the employee’s responsibility to see the Bookkeeper to make arrangements for payment of his/her premiums before the unpaid leave commences. Failure to make required premium payments may result in the cancellation of an employee’s health and/or life insurance benefits.

In most circumstances, if an employee fails to return from leave, the UrbanPromise will require the employee to reimburse the Company for UrbanPromise’s costs of benefits continued during leave, unless the employee’s failure to return from leave is due to the employee’s, employee’s family member’s, or covered service member’s serious health condition or other circumstances beyond the employee’s control.

Return to Work

Employees taking family or medical leave will generally be returned to their former positions or a substantially equivalent position upon return from leave, to the extent required by law. The Ministry may exempt certain key employees from this requirement.

Employees taking leave for their own serious health condition will be required to present a fitness-for-duty report prior to being returned to work.

The failure to return from leave at the leave’s expiration may result in termination of employment.

Additional Information

For more details about the type of leave, eligibility requirements, the type of certification needed, or any other aspect of the family and medical leave laws, contact the Chief People Officer

NJ Family Leave

The NJFLA entitles covered employees to an unpaid leave of absence for a period not to exceed 12 weeks in a rolling 24- month period.

Eligibility. To qualify for NJFLA leave, an employee must meet each of the following criteria:

(1) 12 Months of Employment. An employee must have a total of 12 months of service (which may be non-consecutive) with UrbanPromise. FY 2018 Revised 09/2017 Page 34

(2) 1,000 Hours of Service. The employee must have worked at least 1,000 hours in the 12-month period preceding the leave.

Leave Entitlement. Leave may be requested for:

(1) the birth or care of a newborn child or the placement with an employee of a child for adoption or foster care, or

(2) the serious health condition of an employee’s family member (spouse or civil union partner; child, including stepchildren, legal wards and children of employees standing in loco parentis; and parent, including stepparents, parents-in-law and legal guardians).

Notice and Certification Requirements

The notice and certification requirements are the same as those required for FMLA leave.

Health Insurance Benefits

Company provided insurance coverage is not continued during NJFLA leave, although employees may purchase continued coverage under COBRA, as applicable.

Substitution of Paid Leave

NJFLA leave is unpaid. However, employees must use any available unused accrued paid time off during any type of leave under the NJFLA.

Return to Work

Except in certain limited circumstances, employees taking family leave under the NJFLA will be returned to their former positions or an equivalent position upon return from leave.

505 Bereavement Leave

Employees must get authorization from UrbanPromise before taking Bereavement Leave. The Ministry reserves the right to request a copy of the death certificate.

A maximum of three days with pay will be given to full-time employees experiencing a death in the immediate family. Immediate family includes: parent (including step-parent), child (including adopted, step or foster children), spouse, civil union or domestic partner, brother, sister, parent-in-law, child-in-law, step-in-laws, grandparents, grandchild, aunt, uncle, nephew, or niece. Additional Personal days may be taken with the approval of a supervisor.

Part-time employees may make requests for Bereavement Leave to their immediate supervisor. Such requests will be determined in the sole discretion of the Ministry.

506 Jury Duty and Court Appearance

All employees have a civic responsibility to serve when called as a juror or witness. Employees are required to submit a copy of the subpoena or other court document to their supervisor which FY 2018 Revised 09/2017 Page 35

will serve as a request for compensated leave. A copy of the paystub from the court must be provided to the Chief People Officer.

Employees who are required to be absent from work for jury or witness duty will be paid the difference between regular pay and compensation received from the court for up to two weeks within a calendar year. If the employee is released by the court before 12 pm (noon) on the final day of duty, the employee is expected to return to work for the remainder of the normal work day.

Employees who are served with a summons or court order to appear as a material witness, and who testify, will be given paid time off for up to three days they appear as a witness as long as documentation is produced, provided they are neither the plaintiff nor the defendant.

507 Military Leave

Staff members are eligible for military leave if they are called to active duty, Reserve or National Guard training, or if they volunteer for such duty or training. While staff members are on military leave, they will receive their regular pay or salary for the time they are away from work, up to two weeks pay in any calendar year plus sick/personal days, less the amount of military pay they receive during the same period.

Copies of military orders should be submitted to the employee’s supervisor in order to qualify for military leave, as required by applicable state and federal law. Staff members are eligible to continue employment, in either the same or similar role as they had prior to military duty in accordance with applicable law.

If employees have any questions about whether proposed time off qualifies as military leave, please contact Chief People Officer.

508 Workers’ Compensation

Absence and expenses due to a work-related injury or illness are compensable under state workers’ compensation law and funded by the Ministry. Employees must promptly report to a supervisor within 24 hours of the occurrence of any incident on the job, no matter how minor it may appear, in order to receive the medical care and financial assistance to which they may be entitled under the law. Failure to properly report an incident may jeopardize benefits.

509 Emergency Responder Leave

UrbanPromise will provide unpaid leave to all volunteer emergency responders who are absent from work because they are serving as a volunteer emergency responder during a state of emergency declared by the President of the United States or the Governor of the State of New Jersey or are actively engaged in responding to an emergency alarm. To take advantage of this leave, employees must provide notice to their supervisor at least on hour before they are to report to work.

In addition, upon their return to work, employees must provide a copy of the incident report and certification by the incident commander or other official or officer in charge affirming the FY 2018 Revised 09/2017 Page 36

employee’s need for leave and identifying the date and time the employee was relieved from duty.

510 Domestic Violence Leave

Employees who were the victim of an incident of domestic violence or a sexually violent offense or whose child, parent, spouse, domestic partner, or civil union partner was a victim may be eligible for a domestic violence leave of absence. To be eligible, the employee must have been employed with the Ministry for 12 months and have worked at least 1,000 hours in the 12 months preceding the leave. Eligible employees are entitled to take up to 20 days of unpaid leave in the 12-month period following the incident of domestic violence or sexually violent offense for a variety of reasons related to the incident. Employees, who think they qualify for this leave, should contact the Human Resources Department.

Leave may be taken intermittently, but not in less than one day increments. Employees requesting this leave should provide written advance notice of the need for leave, if possible. In addition, the Ministry may require an employee to support his or her need for this leave with reasonable documentation. The Ministry will keep all information regarding an employee’s need for domestic violence leave strictly confidential.

511 Leave of Absence

Depending upon department staffing level, it may be possible for supervisors (with authorization from Human Resources) to approve an unpaid personal leave of absence for a period of up to three months.

512 Sabbatical Leave

Purpose of Leave

Sabbatical leave may be requested by UrbanPromise staff member for the purpose of professional growth and development which is related to their roles, responsibilities and job description in the ministry.

Eligibility for Sabbatical Leave

Sabbatical leave is only available to UrbanPromise employees who have continuously served the Ministry for ten or more years.

Number, Length, and Conditions of Sabbatical Leave

A maximum of one staff sabbatical will be granted every ten-year term with the Ministry. Sabbaticals are for a maximum of three months per ten-year term. Sabbatical recipients will receive full pay and benefits during the period for which they are on sabbatical leave in addition to their vacation/PTO leave.

If the sabbatical involves a course of study at an accredited post-secondary institution, UrbanPromise general tuition reimbursement policy will apply. FY 2018 Revised 09/2017 Page 37

Recipients must sign a written agreement to return to UrbanPromise as a full-time staff member for at least one fiscal year following their sabbatical leave.

Application Process

Requests for a sabbatical leave must be made in writing to the individual’s direct supervisor at least six months prior to the date requested for sabbatical leave. Applications should be sent to the Chief People Officer and the Executive Director. The application must contain the following:

1. • Narrative statement of purpose and goals of the sabbatical.
2. • Place/site/host institution of the sabbatical, if any.
3. • Letter of acceptance or cooperative agreement by host institution, if applicable.
4. • Submission of approved sabbatical leave request form to the Chief People Officer
5. • Products, reports or papers expected to be produced at the end of the sabbatical. (If no specific product is proposed, a narrative report of sabbatical activities is required).
6. • Identify grants or other available resources to the employee during the sabbatical leave.

Criteria for Selection

Applicants must have continuously completed at least ten years of full-time service at UrbanPromise.

Applicant proposals will be evaluated on completeness, value as professional development, relevance to the individual’s roles, responsibilities and job description, and consistency with UrbanPromise’s mission and priorities.

Applicants must be in good standing with job performance with the Ministry.

Decisions may take into account the availability of a suitable substitute or coverage plan for the period of the sabbatical.

Granting of the sabbaticals shall be in the sole discretion of the direct supervisor and Human Resources department.

Reporting Requirements

Approved sabbatical applicants are expected to make available any product or paper agreed upon in their approved application within 30 days after the completion of their sabbatical. FY 2018 Revised 09/2017 Page 38

If no specific deliverable is agreed upon, approved applicants are expected to submit a comprehensive narrative report of sabbatical activities within 30 days after their return to UrbanPromise.

Approved sabbatical applicants are expected to provide at least one workshop or staff development activity for their fellow staff members within six months after the completion of their sabbatical leave.

Section 600 Benefits

The following is a summary of benefits. Employees should review plan documents for complete, detailed information regarding benefits provided by UrbanPromise. If there is a conflict between the summary information in this Handbook and the applicable plan documents, the plan documents control. Further, nothing in the Handbook shall be deemed to alter or amend the terms of the plan documents, and the plan documents will control in the event that anything in this Handbook conflicts with the terms of the plan documents. Each employee will receive an updated version of the Benefits booklet annually outlining all current benefits offered to full and part-time staff.

601 Health and Other Insurance Benefits

UrbanPromise desires to promote the health and well-being of employees and their families and makes available to all regular full-time employees a comprehensive, quality medical insurance program that includes dental and vision discount program. Benefits are effective on the first of the month after the start date.

Upon enrolling, employees receive summary plan descriptions describing their benefits in detail. Applicable employee contributions will be explained at enrollment and will be automatically deducted from employee’s paycheck.

Additional benefits available to eligible employees include:

• • Group Long-Term Disability Coverage
• • Basic -Group Life Insurance
• • Voluntary Life Insurance
• • Voluntary Vision Insurance

602 Voluntary 403 B

UrbanPromise employees are encouraged to divert a percentage of their income to the TIAA-CREF retirement plan. UrbanPromise does not match employee contributions. TIAA-CREF is available to all full-time and part-time employees.

603 Tuition Reimbursement

Continuing education and providing educational assistance to employees is important to UrbanPromise. To encourage the professional and personal development of every UrbanPromise employee, the following policy establishes reimbursement for qualified educational expenses and FY 2018 Revised 09/2017 Page 39

successful completion of undergraduate, graduate and post-graduate courses in accredited colleges or universities.

The Eastern University will provide 25% Campolo College of Graduate and Professional Studies tuition grant to all accepted students who are employees and alumni taking a minimum of six credits a semester.

Cairn University will provide 50% tuition grant to all accepted students who are employees and alumni taking a minimum of three credits per semester.

All full-time employees with at least 12 months of continuous employment prior to the time of course enrollment and who are in good standing are eligible for educational assistance in accordance with this policy.

Reimbursement Requirements

Employees interested in participating in this education assistance program must complete the Request for Employee Tuition Reimbursement Form prior to the commencement of any coursework for which the employee desires to be reimbursed.

Approval for tuition reimbursement must be given in advance by the individual’s supervisor and must be included in the department budget before registering for a class. The Tuition Reimbursement Form must be completed to trigger the distribution of funds. The Tuition Reimbursement Form can be received from the Chief People Officer. Individuals will be reimbursed after providing a receipt and copy of transcript with grade.

UrbanPromise will reimburse up to $2,000 per year for undergraduate courses and $3,000 per year for graduate courses at accredited colleges/universities for work related courses or majors only. This figure includes books and fees.

UrbanPromise will reimburse tuition as long as the final grade average in the course is a C or above.

Employee Responsibility

Voluntary Termination

If an employee resigns from their employment with UrbanPromise before the class or program is completed, the employee is no longer eligible for tuition reimbursement. If an employee leaves the Ministry within 12 months after receipt of tuition reimbursement, UrbanPromise expects the employee to pay back the tuition reimbursement received in current or previous fiscal year in full.

Involuntary Termination

If an employee is terminated by UrbanPromise for any reason, the employee is no longer eligible for tuition reimbursement, whether or not the employee’s class or program is completed. If an employee is laid off or terminated due to a slow economy, job elimination, or other business FY 2018 Revised 09/2017 Page 40

conditions over which the employee has no control, the employee maintains eligibility for reimbursement at the completion of the course, as long as the class began prior to the layoff or termination.

Section 700 Safety, Risk Reduction, and Reporting

701 Child Abuse Reporting Procedure

Confidentiality of our young students and staff is very important to UP. Listening is a core aspect to youth development and education; and in so doing, keeping trust (confidentiality) is important, except in the case of the following exceptions, as required by law and/or ethical standards:

1. Harm to self or others

This could include things such as a suicide attempt or plan, cutting or other self-injury, eating disorders, addictions, fighting or other physical violence, illegal behaviors, threats, etc. — anything that puts the student’s health or safety, or someone else’s health and safety, at risk.

2. Abuse or neglect

UrbanPromise is required by law to report abuse (physical, emotional, verbal, sexual, or other abuse), whether to the student or to another minor, to the New Jersey Department of Children and Families, Division of Child Protection and Permanency (“CP&P,” formerly the Division of Youth and Family Services), and possibly the police. Even if an abuse case has already been addressed by CP&P or the police, we still may need to make a call to ensure compliance.

3. Court or other legal proceedings

By law, if we are subpoenaed (required by law to attend a hearing or other court proceeding), we cannot guarantee that information will be kept confidential. We will always do our best to reveal as little as possible in a legal setting, but we must cooperate with the police, CP&P, and the courts.

4. Commit a crime or illegal activity

We are required by law to report instances where a student shares that he or she may commit a crime or participate in illegal activity.

CP&P is New Jersey’s child protection and child welfare agency within the Department of Children and Families. Its mission is to ensure the safety, permanency and well-being of children and to support families. CP&P is responsible for investigating allegations of child abuse and neglect and, if necessary, arranging for the child’s protection and the family’s treatment. FY 2018 Revised 09/2017 Page 41

• • Who: The child and parent/caregiver’s name, age and address and the name of the alleged perpetrator and that person’s relationship to the child.
• • What: Type and frequency of alleged abuse/neglect, current or previous injuries to the child and what caused you to become concerned.
• • When: When the alleged abuse/neglect occurred and when you learned of it.
• • Where: Where the incident occurred, where the child is now and whether the alleged perpetrator has access to the child.
• • How: How urgent the need is for intervention and whether there is a likelihood of imminent danger for the child.

In New Jersey, any person having reasonable cause to believe that a child has been subjected to abuse, neglect, acts of abuse or neglect should immediately report this information to the State Central Registry (“SCR”). Further, the person who has directly observed or has been told of abuse must be the person to contact the CP&P.

Abuse is the physical, sexual or emotional harm or risk of harm to a child under the age of 18 caused by a parent or other person who acts as a caregiver for the child. Neglect occurs when a parent or caregiver fails to provide proper supervision for a child or adequate food, clothing, shelter, education or medical care although financially able or assisted to do so.

Every person at UrbanPromise is a mandatory reporter, and is therefore required to report suspected child abuse (this includes teachers, staff, and interns). If the child is in immediate danger, call 911 as well as 1-877 NJ ABUSE. A concerned caller does not need proof to report an allegation of child abuse and can make the report anonymously.

If there is ever a need to reveal information, let the student know in advance, and work with the student to handle the situation in a respectful manner.

Employees must tell their supervisor when making a report to CP&P. If it is an emergency (the child is under a current and imminent threat), the employee should make the 911 call and then report to his/her supervisor. If the situation is not an imminent threat/emergency, the employee should immediately notify the supervisor and report to CP&P within two hours of gaining information that lead to reasonable cause. The supervisor must ensure a written report is made on the same day and provided Executive Director. If staff, interns, or volunteers are suspected of abuse, the Executive Director should be notified immediately, and she will report to CP&P during the same day. CP&P SCR screeners are trained caseworkers who know how to respond to reports of child abuse/neglect. Whenever possible, a caller should provide all of the following information:

Any person who, in good faith, makes a report of child abuse or neglect or testifies in a child abuse hearing resulting from such a report is immune from any criminal or civil liability because of such action. Calls can be placed to the hotline anonymously. FY 2018 Revised 09/2017 Page 42

Any person who knowingly fails to report suspected abuse or neglect according to the law or to comply with the provisions of the law is a disorderly person and subject to a fine of up to $1,000 or up to six months’ imprisonment, or both.

When a report indicates that a child may be at risk, an investigator from CP&P will promptly investigate the allegations of child abuse and neglect within 24 hours of receipt of the report.

702 Confidentiality

UrbanPromise is committed to protecting the confidentiality of student records and other non-public information regarding our students and their families, employees and the school as described in this policy and the Student Records Policy. Employees must ensure that this information is held in confidence to protect the welfare and interests of students and their families and Urban Promise. To protect the confidentiality of all students and their families, and employees of UrbanPromise, distribution of the school’s student or staff directory or other information concerning students or staff (e.g., home phone numbers or addresses) to persons not affiliated with the UrbanPromise Ministries is expressly prohibited, except as set forth in the

While UrbanPromise employees should always maintain appropriate levels of confidentiality as to its students, an employee should not promise a student that he or she will “never tell” something that a student tells him or her. Employees may be required by policy or law to share information revealed by students with other UrbanPromise staff and/or government officials, such as when a student reveals instances of abuse.

All UrbanPromise employees will refrain from discussing students and their families in the presence of non-employees or where they potentially could be overheard or seen by non-employees.

Use of photos and videos of UrbanPromise students and/or their families is by express permission only and only for UrbanPromise use. No such photos may be used outside of UrbanPromise without UrbanPromises’ advance express permission.

703 Driver Safety Policy

In order to be added to the Ministry’s insurance as a vehicle driver, one’s supervisor must give permission and the employee/driver must provide a valid driver’s license to the Operations Manager (prior to engaging in driving). If an employee plans to drive children/youth for Ministry purposes in a personal vehicle, he/she takes on the personal liability. In order to drive youth in personal vehicles, the employee should have the permission of one’s supervisor and provide a copy of a valid driver’s license to the Manager of Operations and receive a license background check prior to engaging in driving UP vehicles. All Ministry-vehicle drivers must meet the following requirements:

1. • Possesses valid driver’s license;
2. • Be at least 21 years of age; and

FY 2018 Revised 09/2017 Page 43

• • Qualified and experienced in operating the vehicle
• • Receive and pass drivers background check through the Human Resources Office prior to driving a UP vehicle • All employees are expected to wear seat belts at all times while in a moving vehicle being used for UrbanPromise, whether they are the driver or a passenger. Drivers should remind and require all passengers to wear seat belts.
• • Any driver who incurs a driving infraction while driving a Ministry vehicle is expected to pay the associated fine.
• • Use of handheld cell phones, whether personal or UrbanPromise-owned, while behind the wheel of a moving vehicle being used for UrbanPromise is strictly prohibited. Although use of cell phones under any circumstances is strongly discouraged while driving, the use of hands-free technology may be warranted in unusual or emergency circumstances.
• • Use of alcohol, drugs, or other controlled substances is prohibited. You also not permitted to drive if you are using certain over-the-counter cold or allergy medications that in any way impair driving ability.
• • All employees are expected to follow all driving laws and safety rules such as adherence to posted speed limits and directional signs, use of turn signals and avoidance of confrontational or offensive behavior while driving.
• • Employees should never allow anyone to ride in any part of the vehicle not specifically intended for passenger use and/or any seat that does not include a working seat belt.
• • Employees who drive commercial vehicles or who are otherwise subject to separate rules and regulations such as those dictated by state or federal law are also expected to adhere to all policies and regulations associated with the appropriate law or regulation that applies.
• • Employees must promptly report any accidents to local law enforcement as well as to UrbanPromise in accordance with established procedures.
• • Employees are expected to report any vehicle safety/mechanical concerns immediately to the Manager of Operations.

Employees that drive for UrbanPromise at any time will be expected to consistently follow all the procedures below: FY 2018 Revised 09/2017 Page 44

1. • Weight must be front-loaded, preferably with the back seat removed;
2. • No roof racks; and
3. • Additional luggage must be secured and stored in front of the rear axle.

704 Vehicle Rentals

When a vehicle is rented, the name UrbanPromise Ministries, Inc. must appear on the rental contract. This will provide collision and comprehensive coverage. Coverage offered by the rental company should be declined. If available, a corporate credit card should be used for the rental because the card provides collision and comprehensive coverage.

UrbanPromise encourages limiting the rental of 12 or 15-passenger vans. Use 12 or 15-passenger vans only when the conditions set forth above in the Driver Safety Policy and the following restrictions are met:

Employees are prohibited from renting vehicles for Ministry business without prior written authorization from Operations Manager.

705 Risk Management

Risk management consists of three parts: (1) finding and assessing risks; (2) minimizing those risks; and (3) compensating for losses resulting from the remaining risks (usually by purchasing insurance). While risk management seeks to protect life and property, it cannot provide a risk-free environment.

Assessing Risks

UrbanPromise may be liable for any harm that results from employees’ acts within their scope of employment or volunteers’ acts within their scope of activities. If employees or volunteers act outside their job description, or without knowledge of their supervisor, or irresponsibly or carelessly, they may be liable for any harm that results.

Once an activity is determined to be within the mission, the risks associated with it must be assessed. The Department Director should be kept informed of activities so that he/she can help ensure risks are considered.

Minimizing Risks: General Procedures

Education and Training

All supervisors must include UrbanPromise risk management and safety policies in their training programs. These programs should contain instruction on safety, reporting, and handling accidents and potential claims, review of accident reports. Supervisors should annually review risk management and safety policies. The Manager of Operations can provide assistance. FY 2018 Revised 09/2017 Page 45

All supervisors must also ensure that students and staff are trained for the tasks assigned to them. This includes providing the right safety equipment and adequate, experienced supervision. Do not plan or participate in a project which involves the participation of:

1. a) Working without appropriate medical sanitary barriers in situations where there is a disease or illness;
2. b) Administering emergency medical aid (as part of a regular assignment, beyond what a citizen would voluntarily do);
3. c) Unsupervised demolition, construction, maintenance, or rehabilitation of a building;
4. d) Unsupervised, solitary, or private outreach to children or teens;
5. e) Operation of heavy equipment such as bulldozers or forklifts;
6. f) Activities where proper equipment, such as gloves, masks, hard hats, etc., are not used;
7. g) Unsupervised counseling situations; or
8. h) Walking alone at night. (Programs should always ensure they are providing vehicle or group walking drop offs for children under 13 at all times and for teens after dusk.)

Insuring Risk

UrbanPromise is fully insured for liability and accident insurance for events and activities taking place on campus. Any event or activity occurring off site requires a Certificate of Insurance. An application can be obtained from the Manager of Operations for submittal to the Ministry’s insurance carrier. Requests must be made at least two weeks prior to the event or activity.

Supervision

It is the responsibility of program directors/principals to ensure all sponsored activities are evaluated for potential risks and safety issues; and to ensure staff is prepared to implement programs/events in a safe way.

Liability Releases

All participants other than employees in an activity are to sign liability releases. All releases should contain an alternative dispute resolution clause. Parents or legal guardians are also required to sign for any participant under age 18. For “Liability Release” language, please see the Manager Operations.

Reporting Accidents and Losses

All accidents and losses resulting in major personal injury, death, or major property damage (loss to UrbanPromise property or other property where an insurance claim may result) must be reported.

Reports of emergencies, serious accidents or crises (such as death, serious injury, fire, or crime, sexual assault, missing/overdue person/s) should be made to one’s supervisor and the Executive Director of UPM within one hour. Reports arising from minor injuries at UrbanPromise FY 2018 Revised 09/2017 Page 46

1. • Establish minimum requirements for group leaders for First Aid and CPR. If water activities are involved, have someone present who is certified in water rescue/safety.
2. • Check electrical equipment and cords to be sure they are adequate for the load.
3. • Establish a formal inspection procedure and schedule for all camps. Items to be checked include: athletic/play equipment; slip and trip hazards; fire protection equipment, including smoke detectors in buildings, exit signs.
4. • Activities to Avoid: Do not use charter or private aircraft. Do not participate in, sanction, or allow bungee jumping, snowmobiling, hang-gliding, parasailing, spelunking, white-water rafting (unless with UrbanTrekkers), or use of trampolines or all-terrain vehicles.
5. • Downhill skiing is permitted only at professionally run ski slopes that have liability coverage. A ropes course may be used when the course and the instructors are certified and liability coverage is provided. Permission of your supervisor is possible and must be obtained for housing rehabilitation, mountain and rock climbing, and wilderness trips.

AfterSchool, Summer Camps, or UrbanTrekkers involving anticipated treatment costs of less than $500 should be verbally notified within four hours to one’s supervisor, and submitted in writing to one’s supervisor and the Manager of Operations within 24 hours.

All reports should be submitted via the Accident Report form and are to include the facts, investigation of law enforcement officers, and names of witnesses. Supervisors should instruct employees and volunteers on the importance of preserving evidence and the documenting the names and addresses of all witnesses and investigating law enforcement officers. Report property damage to one’s supervisor and the Operations Manager within 24 hours.

Compensating for Potential Losses

Potential losses are usually compensated for through insurance. The Ministry’s insurers cover only those activities known to UrbanPromise. Consequently, supervisors must notify the Manager of Operations potential risks. The Ministry’s insurer requires prompt reports on accidents, losses, and potential claims.

Employees and volunteers involved in accidents, losses, or potential claims should not make any statements about liability (admitting or denying). They also should not initiate or participate in settlement negotiations.

Additional Risk Reduction Procedures

Report all unsafe conditions promptly to Manager of Operations. Be sure that all vehicles, other modes of transportation including boats are in good working order and safe operating condition.

706 Lobbying Activity

UrbanPromise is prohibited from any lobbying activities (including promoting or intervening in the campaign of, or demonstrating against, any candidate or aspirant for public office). Employees are free to participate in political and lobbying activity (including voting, or FY 2018 Revised 09/2017 Page 47

encouraging others to vote their conscience), as long as the employee does not relate this activity to UrbanPromise’s position.

UrbanPromise letterhead should not be used, nor should one sign a letter as a representative of the ministry when voicing an opinion to a magazine, newspaper, or other media outlet. This will avoid confusion between the personal expressions of the writer and the official position of UrbanPromise. The President or Executive Director only, in limited circumstances, may be authorized to endorse a position as that of UrbanPromise Ministries letterhead. See Section 805, Social Media Policy.

707 Emergency Procedures and Office Closings

It is the responsibility of each employee that all tasks be conducted in a safe and efficient manner complying with all local, state and federal safety and health regulations, programmatic standards, and with any special safety concerns identified by UrbanPromise. Although most safety regulations are consistent throughout each department and program, it is the responsibility of the employee to identify and familiarize him or herself with the Emergency Plan for his or her working area.

Each facility shall have posted an Emergency Plan detailing procedures in dealing with emergencies:

a. Fire/Evacuation

b. Threat/Intruder

c. Medical emergency, etc.

UrbanPromise regularly conducts fire alarm tests and fire drills. If the emergency fire alarm system is activated, all employees are to evacuate the building.

708 Inclement Weather Closings

Occasionally the Ministry and/or specific programs must close some or all operations because of an unusually heavy snowfall/dangerous road conditions or other extraordinary condition. In this case, the entire Ministry will close (deemed a paid day off); it will open late (deemed a late day); or specific programs will shut down due to difficulty of road conditions (not deemed a paid day off). In the latter case of specific program shut down (e.g,. schools or after-school programs), employees are expected to work and utilize the time productively for the purposes of the Ministry.

Schools will follow the Camden City School winter closing announcements for student closings, however these days are not considered paid time off for employees, unless the entire Ministry is closed due to conditions.

If an employee has unusual road conditions that make his or her commute dangerous, he or she should contact his or her supervisor regarding work options, which may include coming in late, working at home or taking a Personal day, all of which is subject to approval by the supervisor. FY 2018 Revised 09/2017 Page 48

1. • Aisles, hallways, and fire exits must always remain open.
2. • All stored materials must be stacked properly on a firm and even foundation. Stacks must not be allowed to reach a hazardous height, and where possible, stacks must be cross-tied or braced for mutual support.
3. • Tools, personal safety, and other equipment shall be maintained in good serviceable condition. All tools and potentially harmful chemicals should be put away and locked when not in supervised use.
4. • Protective equipment and clothing, including but not limited to safety shoes, safety glasses, goggles, and hearing protection must be worn where required.
5. • All injuries and accidents (including but not limited to those involving UrbanPromise vehicles) regardless of their severity, must be reported immediately to the employee’s supervisor who will then notify Manager of Operations.
6. • All injured employees are required to report for treatment as requested by a doctor or medical provider. Employees will not be permitted to return to work without written approval of a doctor or medical provider.
7. • Employees who observe an unsafe condition are required to report it to their respective supervisor immediately.
8. • Access to electrical breaker panels and all Ministry buildings must be kept open at all times. Temporary or permanent storage of materials should be avoided within three feet of any electrical panel. Panel doors should be closed when not in use.
9. • Extension or data cables shall not be placed in areas where they will create tripping or other hazards. Extension cords should not be used on Ministry premises on a permanent basis. • Any employee given keys and authority to enter and leave Ministry buildings must take responsibility for seeing that the building is properly disarmed on entrance and armed on exit. It is the responsibility of the employee’s supervisor to provide adequate instruction on the operation of the alarm systems;
10. • After-hour usage requires special attention to following end of day lock down procedures to secure buildings;

On days with inclement weather, UrbanPromise will have a recorded message on its main line (856-661-1700) that indicates that the Ministry is closed; that it is a potential late opening day, in which case the recording will include the time that employees should call back for further information; or that it is open, but with specific program closings.

709 General Safety Rules

The following are basic safety rules that should always be followed:

710 Building Security Rules

The following are basic security measures that should always be followed: FY 2018 Revised 09/2017 Page 49

1. • When leaving any Ministry buildings, check to see that all bathrooms and all other rooms are unoccupied before exiting the building; and
2. • When you are, the last person leaving a building, check to see that all windows are closed and locked and all doors to the outside are closed and locked.

711 Visitors

In order to assure the safety and security of Ministry employees, its visitors, and its property and to ensure that only authorized personnel have access to the Ministry facilities, all visitors must sign-in and out according to the prescribed building register.

712 Suppliers, Contractors, Delivery Personnel

Delivery personnel (e.g., UPS or Federal Express) will be permitted to make their deliveries to the appropriate areas without a badge or pass provided they do not go outside normal areas of pickup or delivery.

713 Employee Badge

In order to assure the safety and security of the youth in our schools and programs, all UrbanPromise employees will be issued picture identification badges which will include their name and association with UrbanPromise. These badges must be worn and visible at all times when on campus or when at off-campus sites during UP program.

If an employee does now wear his or her badge, a manager will remind the employee of the importance. If there is a continual pattern by the employee of not wearing the badge, the activity will result in disciplinary action.

714 Volunteer Policy

The UrbanPromise volunteer program is an excellent opportunity for donors and individuals to learn more about our programs and form relationships with our youth and help the ministry reduce our budget by providing assistance where we need it the most. A “volunteer” is anyone who chooses to perform services for UrbanPromise without compensation or expectation of compensation and who performs any service at the direction of and on behalf of the Ministry. A volunteer must be officially accepted and enrolled by the ministry prior to performance of any service. Volunteers are not employees of the ministry.

The productive utilization of volunteers requires a planned and organized effort. The function of the Volunteer Program is to provide a central coordinating point for effective volunteer management within the ministry and to direct and assist employees and volunteer efforts to jointly provide more productive support.

The chief People Officer takes primary responsibility for planning for effective volunteer utilization, for assisting staff in identifying productive and creative volunteer roles, for recruiting suitable volunteers, for training staff to supervise volunteers effectively, and for tracking and evaluating the statistical data reflecting the contribution of volunteers to the ministry. FY 2018 Revised 09/2017 Page 50

Each department in the ministry may request volunteer support from the Chief People Officer. Any interest of potential volunteer support must be vetted through the Chief People Officer. All volunteers are screened and interviewed prior to entering the ministry. No volunteer can provide support in the ministry unless they have participated in the screening process.

Once volunteers are assigned by the Chief People Officer it is required that the department assign one staff person to be the primary liaison of that volunteer. As the volunteer liaison, the assigned staff person is responsible to meet and greet them; provide direction and work assignments, as well as appropriate levels of support for work assignments; track attendance; and notify the volunteer of any program changes to location, schedule, etc., with timely information.

Should a volunteer have a complaint, it is the liaison’s role to hear and understand the complaint and also invite the volunteer to communicate the same information to the Chief People Officer.

Standards and Responsibilities

Volunteers represent a valuable resource for UrbanPromise, its staff, and its visitors. Volunteers should be given meaningful assignments and effective direction, and be recognized for work done. In return, volunteers should actively perform their duties to the best of their abilities, volunteer at their assigned times, and remain loyal to the mission and procedures of the UrbanPromise. All volunteers must sign-in and wear their volunteer badges always.

If a volunteer is not meeting the expectation of their volunteer role, please notify the Chief People Officer for counsel and next steps.

Section 800 Technology

801 Acceptable Use Policy

The computing resources at UrbanPromise support the instructional and administrative activities of the Ministry. Users of these facilities may have access to Ministry resources, sensitive data, and external networks. Consequently, it is imperative for all users to behave in a responsible, ethical, and legal manner.

The Acceptable Use Policy applies to all users of computing resources and computing equipment owned, leased, or rented by UrbanPromise. This includes all students, faculty, visiting faculty, staff, employees, interns, and volunteers, guests of the administration, visitors, and other external individuals or organizations. Computing equipment includes, but is not limited to the dialup modems, terminals, and microcomputers in public labs; minicomputers; file servers; and networking equipment used to link these components together and to the Internet.

Users have no right of privacy and should have no expectation of privacy while using the Ministry’s computers, electronic equipment (including servers), and/or e-mail system. The Ministry has the right to monitor and/or access any document, file, data, information, e-mail, communication, message, and materials that are prepared, created, modified, forwarded, stored, viewed, accessed, downloaded, transmitted, received, retrieved, or otherwise processed on the Ministry’s computers, electronic equipment (including servers), and/or e-mail system. FY 2018 Revised 09/2017 Page 51

The Ministry is not responsible for the content of any material the user prepares, receives, or transmits. Thus, as a condition of using the Ministry’s computer system the user represents that he or she will comply with all federal, state, and international copyright other intellectual property laws and agreements; and other federal and state laws, nor will his or her use of the system violate any federal or state civil or criminal laws. Furthermore, the user will indemnify, hold, exonerate, and hold the Ministry (and its representatives) harmless from any claim, damage, or cost related to the user’s use, including any legal fees the Ministry decides it is necessary to incur to defend itself (or its representatives).

Internet and e-mail access may not be used for transmitting, retrieving, or storing of any communications that are obscene, unlawfully discriminatory, unlawfully harassing, sexually explicit, or pornographic in nature. No messages with derogatory or inflammatory remarks that would violate the Equal Employment Opportunity, Anti-Harassment, Workplace Violence, or Anti-Retaliation policies shall be transmitted. Harassment of any kind is prohibited. Illegal activities (including, without limitation, piracy, cracking, extortion, blackmail, copyright infringement, and unauthorized access to any computers on the Internet or e-mail) are also forbidden.

Copyrighted materials belonging to entities other than UrbanPromise may not be transmitted by employees on the Ministry’s network. All employees obtaining access to other companies’ or individual’s materials must respect all copyrights and may not copy, retrieve, modify, or forward copyrighted materials, except with permission or as a single copy to reference only. If you find something on the Internet that may be interesting to others, do not copy it to a network drive. Instead, give the URL (uniform resource locator or “address”) to the person who may be interested in the information and have that person look at it on his/her own.

While the Internet is full of useful programs that can be downloaded, some of them may contain computer viruses that can extensively damage our computers. Be sure to virus-check downloaded files immediately. Instructions on how to check for viruses are available through the Manager of Operations. Also, many browser add-on packages (called “plug-ins”) are available to download. There is no guarantee that such will be compatible with other programs on the network and such may cause problems; therefore, please refrain from downloading such plug-ins.

Each employee is responsible for the content of all text, audio, or images that he/she places or sends over the Ministry’s Internet and e-mail system. No e-mail or other electronic communications may be sent which hides the identity of the sender or represents the sender as someone else. Also, be aware that UrbanPromise’s name is attached to all messages so use discretion in formulating messages and ensure that all messages comply with Section 220, Public and Media Relations and Outside Communications Policy.

802 UrbanPromise’s Right to Monitor

Users have no right of privacy and should have no expectation of privacy while using the Ministry’s computers, electronic equipment (including servers), and/or e-mail system. The Ministry has the right to monitor and/or access any document, file, data, information, e-mail, communication, message, and materials that are prepared, created, modified, forwarded, stored, FY 2018 Revised 09/2017 Page 52

viewed, accessed, downloaded, transmitted, received, retrieved, or otherwise processed on the Ministry’s computers, electronic equipment (including servers), and/or e-mail system.

All Ministry-supplied technology, including computer systems and company-related work records, belong to UrbanPromise and not the user. The Ministry routinely monitors usage patterns for its e-mail and Internet communications in order to protect its systems from viruses. Although encouraged to explore the vast resources available on the Internet, employees should use discretion in the sites that are accessed.

The Ministry’s computers and e-mail system are not private or confidential. All electronic communications are UrbanPromise property. Therefore, the Ministry reserves the right to examine, monitor and regulate e-mail messages, directories and files, as well as Internet usage. Internal and external e-mail messages are considered business records and may be subject to discovery in the event of litigation. Be aware of this possibility when sending e-mail within and outside the organization.

Since all the computer systems and software, as well as the e-mail and Internet connection, are UrbanPromise-owned, all Ministry policies are in effect at all times. Any employee who abuses the privilege of UP facilitated access to e-mail or the Internet may be denied access and may be subject to disciplinary action, up to and including suspension or immediate termination.

803 Cell Phones

Cell phones must be turned off or set to silent or vibrate mode during meetings and conferences and in other locations where incoming calls may disrupt normal workflow. Employees are strictly prohibited from using a handheld cell phone while operating a personal or Ministry vehicle on Ministry business. Such cell phone use is illegal in some states, including New Jersey. Although use of cell phones under any circumstances is strongly discouraged while driving, the use of hands-free technology may be warranted in unusual or emergency circumstances.

804 Computer Software

With regard to use on local area networks or on multiple machines, Ministry employees shall use the software only in accordance with the software publisher’s license agreement. Employees learning of any misuse of software or related documentation must inform their supervisor. Any Ministry employee, who makes, acquires or uses unauthorized copies of computer software for either business or personal use may be subject to disciplinary action, up to and including suspension or immediate termination.

805 Social Media Policy

This policy guides the publication of and commentary on social media by employees of UrbanPromise. For the purposes of this policy, the term “social media” denotes any facility or platform for online publication and commentary, including blogs, wikis, and social networking sites such as Facebook, Instagram, LinkedIn, Twitter, Flickr, and YouTube. This policy complements any existing or future policies regarding the use of technology, computers, e-mail and the Internet at UrbanPromise. FY 2018 Revised 09/2017 Page 53

UrbanPromise respects its employee’s right to use social networking sites as a medium of self-expression and public conversation. When an employee’s use is inconsistent with the terms of this policy, he or she may be held accountable personally for the statements and representations and may be subject to disciplinary action up to and including termination, as well as possible legal action. Use of social websites should be strictly in accordance with their posted terms of use. Common sense is the underlying theme of this policy.

When employees engage in social media activities, they should adhere to the following guidelines:

• • Use of social media on Ministry devices during working time is permitted, if it is for legitimate, pre-approved organization business. Otherwise, employees are not permitted to engage in social media activity during working time.
• • All social media use may be monitored in accordance with the Right to Monitor policy.
• • Be responsible with online communications as employees are more likely to resolve work-related complaints by speaking directly with their fellow employees or by utilizing the Ministry’s complaint and grievance policies, rather than posting complaints to a social media outlet. Nevertheless, if an employee decides to post complaints or criticism, he or she should avoid using statements, photographs, video, or audio that reasonably could be viewed as malicious, obscene, threatening, or intimidating.
• • Comments or postings that violate UP’s Equal Employment Opportunity or Harassment Prevention Policy is prohibited.
• • Be honest and act in good faith when posting information or news about the Ministry. Strive for accuracy and correct mistakes quickly. Remember that the Internet archives almost everything; therefore, even deleted postings often can be searched.
• • It is important that any information posted online honor the intellectual property rights of the Ministry. It is critical that employees show proper respect for the laws governing copyright, fair use of copyrighted material owed by others, trademarks, and other intellectual property, including the Ministry’s own copyrights, trademarks, and brands.
• • Unless specifically authorized, employees are not permitted to speak on behalf of UrbanPromise. The President, Executive Director, and the Development and Marketing Director are the only individuals authorized to comment publicly on behalf of the Ministry. Any publication, comment or posting via social media that is made on behalf of the Ministry must be submitted to the Ministry’s social media team for review and receive prior authorization. See Section 220, Public and Media Relations and Outside Communications policy.

FY 2018 Revised 09/2017 Page 54

• • Given the speed at which technology changes, it is not possible for UrbanPromise’s policy to address every situation involving online activities. This policy is intended to provide employees with guidelines for most online activities. Questions about how this policy applies to a given situation, or what information may or may not be posted on-line, should be directed to the Chief People Officer.

This policy is not intended to, and will not be interpreted or applied to, interfere with employee rights to self-organize, form, join, or assist labor organizations, to bargain collectively through representatives of their choosing, or to engage in other concerted activities for the purpose of collective bargaining or other mutual aid or protection. FY 2018 Revised 09/2017 Page 55

EMPLOYEE HANDBOOK ACKNOWLEDGMENT FORM

This Employee Handbook has been prepared for your information and understanding of the policies, philosophies, practices, and benefits of UrbanPromise Ministries. Please read it carefully. Upon completion of your review of this Employee Handbook, please sign the statement below and return it to your supervisor.

I, _________________________________, have received and carefully read a copy of the Employee Handbook which outlines the goals, policies, beliefs, and expectations of UrbanPromise Ministries, as well as my responsibilities as an employee. I understand that the policies and provisions in the Employee Handbook govern my employment with UrbanPromise and I agree to abide by them.

I have familiarized myself with the content of this Employee Handbook and any questions that I may have had were answered and/or addressed. By my signature below, I acknowledge, understand, accept, and agree to comply with the information contained in the Employee Handbook provided to me by UrbanPromise Ministries. I further acknowledge that the Employee Handbook supersedes all previously issued handbooks.

I also understand that my employment with UrbanPromise is “at-will,” and that either the Ministry or I may terminate my employment at any time, with or without cause or reason, and with or without notice. I acknowledge that nothing in the Employee Handbook is intended to alter in any way my status as an “at-will” employee.

No supervisor or other representative of the Ministry, except the President or Executive Director has the authority to alter your status as an “at-will” employee, enter into any agreement regarding the terms and conditions of your employment, or to make any agreement contrary to the above. Any alleged agreement with the President or Executive Director to alter your status as an “at-will” employee – or the terms and conditions of your employment – will not be recognized by the Ministry unless it is committed to writing and signed by the President or Executive Director.

I understand that nothing in the Employee Handbook creates a contract of any, including any contractual obligation or promise, express or implied, regarding my continued employment, any compensation, benefit, or other term or condition of employment, or termination of my employment.

I further agree that UrbanPromise has the right to unilaterally modify, revise, or discontinue any provision of the Employee Handbook as it deems appropriate, without any notice.

_____________________ ______________________________

Date Employee’s Signature

Staff Handbook

2017

Table of Contents

Executive Director Introduction……………………………………………………………….3

Vision……………………………………………………………………………………………4

Mission………………………………………………………………………………………….4

Administration of Policies……………………………………………………………………..4

Equal Opportunity………………………………………………………………………………4

At Will Employment…………………………………………………………………………….5

Staff Definitions…………………………………………………………………………………5

Initial Employment Period……………………………………………………………………..5

Time and Schedule Sheets……………………………………………………………………6

Personnel Files………………………………………………………………………………….6

Development Requirements…………………………………………………………………..7

Absenteeism/Lateness/Abandonment……………………………………………………….7

Performance Appraisal…………………………………………………………………………7

Internal Transfers/Promotion………………………………………………………………….8

Employment of Relatives………………………………………………………………………8

Dating……………………………………………………………………………………………8

Confidentiality…………………………………………………………………………………..8

Conflict of Interest………………………………………………………………………………9

Property Accountability…………………………………………………………………………9

Email/Social Media Use………………………………………………………………………10

Telephone Use…………………………………………………………………………………12

Mailboxes………………………………………………………………………………………12

Smokefree Workplace…………………………………………………………………………12

Drug-free Workplace…………………………………………………………………………..12

Dress Code……………………………………………………………………………………..13

Reimbursement of Official Expenses………………………………………………………..14

Benefits………………………………………………………………………………………….1

4

Professional Development……………………………………………………………………14

Workman’s Compensation……………………………………………………………………,14

Workplace Injuries……………………………………………………………………………..15

Telecommuting/At-home Work……………………………………………………………….15

Leave Policy…………………………………………………………………………………….15

Official Holidays………………………………………………………………………………..17

Jury Duty/Court…………………………………………………………………………………18

Family/Medical Leave………………………………………………………………………….18

Military Leave of Absence…………………………………………………………………….19

Short term Disability……………………………………………………………………………19

Leave of Absence/Part time Employment…………………………………………………..20

2017

1

Table of Contents cont’d

Harassment/Discrimination/Abuse……………………………………………………………21

Whistleblower Policy…………………………………………………………………………..23

Conflict Resolution…………………………………………………………………………….23

Performance Responsibility…………………………………………………………………..24

Exit Policy……………………………………………………………………………………….24

Access to Personnel Files…………………………………………………………………….25

Media/Public Contacts…………………………………………………………………………25

Risk Management……………………………………………………………………………..25

Visitors………………………………………………………………………………………….25

Workplace Violence……………………………………………………………………………26

Appendix ……………………………………………………………………………………….28

Conflict of Interest……………………………………………………………………..29

Initial Employment Period Evaluation……………………………………………….32

Leave Request Form………………………………………………………………….34

Personal Injury and Child Incident Report………………………………………….35

Professional Development Request…………………………………………………36

Child Safety Policy…………….………………………………………………………37

Finance Procedures…………………………………………………………………..38

Emergency Drill Reporting Form…………………………………………………….40

Safe Driving Policy……………………………………………………………………42

Social Media Policy……………………………………………………………………43

Community Living Commitment……………………………………………………..45

Intern Covenant……………………………………………………………………….47

Time and Schedule Sheet……………………………………………………………

Expense Report………………………………………………………………………

Receipt/Acknowledgement of Handbook……………………………………………………49

2017

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Welcome to UrbanPromise!

We thank God for directing you to our staff, and look forward to becoming stronger partners in the work that is before us.

Working at UrbanPromise sure is an adventure where often every day is very different from the next. You’ve joined a host of dynamic UrbanPromise staff and a brand new international family. Each staff member here at UrbanPromise Wilmington is dedicated to reaching urban youth with the gospel of Jesus Christ and we’re ever ready to be the hands and feet of Jesus Christ. Together we believe in the power of Jesus to restore and build the next generation of urban Christian leadership. Scripture sets the scene for our vision: “The thief comes only to steal, kill and destroy, but I have come so that they might have life in abundance” (John 10: 10).

UrbanPromise has a reputation as a second family. Both the youth we are here to serve and our staff both past and present have experienced and loved the community in Christ that is the first part of our vision statement. We are grateful that God gave us a clear and compelling vision and an amazing staff body who take it seriously which has enabled us to build an environment that we have all come to know as family.

Now that you’re a member of our family, you have the opportunity to build on the work of others, not only to make UrbanPromise better, but to reach urban youth in ways that only your unique gifting allows. Whether you work directly with students or support those who do, you were called here to forward our vision in particular ways. That’s exciting, scary and comforting all at the same time.

Finally a word about this staff handbook: We’d like to say, “all you need to do is the next right thing”, but we know, from experience, that we don’t always know what that is or how to do it. These policies give you the information you need as an UrbanPromise staff, and help you pursue “the next right thing” in a number of different contexts. We expect you to read this handbook in its entirety and keep it handy as a point of reference for your work. In addition to clarifying responsibilities and benefits, we hope this handbook also gives you an indication of our interest in your growth as Christian and a professional; seeking : a “life in abundance”.

Welcome

Rob Prestowitz Executive Director

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OUR VISION

To be a community in Christ of servant leadership and transformation seeking a full life for all involved – youth, families, staff, and volunteers – in the neighborhoods of our city.

OUR MISSION

To equip children and young adults through Christ with the skills necessary for personal growth, academic achievement, life management and leadership.

ADMINISTRATION OF PERSONNEL POLICIES

The Board of Directors has responsibility for personnel policy development and administration through the UrbanPromise Executive Director.

Designated Managers and Program Directors have delegated responsibility for administering personnel policies within their area of responsibility.

Draft Policies or changes to policies are normally developed by UrbanPromise staff with input from various sources. Exceptions and changes to personnel policies must be approved by the Executive Director and the Human Resources Director (or their designee) before they become effective.

UrbanPromise Wilmington’s Personnel Policies & Procedures are intended as operational guidelines for the organization, not as legal components of employment contracts.

EQUAL OPPORTUNITY

UrbanPromise is an equal opportunity employer. It does not discriminate in hiring, recruitment, training, or promotion of staff, administration of personnel policies, or condition of employment on the basis of race, color, sex, genetic information, age, national origin, disability or marital status. However, due to the religious nature of the agency, UPW reserves the right to decline employment to or terminate the employment of any individual whose own demonstrated religious beliefs are in conflict with the beliefs espoused by the ministry.

UrbanPromise is an equal opportunity employer and as such, prohibits discrimination and harassment of any type and affords equal employment opportunities to staff and

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applicants without regard to race, color, religion, sex, national origin, age, disability or genetic information.

AT WILL EMPLOYMENT

Employment is with the mutual consent the staff and UrbanPromise. Consequently, both the staff and UrbanPromise have the right to terminate the employment relationship at any time. The agency may terminate an staff without cause. This employment at will relationship will remain in effect throughout your employment with UrbanPromise, unless it is specifically modified by an express written agreement signed by you and the Executive Director or his/her representative. This employment at will relationship may not be modified by any oral or implied agreement.

STAFF DEFINITIONS

For purpose of these policies, the following definitions will apply:

Teaching Staff – a staff at UPA/UPS who works at least 40 hours per week, signs a yearly contract, and works nine months (academic year) paid over twelve months

Full-time staff – a staff who regularly works at least 40 hours per week Part-time staff – a staff who regularly works fewer than 30 hours per week Intern – a stipendiary staff who regularly works 40 hours per week

Temporary staff– one who is employed for a limited period of time, usually for a particular project but less than a full contract year. (These may include agency temporaries, contract staff < 1 year, leased staff, independent contractors, and direct-hire temporaries.)

INITIAL EMPLOYMENT PERIOD

Every new hire will be required to sign an “Acknowledgment of Receipt” form for any items they are given to use while employed by UP, such as keys and gas cards. Supervisors and managers should notify the Executive Director when they give an staff an item so the acknowledgement form can be kept up to date. All items must be returned on the staff’s last day. Otherwise the staff will be responsible for reimbursing UP for the cost of the item.

The Executive Director or Human Relations Director will review all staff benefits with

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new staff. Individuals must enroll for medical and dental coverage during their first month of employment. Otherwise, unless a qualifying event occurs, they will have to wait for “open enrollment.” Individuals who choose not be covered must sign a “Refusal of Benefits” form. New staff will also be given health company information at the time they enroll for medical and dental benefits.

All new staff of UrbanPromise are on probation for a 90-day time period immediately following the effective date of their employment.

During the probation period, the new staff will meet with the immediate supervisor after 15, 30, 60 and 90 days. The immediate supervisor will provide a written probation evaluation at each meeting. This appraisal will include an assessment of work performance, interpersonal relationships, and the ability to relate to the mission, vision, and goals of UrbanPromise. A copy of this appraisal will be given to the staff and a copy filed in the official personnel file in the Administrator’s Office. If no deficiencies are noted, the staff will normally be released from probation at the end of the 90-day period. In extenuating circumstances an staff’s probation period may be extended for no more than two (2) additional 30-day periods.

During the probation period, the staff may be terminated for unsatisfactory performance as determined and documented by the supervisor.

TIME & SCHEDULE SHEETS

Hourly staff are required to complete a timesheet, which records their hours worked. These are turned in every two weeks. The time sheet must be signed by the person’s supervisor and be turned in to the payroll Administrator. A complete schedule of due dates for time sheets and paydays will be provided at orientation.

All staff are required to submit a signed and completed schedule sheet each Monday recording the application of their work hours the previous week. The schedule sheet must be signed by the person’s supervisor and returned to the staff for review at monthly check ins.

PERSONNEL FILES

A personnel file is maintained for each staff of UPW. These personnel files contain confidential documents and are managed and maintained by Human Resources. These files include annual background checks, annual child safety policies, disciplinary forms, insurance paperwork, I-9 paperwork, leave request forms, and the like. Payroll files are maintained by the Finance Director; payroll files contain a history of the staff’s jobs, departments, compensation changes, and so on.

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It is the staff’s responsibility to notify Human Resources of any changes that need to be reflected in his/her personnel file. staff should notify their supervisor or manager, who will in turn notify Human Resources of any change in email address, telephone number, address change, change in driver’s license/status or insurance status as well as emergency contact. Any additional training or education should also be added to the staff’s file on a regular basis. staff and volunteers are responsible to maintain continuing eligibility for service. Information that would be cause for cessation of eligibility for employment or approval for volunteer assistance should be brought to the attention of Human Resources or Executive Director immediately.

DEVELOPMENT REQUIREMENTS (Fig)

All staff are expected to support and engage in the development/fundraising/recruitment activities of UrbanPromise. We believe that these activities are as much for staff as for supporters and the future of the agency. If we each carry a percentage of fund development, it helps ensure the continuation of UPW. This includes writing letters, personal contacts, fundraising visits, work days, and the like. Specific goals will be set by the Development Catalyst and supervisors.

ABSENTEEISM, LATENESS AND ABANDONMENT

Staff are expected to be at their designated work location and prepared for work at the time set by their supervisor. Staff will be considered late for work if they arrive after the start work time set by the supervisor. The supervisor may excuse late arrival when appropriate based on the justification provided by the staff. Repeated lateness should be documented in the Official Personnel File. Staff are expected to report anticipated lateness to their supervisor in advance.

Repeated lateness, absenteeism or abandonment may result in disciplinary action, probation and termination. If you do not call in or report to work for two consecutive work days, you may be considered to have voluntarily quit.

PERFORMANCE APPRAISAL

Performance Appraisal at UrbanPromise Wilmington, Inc. is a proactive, nurturing, reinforcing, goal-attaining program. The supervisor is to serve as a “coach”, assisting the staff through evaluation, training, and goal setting to reach his/her highest performance potential. The UP Performance Appraisal process is forward-looking and positive, focusing on “what can be done” rather than a purely retrospective review of “what was not done”.

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Performance Evaluation and Job Description Review Timeline:

November 30	December 15	April 30	May 15
Mid-Year	Mid-Year	End of Year	End of Year
Self-Evaluation	Self-Evaluation	performance	Performance
Period Begins	Complete	appraisal	Appraisal
		begins	completed

INTERNAL TRANSFERS AND PROMOTIONS

When an opening occurs or a new position is created, the UrbanPromise leadership team assesses the skills of current staff. If a current staff is deemed qualified for the position, it is offered for their consideration.

EMPLOYMENT OF RELATIVES

Relatives of staff will receive the same consideration as any other applicant for a job opening and will not be accorded preferential treatment in employment matters. However, related staff may not be permitted to work under the direct supervision of each other because of staff morale, security, or other legitimate reasons. In addition, the ministry may require a related staff to transfer or resign if there is a conflict of interest or administrative problem of supervision that cannot be resolved.

DATING

To help maintain focus, first-year staff/interns are not allowed to date. After the first year, dating is permissible providing that the couple do not both live in the same staff housing. Dating between other staff should be undertaken with consideration for the relationship’s impact on the UrbanPromise community. Open and honest dialog with supervisors regarding the relationship is imperative in helping to maintain the integrity of UrbanPromise’s community in Christ.

CONFIDENTIALITY

All information concerning clients, former clients, our staff, volunteers, donors, financial data, and business records of UrbanPromise is confidential. “Confidential” means that staff members are free to talk about UrbanPromise and about programs and his/her position, but are not permitted to disclose names or talk about people in ways that will make their identity known to the general public. No detailed information may be released without appropriate authorization. This is a basic component of client care and business ethics. The board of directors, staff and our clients rely on paid and volunteer

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staff to conform to this rule of confidentiality. UrbanPromise expects staff to respect the privacy of clients, volunteers, and donors and to maintain their personal and financial information as confidential. All records dealing with specific clients must be treated as confidential. General information, policy statements or statistical material that is not identified with any individual or family is not classified as confidential. Staff members are responsible for maintaining the confidentiality of information relating to other staff members, volunteers, and donors, in addition to clients. Failure to maintain confidentiality may result in termination of employment, or other corrective action. This policy is intended to protect staff as well as UrbanPromise because in extreme cases, violations of this policy also may result in personal liability.

CONFLICT OF INTEREST

The complete UrbanPromise Conflict of Interest policy may be found in the Appendix. Purpose:

UrbanPromise Wilmington is a nonprofit, tax-exempt organization. Maintenance of its tax-exempt status is important both for its continued financial stability and for public support. Therefore, the IRS as well as state regulatory and tax officials view the operations of UrbanPromise Wilmington as a public trust, which is subject to scrutiny by and accountable to such governmental authorities as well as to members of

the public.Consequently, there exists between UrbanPromise Wilmington and its board, officers, management staff, and the public a fiduciary duty, which carries with it a broad and unbending duty of loyalty and fidelity. The board, officers, and management staff have the responsibility of administering the affairs of UrbanPromise Wilmington honestly and prudently, and of exercising their best care, skill, and judgment for the sole benefit of UrbanPromise Wilmington. Those persons shall exercise the utmost good faith in all transactions involved in their duties, and they shall not use their positions with UrbanPromise Wilmington or knowledge gained there from for their personal benefit. The interests of the organization must be the first priority in all decisions and actions.

Persons Concerned:

This statement is directed not only to directors and officers, but to all staff who can influence the actions of UrbanPromise Wilmington. For example, this would include all who make purchasing decisions, all persons who might be described as “management personnel”; and anyone who has proprietary information concerning UrbanPromise Wilmington.

PROPERTY ACCOUNTABILITY/THEFT

It is a staff member’s responsibility to respect property and equipment, which belongs to UrbanPromise. Staff are financially responsible for any property, which are damaged beyond normal wear and tear. Staff will be required to pay UrbanPromise an amount equal to replacement value or repair cost of the equipment or item.

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Staff are expected to protect all property from loss or damage, to be good stewards of these resources:

• UrbanPromise supplies, products, and manufactured items may not be removed from their normal locations.
• UrbanPromise supplies, products, and manufactured items may not be given as gifts or awards without authorization from the appropriate Manager.
• Proprietary information of UrbanPromise such as donor lists, production processes, financial data, etc. in electronic or hard–copy format may not be disclosed by staff without the written authorization of the Executive Director.
• Former staff of UrbanPromise may be held liable for disclosure of proprietary information.
• Copiers/printers are to be used primarily for official business,with limited incidental personal use.
• Other office machinery such as the fax machine is for official UP use only unless express permission is given

EMAIL AND SOCIAL MEDIA USE

The purpose of this policy is to ensure the acceptable use of the UrbanPromise computer and electronic communication systems, including the telephone system, internet, email, handhelds, and all computing hardware and software that supports UrbanPromise business processes.

UrbanPromise computer and electronic communication systems are to be used for conducting ministry business or for purposes authorized by supervisors. Incidental personal use of email, instant messaging, internet, computer software, and phone systems is allowed in limited circumstances provided:

• usage does not interfere with productivity;
• usage does not compromise the security and confidentiality of UPW information;
• usage does not involve access or attempted access to any inappropriate internet sites;
• usage does not involve any illegal activities.

Individual Identity – Misrepresenting, obscuring, suppressing, or replacing an individual’s identity on the UPW computer or electronic communication systems is forbidden. Using another person’s user ID or password or logging into their mailboxes (electronic or voice) without their permission is forbidden. All staff are responsible for maintaining and safeguarding their password.

No Guarantee of Electronic Communication Message Privacy – UrbanPromise neither guarantees that electronic communications will be private, nor makes any representations to individuals regarding the privacy of electronic communications

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originating from or received into the ministry network. Individuals must be aware that electronic communications can be forwarded, intercepted, printed, and stored by people outside the ministry because the electronic signal is routed through various public and private networks. Any materials created, sent, received, or stored on a UrbanPromise system will become UrbanPromise property. As such, people using ministry systems do not have a personal privacy right in any matter created, sent, received, and/or stored on ministry systems.

Content of Electronic Communication Messages and Internet Websites – When staff are composing and sending electronic communication messages, they are not to use profanity, obscenities, derogatory remarks, or harass in any way another person, a company, or an organization.

Electronic Message Boards – Staff must recognize that some information that they use or with which they come into contact in the course of business is not appropriate for general distribution. Individuals must exercise caution and good judgment when submitting information to internet websites, such as Facebook, Twitter, LinkedIn, Instagram, etc. Sensitive, confidential, or proprietary ministry information should never be posted to a message or bulletin board outside the UrbanPromise network.

Adherence to Policy and Applicable Laws – Staff must comply with applicable UrbanPromise policies and agreements as well as governmental laws.  Information and software programs found on the UrbanPromise computer and electronic communication systems may be subject to copyright, trade secret, and export laws as well as licensing agreements that restrict their use.  All staff are responsible for ensuring compliance with all laws and agreements before initiating electronic communications. In addition, electronic communications into and out of the UrbanPromise network should be virus-free.

Responsibility – All staff are responsible for reviewing on a regular basis their knowledge and understanding of the policy.

Violations – Violations of this policy will not be tolerated and, in accordance with UrbanPromise policy, will result in appropriate disciplinary action, up to and including termination. Any unauthorized usage violations of internet sites or email content, including but not limited to those that relate to illegal, adult/sexually explicit, hate speech, and violence may be met with disciplinary action, up to and including termination. Unauthorized use is defined as any activity beyond unintentionally accessing an internet site and immediately exiting it or receiving an unsolicited email and immediately deleting the message.  Continued use or continued attempts to access inappropriate internet sites or email messages will be met with zero tolerance.

Please see Appendix for the comprehensive Social Media Policy as it pertains to communications with program youth.

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TELEPHONE USE

Staff and volunteers will need to use telephones for personal use from time to time. Persons are expected to reimburse UrbanPromise for the cost of personal international or toll calls. UrbanPromise telephones are for the purpose of conducting the business of the organization. Therefore, abuse of personal calls, incoming and outgoing, will not be tolerated. All business-related international calls require the use of an international phone card.

All personal phone calls, except emergency calls must not interrupt official business of UrbanPromise Wilmington, Inc.

MAIL BOXES

Each staff person has a designated mailbox located at the UrbanPromise Office. Mailboxes are an official communication tool at UrbanPromise. Each staff member has a responsibility to check and maintain his/her mailbox regularly, preferably daily, for information and messages.

SMOKE-FREE WORKPLACE POLICY

Smoking is prohibited in all UrbanPromise occupied buildings/enclosures. The Executive Director may designate at his/her sole discretion, outside/open-air smoking areas or pens, providing such actions do not violate existing safety and work rules.  This policy does not obligate the Executive Director to use, construct, or designate outside/open-air smoking areas or pens. New or existing designated outside/open-air smoking areas cannot infringe upon the prohibited areas identified in this policy. All staff share in the responsibility for adhering to and enforcing this policy.  Staff also have the responsibility for bringing the provisions of this policy to the attention of visitors, as the need arises. Non-compliance with this policy will be addressed as a performance issue and may be disciplined, up to and including termination.

DRUG-FREE WORKPLACE POLICY

The use, sale, transfer, possession, or being “under the influence” of alcohol, drugs, or controlled substances when on duty, on agency (or sponsoring churches) property, or in agency vehicles is prohibited. “Under the influence,” for the purpose of this policy, is defined as being unable to perform work in a safe or productive manner, and/or being in a physical or mental condition which creates a risk to the safety and well being of the affected staff, clients, co-workers, the public, or agency/sponsoring agency property. In addition, off-duty conduct which may adversely affect the reputation or interests of

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UrbanPromise is prohibited. Violation of this policy may result in disciplinary action, up to and including termination. Notwithstanding the provisions of this policy, UrbanPromise will comply with the terms of the Delaware Medical Marijuana act.

DRESS CODE

UrbanPromise Wilmington strives to be a good example to our kids, families, and volunteers in various ways. This includes how we present ourselves with what we wear. The following policy offers guidelines to exemplify giving our best in all circumstances. In all cases, staff should wear attire that is professional, modest, and appropriate for their activities.

• Pants
  • Jeans, slacks, modest shorts, skirts, and dresses, and the like are all appropriate attire for daily wear at UrbanPromise. Sweat pants and athletic wear (yoga pants, running shorts, basketball pants or shorts, etc.) should be avoided, unless appropriate for certain activities with children.
  • If Jeans have holes in them, they should remain modest and appropriate for the workplace.
  • Pants should not sag to the point where others can see your undergarments.

• Shirts
  • Shirts should be modest and appropriate for the workplace. Shirts/clothing with inappropriate, sarcastic, or vulgar phrases and/or words/pictures should not be worn.

• Summer Camp Staff:
  • Summer staff should only wear their UrbanPromise issued summer camp staff t-shirts and solid-colored shorts or pants. Camp Jesus, (basketball camp) staff will be informed of appropriate attire by their Director.
  • Appropriate shoes are close-toed sneakers (athletic, keds, converse, TOMS, etc.). Inappropriate shoes include, but are not limited to, sandals, flip-flops, water shoes, etc.

• Special Occasions
  • There are some events where UrbanPromise leadership expects staff to wear business casual clothing. Appropriate clothing should follow the spirit of this policy in that it should be modest, appropriate, and a respectable representation of UrbanPromise.
  • Further details will be given for each special event (Banquet, Silent Auction, and ASP special events, staff Christmas party, and the like).

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REIMBURSEMENT FOR OFFICIAL EXPENSES

Routine and reasonable expenses incurred by staff performing official UrbanPromise-related duties may be reimbursed. Unusual or significant expenses require prior approval.

Reimbursement requires post-review and signed approval by the supervisor. Eligible expenses include lodging, meals, mileage (at the current IRS rate), tolls, parking, official phone calls, minor equipment, supplies and the like.

Reimbursement will be made upon submission to the Director of Finance, a completed and signed Expense Report form (see Appendix) with receipts attached.

BENEFITS

UrbanPromise full-time staff and their dependents are eligible for participation in a group health plan. Full time staff are automatically enrolled in a life insurance policy.

Resigning or terminated staff shall have the right to continue medical benefits at their own expense in accordance with Federal law.

PROFESSIONAL DEVELOPMENT

UrbanPromise staff are encouraged to pursue excellence in their field. Training opportunities are offered throughout the year at the agency level and annually at the UPI Summit to which all staff are required to attend. In addition, if approved, UrbanPromise will generally reimburse not more than $300.00 per staff per year for registration/tuition/fee plus reimbursable expenses (travel, lodging, and meals). Opportunities should be discussed with the supervisor and a written request completed. (see Appendix)

WORKMANS COMPENSATION POLICY

Any UrbanPromise staff member injured while performing an authorized function is eligible for benefits provided by Workman’s Compensation under the laws of the State of Delaware. The policy is designed to assist those staff who sustain lost time and injuries while performing services for UrbanPromise Wilmington.

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WORKPLACE INJURIES

All injuries which happen while on duty must be reported IMMEDIATELY to the supervisor.

An Accident Report (see Appendix) will be completed in the event of an injury which might be considered serious to a staff member (any blow to the head, a cut which might require stitches, seizure, unconsciousness, a hard fall, etc.) which takes place during work hours or on official UrbanPromise business. The person closest to the event or the supervisor will complete the Accident Report. These reports must be submitted to the immediate supervisor within 24 hours of the event. Accident Report forms are available from the Human Resources Director of UrbanPromise.

TELECOMMUTING AND AT-HOME WORK

UrbanPromise permits some staff members to do part of their work from their homes on occasional basis. Such an arrangement is called “telecommuting.” Supervisors may assign a staff member, or a staff member may request permission from the Supervisor to telecommute. The Supervisor’s decision to assign or to approve a telecommuting arrangement is based on the needs of the position and the needs of UrbanPromise, on the staff member’s past and present performance levels, and on the possible need to accommodate a staff member with special circumstances. The number of hours a staff member spends telecommuting is subject to the approval of the Supervisor.

LEAVE POLICY

As a part of the UrbanPromise family, we understand that you are a missionary living a “poured out life”. Because of this, UrbanPromise affords a generous Vacation and Discretionary Leave policy for it’s staff members.

Staff are not eligible for paid leave during the probationary period (first 90 days of employment).

Exempt staff

Exempt staff are all salaried and part time prorated staff.

Discretionary Leave is to be used for personal, sick, and bereavement time. Unused Discretionary Leave cannot be accumulated from year to year, but can be compensated at the end of the calendar year.

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Admin. and Non-Program Staff

Cumulative Years of Employment	Vacation Time	Discretionary Sick Leave	Discretionary Personal Leave
0 through 3 months	No paid leave	0	0
4 months through 12 months	10 days/year	3	2
1st year complete-4 years	20 days/year	3	2
4th year complete-5 years/more	25 days/year	3	2

There is however, partial accumulation of 5 days per year which may be carried over to a following year.

Program staff (includes Interns, Site Directors, assistant Street Leader directors, and the like.)

Consistency in staffing in the AfterSchool and Summer Camp Programs is critical to the transformation UrbanPromise is striving for in the children we serve. Therefore, vacation time for these staff members is taken during “Program Shutdown” time. No additional vacation leave is accumulated in this employment category. Program Shutdown time is defined in the UrbanPromise Calendar. Program staff are eligible for a portion of this time. Program personnel, in negotiation with the Programming Director, will determine the amount of shutdown time to be taken as vacation. (This is typically 7 of the 8 weeks of annual Program Shutdown time.) Program personnel will also receive 9 days of discretionary leave to be used as personal, sick, or bereavement leave.

It is important that staff work their assigned schedules as consistently as possible. However, UrbanPromise understands that because of illness or emergency a staff person may be unable to come to work. If he/she unable to report to work for any reason, you must notify your direct Supervisor. It is staff responsibility to keep your direct Supervisor informed on a daily basis during a short-term basis, and to provide medical verification when asked to do so. Immediately following the return to work, a request for leave form is to be completed, signed by your direct Supervisor, and given to Human Resources.

If staff use the entirety of their Discretionary Leave and need additional time off due to illness, emergency, or bereavement, that time can be negotiated with the direct Supervisor and will be deemed as unpaid time off, or taken out of vacation time. Element of trust in this arrangement, and honest communication between the supervisor and staff is imperative and judgement of the supervisor will be the final decision.

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Special Program Staff (Teaching Assistants, multiple program roles, and the like)

Special Program Staff will agree upon a set amount of vacation time with their immediate supervisor(s) while keeping in line with the policy already in place. Vacation time will also be agreed upon based on the need of the Program(s) involved. Agreed upon vacation schedules should be communicated to Human Resources by the Direct Supervisor.

UrbanPromise Teaching Staff

UrbanPromise Teaching Staff will receive:

• All UrbanPromise Official Holidays
• All School holidays
• Teaching staff should follow the personnel policy for Discretionary Leave. All teaching staff should strive to schedule personal business outside of school operating hours.

All Personnel

• Requests for leave must be made in writing two weeks before using the UrbanPromise Leave Request Form.
• A Leave Request Form should also be filled out upon arrival back from sick leave.
• Special instances of leave such as elective medical treatment, surgery should be discussed with the supervisor as soon as the need is known.
• Staff eligible for paid time off may request up to three additional sick days off to be granted at the determination of their direct supervisor.

OFFICIAL HOLIDAYS (Exempt and Program staff)

The following holidays are considered paid work days by UrbanPromise: New Year’s Day

Presidents’ Day

Martin Luther King Day Good Friday

Half day before Staff retreat Memorial Day Independence Day

Labor Day

Day after Banquet

½ day before Thanksgiving Day + Thanksgiving Day + the day following Christmas Day + the day before or the day following.

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Note – When a Holiday falls on a Saturday, the previous Friday will be the designated holiday. When a Holiday falls on Sunday the following Monday will be the designated Holiday. The Easter holiday schedule may be altered for staff who participate in the Spring Break trip.

When an Official Holiday falls within a period of Vacation or Discretionary leave (approved days before and after the holiday), that Official Holiday will not count toward the staff’s vacation or discretionary leave.

JURY DUTY/ COURT APPEARANCE

Full and part time staff have a civic responsibility to serve when called as a juror or witness. They are required to submit a copy of the subpoena or other court document to their supervisor, which will serve as a request for compensated leave.

Staff who are required to be absent from work for jury duty or witness duty will receive normal pay for a period of two (2) weeks within a calendar year. For periods of duty beyond two weeks, pay will be the difference between regular pay and compensation received from the court.

If a staff member is released by the court before 12 noon on the final day of duty the staff is expected to return to work for the remainder of the normal workday.

FAMILY AND MEDICAL LEAVE

UrbanPromise Wilmington, Inc. provides staff members with up to twelve weeks of leave in a 24-month period:

• For the birth or adoption of a child, or
• To care for a child, parent, spouse with a serious health condition.

If leave is needed to care for a family member with a serious health condition, it may be taken intermittently.

In the case of birth or adoption, leave may be taken intermittently only with the concurrence of UrbanPromise Wilmington, Inc.

A staff member may also use leave on a reduced basis by working fewer days per week.

Staff must provide UrbanPromise Wilmington, Inc. reasonable notice of the need to schedule leave, and produce a doctor’s certification if requested.

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Leave used under the Family and Medical Leave provision will be unpaid. Staff may use discretionary leave for this purpose.

When a staff member returns from leave, he/she is entitled to be restored to the same job or a similar job.

MILITARY LEAVE OF ABSENCE/REINSTATEMENT

UrbanPromise complies with all provisions of the Uniformed Services Employment and Reemployment Rights Act (USERRA) and will grant military leave to all eligible full-time and part-time staff. As with any leave of absence, staff must provide advance notice to their supervisor of their intent to take military leave and must provide appropriate documentation unless giving such notice is impossible, unreasonable, or precluded by military necessity.

A staff member’s salary will not continue during a military leave unless required by law. At the staff member’s request, he or she may take discretionary leave to run concurrently with military leave. A staff who is a member of the National Guard or Reserves may make the same request if taking a leave of absence for military training. Benefit coverage will continue for 31 days as long as the staff pays his/her normal portion of the cost of benefits. For leaves lasting longer than 31 days, staff may be eligible to continue health benefits. Relevant information will be provided at the time by the plan administrator.

Upon return from military leave, staff will be reinstated with the same seniority, pay, status, and benefit rights that they would have had if they had worked continuously. Staff must apply for reemployment within 90 days of discharge from the military. Staff who fail to report for work within the prescribed time after completion of military service will be considered to have voluntarily terminated their employment.

SHORT TERM DISABILITY LEAVE OF ABSENCE

Full time staff who are unable to work due to a “medical disability” will continue to be compensated during the term of such disability for the period set forth below. For the birth or adoption of a child, or to care for a child, parents, or spouse with a serious health condition, see section FAMILY AND MEDICAL LEAVE.

Years of Employment	Allowable Disability Period
After first complete year	First 10 business days – full pay Additional days – use discretionary leave
After 3 complete years	First 15 business days – full pay Additional days – use discretionary leave
After 5 complete years	First 20 business days – full pay Additional days – use discretionary leave.

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The term “medical disability” means a physical or mental condition, which prevents the staff from performing the normal duties of his or her position.

The staff will be required to provide medical documentation or other verification of a disability throughout the period of absence.

LEAVE OF ABSENCE/PART-TIME EMPLOYMENT

A leave of absence or a period of part-time employment will be considered when it is in the best interest of UrbanPromise and the staff. At UrbanPromise, the fiscal and operational integrity of many programs is dependent upon the continuing efforts of the staff. Replacement of staff is difficult and will limit the instances when leave of absence or part-time employment is approved.

An staff who wishes to be considered for a leave of absence or a period of part-time employment must submit a written request through his/her supervisor to the Executive Director. The request will state the nature of the request (personal leave, child-care leave, part-time employment), the reasons for the request, and the anticipated duration of the leave of absence or part-time employment.

Requests will be reviewed by the supervisor and the Executive Director who will make the final determination. In the event a request for leave of absence or period of part-time employment is approved, the maximum duration of any combination of such leave will be a condition of the staff’s length of employment at UrbanPromise using the following table:

Years of	Employment	with	Urban	Maximum Period of	Leave	of
Promise				Absence,
				Part-time Employment	or	a
				Combination
After first complete year	Up to 1 month
After third complete year	Up to 2 months
After fifth complete year and thereafter	Up to 3 months

An staff who returns to work at the conclusion of an approved leave of absence, or who returns to full-time status at the conclusion of an approved period of part-time employment will be restored to his or her former position or to a comparable position at the same rate of pay unless circumstances have changed so as to make it impossible or unreasonable to reinstate the staff.

• staff granted part-time status will be compensated on a pro rata basis, based on an agreement reached by the staff’s immediate supervisor and the Executive Director.

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• staff granted part-time status will receive proportional discretionary leave benefits; i.e 20 hours per week work would receive 50% of discretionary leave allowance.
• There will be no financial compensation during a leave of absence.
• Eligibility for insurance benefits may change as a result of personal leave or part-time employment.
• Any staff who fails to return to work at the scheduled conclusion of an approved leave of absence or who fails to return to full-time status at the scheduled conclusion of the period of part-time status, will be subject to termination.
• A Leave of Absence or Part-time Employment may be extended on case by case basis as agreed upon by the Supervisor and Executive Director.

HARASSMENT/ DISCRIMINATION/ ABUSE

UrbanPromise is committed to maintain an environment of safety and dignity, free of objectionable and disrespectful conduct. This includes misconduct, harassment, or other forms of abuse.

Sexual misconduct, harassment or other forms of abuse are violations of the integrity of the Body of Christ and are grounds for immediate termination of staff or disenrollment of students. These acts are illegal, harm the Body of Christ, and damage the witness of UrbanPromise. This policy is designed to protect victims whether they are subjects of misconduct or unjustly accused of abuse.

Definitions

Sexual Harassment- is defined by EEOC guidelines under title VII of the Civil Rights Act (part 1604 Guidelines on discrimination because of sex) as “… unwelcome sexual advances, requests for sexual favors, or other verbal or physical contacts of sexual nature when:

• 1. Submission to such conduct is made either explicitly or implicitly as term or condition of an individual’s employment.
  2. Submission to or rejection of such conduct by an individual is used as the basis for employment decisions affecting such individual, or:

• 1. Such conduct has the purpose or effect of unreasonably interfering with an individual’s work performance or creating an intimidating, hostile, or offensive working environment.”

Same Sex Harassment- is just as illegal as sexual harassment against a member of the opposite sex.

Discrimination – is defined as employment decisions, verbal or physical harassment, intimidation, or abuse against any person on the basis of national origin, race, color, age or sex.

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Abuse – is defined as neglect resulting in or the use of force that violates the physical or emotional integrity of a person resulting in physical or mental injury. Sexual abuse is the sexual exploitation of another by force including rape, sexual assault, indecent exposure, deviant sexual conduct with a child, promoting prostitution, pornography with a child, indecent assault, and aggravated indecent assault.

Sexual Misconduct- is an abuse of power resulting in sexual harassment or inappropriate sexual contact or activity in which a person’s free choice is violated or his/her vulnerability is exploited. Sexual misconduct is not necessarily illegal but it is always unethical.

Additional Clarification

• Harassment, discrimination, sexual abuse, child abuse, or sexual misconduct against UrbanPromise by non-staff (e.g. a parent) will not be tolerated. These are grounds for disenrollment of the family from UrbanPromise programs or other legal action.

• staff accused of harassment, discrimination, abuse, or sexual misconduct should take the following steps:
  • Contact their immediate supervisor or the Executive Director.
  • Avoid contact with the accuser outside mediation. Insure that you have a witness present when in contact with the accuser.
  • Document all contacts with the accuser.
• Maintain confidentiality. Victims or witnesses of harassment, discrimination, abuse, or sexual misconduct should take the following steps:
  • Tell the person firmly and clearly that you do not approve of what they are doing and you want them to stop.
  • Document all incidents, including dates, names, times, and descriptions.

Record the names of any witnesses.

• • Contact the immediate supervisor or the Executive Director as soon as possible.
  • Maintain confidentiality.
  • When appropriate, report the incident to the police.
• Reports of sex discrimination/sexual harassment will be investigated by two persons appointed by the Board of Directors:
  • The investigation will begin within ten working days of receipt of the complaint.
  • A report of findings and a decision will be rendered within forty-five days of receipt of complaint.
  • staff will not be retaliated against for lodging complaints.
  • staff are expected to cooperate with the investigation team.
  • All records of the investigation will be maintained in the strictest confidence and made available only to those who need to know.

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WHISTLEBLOWER POLICY

If any staff reasonably believes that some policy, practice, or activity of UrbanPromise is in violation of law, a written complaint may be filed by that staff with the Executive Director and/or Board President.

It is the intent of UrbanPromise to adhere to all laws and regulations that apply to the organization, and the underlying purpose of this policy is to support the organization’s goal of legal compliance. The support of all staff is necessary to achieving compliance with various laws and regulations. An staff is protected from retaliation only if the staff brings the alleged unlawful activity, policy, or practice to the attention of The Executive Director and/or Board President and provides him/her with a reasonable opportunity to investigate and correct the alleged unlawful activity. The protection described below is only available to staff that comply with this requirement.

UrbanPromise will not retaliate against an staff who, in good faith, has made a protest or raised a complaint against some practice of UrbanPromise, or of another individual or entity with whom the agency had a business relationship, on the basis of a reasonable belief that the practice is in violation of law or a clear mandate of public policy.

UrbanPromise will not retaliate against an staff who discloses or threatens to disclose to a supervisor or a public body any activity, policy, or practice of the agency that the staff reasonably believes is in violation of a law, or a rule, or regulation mandated pursuant to law or is in violation of a clear mandate or public policy concerning health, safety, welfare, or protection of the environment.

CONFLICT RESOLUTION

The desire of UrbanPromise is to foster positive communication and relations within the UrbanPromise community. However, any good family encounters times of disagreement, misunderstanding, and conflict. In these situations, God’s Word provides direction, whereby conflict can be resolved and reconciliation nurtured.

• Conflict with another staff member:
  • Staff members should go directly to the person(s) involved. If the conflict is not resolved after talking with person(s) involved, proceed to the following action.
  • The specific concern or conflict should be taken to the supervisor. If there is not satisfaction at this point, the concern or conflict should be brought to the Executive Director.

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The Executive Director is the final authority for issues involving UrbanPromise staff. He/she has the option of involving additional members of the body for input in the process.

• Conflict involving Executive Director:
  • Staff members should go directly to the Executive Director If the conflict is not resolved after talking with person(s) involved, proceed to the following action.
  • Specific concerns or conflict regarding the Executive Director should be brought to the Chairperson of the Board of Directors who will arrange for a meeting with the Board and the Executive Director.

The Board of Directors is the final authority for issues involving the Executive Director.

PERFORMANCE RESPONSIBILITY

staff will be provided rules, guidelines, standards of conduct, and job performance expectations in advance (this Handbook, Job Description, and the like). It is the responsibility of the staff to understand and comply with these guidelines. The supervisor is responsible to evaluate the actions of the staff using these standards.

EXIT POLICY

• Exiting staff are required to submit resignations in writing to their supervisor with at least two week notice. Failure to provide adequate notice of resignation may result in loss of pay for discretionary leave.
• Upon termination or exit of employment, all personnel must surrender all UrbanPromise assets (keys, passes, laptops and the like). Discharged staff have a responsibility not to divulge proprietary information of UrbanPromise Wilmington, Inc. and may be held liable for disclosure of such information.
• Existing staff are given an exit interview questionnaire after submitting their resignation. It is to be returned to the Human Resources Director two business days prior to the exit interview, which is conducted by the Human Resources Director or his/her designee.
• Exiting staff must have an exit interview with or Human Resources or the appropriate Administrator and are expected to return all UrbanPromise keys, passwords, electronics and the like.

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ACCESS TO PERSONNEL FILES

Staff may ask the Human Resources Director for an opportunity to view their personnel file annually. Human Resources will arrange a mutually convenient time for the individual to review the file. The staff may take notes and may request copies of records (only staff signed documents). The staff may not remove any documents or records.

MEDIA AND PUBLIC CONTACTS

From time to time persons outside of UrbanPromise, especially representatives of the media or potential funding sources may ask staff members for comments or information relating to our activities and ministry. In addition, some staff members may have opportunities to speak to groups, churches or organizations on topics related to our ministry.

The majority of this type of contact is the responsibility of the Executive Director. Any unexpected request for comments or interviews about the the agency should be directed to the Executive Director or his/her designee.

RISK MANAGEMENT

UrbanPromise is committed to a safe working environment (physical, financial, emotional). The organization proactively identifies risks and implements plans to address them. All board members, staff, interns, and volunteers are expected to adhere to policies protecting themselves and those around them (children, volunteers, other staff, donors, facilities and equipment, vehicles, and the like). See Appendix for specific policies.

VISITORS

Visitors and vendors are permitted in UrbanPromise facilities only under these circumstances:

• All visitors and vendors must enter the building through the main entrance. They must identify themselves to a staff member working in the reception office.
• No visitor is permitted outside the reception area in the main office or facility they are visiting, unless accompanied by a staff member.
• Vendors are permitted in UrbanPromise facilities for business purposes only. Vendors must leave the workplace promptly after completing their business.
• If a visitor is harassing a staff member or member of one of our programs, he/she should be asked to leave with the assistance of a supervisor or program director.

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WORKPLACE VIOLENCE

It is UrbanPromise’s responsibility to provide our staff and students with a safe and healthy workplace. The following guidelines are in place to prevent violent acts in our workplace:

• Jesting, bantering, and teasing that is offensive to another staff member, child or parent is prohibited.
• Behavior that can lead to violence includes threats of violence, aggressive actions, offensive actions, and threatening and offensive words. Staff members will not engage in this type of activity. Staff members who witness this type of behavior in or outside our facilities between co-workers, children, parents or vendors will immediately report it to a supervisor or member of management.
• Staff members will not bring firearms or other weapons onto an UrbanPromise property.
• If a staff member is aware that another staff member appears troubled or irrational, that observation is required to be reported by a supervisor.

●

• If a staff member hears or sees any threatening, abusive, or violent communications or actions from or by a staff member or any person on UrbanPromise property or in the workplace, it should be immediately reported to a supervisor. There is to be no engagement in physical or verbal confrontation with a potentially violent person. If staff encounters an individual who is threatening immediate harm to a staff member, visitor to our facility, or to themselves, seek help immediately from a supervisor or member of management and/or immediately call for law enforcement help by dialing 911.
• Failure to report workplace violence and/or threats of workplace violence and/or failure to cooperate fully in an investigation of such violence or threats of violence may result in discipline, up to and including termination.
• Any staff member who engages in threatening or violent behavior or who behaves in a way that could provoke violence may be disciplined, up to and including termination.

All persons involved in the report and in the investigation of workplace violence and/or threats of workplace violence will keep all information related to the report and the investigation confidential to the maximum extent possible.

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APPENDIX

Conflict of Interest……………………………………………………………………..29

Initial Employment Period Evaluation……………………………………………….32

Leave Request Form………………………………………………………………….34

Personal Injury and Child Incident Report………………………………………….35

Professional Development Request…………………………………………………36

Important Child Safety Policies………………………………………………………37

Finance Procedures…………………………………………………………………..38

Emergency Drill Reporting Form…………………………………………………….40

Safe Driving Policy……………………………………………………………………42

Social Media Policy……………………………………………………………………43

Community Living Commitment……………………………………………………..45

Intern Covenant……………………………………………………………………….47

Time and Schedule Sheet……………………………………………………………

Expense Report………………………………………………………………………

Receipt of Handbook…………………………………………………………………49

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UrbanPromise Wilmington Conflict of Interest Policy

Purpose:

UrbanPromise Wilmington is a nonprofit, tax-exempt organization. Maintenance of its tax-exempt status is important both for its continued financial stability and for public support. Therefore, the IRS as well as state regulatory and tax officials view the operations of UrbanPromise Wilmington as a public trust, which is subject to scrutiny by and accountable to such governmental authorities as well as to members of the public.

Consequently, there exists between UrbanPromise Wilmington and its board, officers, management employees, and the public a fiduciary duty, which carries with it a broad and unbending duty of loyalty and fidelity. The board, officers, and management employees have the responsibility of administering the affairs of UrbanPromise Wilmington honestly and prudently, and of exercising their best care, skill, and judgment for the sole benefit of UrbanPromise Wilmington. Those persons shall exercise the utmost good faith in all transactions involved in their duties, and they shall not use their positions with UrbanPromise Wilmington or knowledge gained there from for their personal benefit. The interests of the organization must be the first priority in all decisions and actions.

Persons Concerned:

This statement is directed not only to directors and officers, but to all employees who can influence the actions of UrbanPromise Wilmington. For example, this would include all who make purchasing decisions, all persons who might be described as “management personnel,” and anyone who has proprietary information concerning UrbanPromise Wilmington.

Areas In Which Conflict May Arise:

Conflicts of interest may arise in the relations of directors, officers, and management employees with any of the following third parties:

• Persons and firms supplying goods and services to UrbanPromise Wilmington.
• Persons and firms from whom UrbanPromise Wilmington leases property and equipment.
• Persons and firms with whom UrbanPromise Wilmington is dealing or planning to deal in connection with the gift, purchase or sale of real estate, securities, or other property.
• Donors and others supporting UrbanPromise Wilmington.
• Agencies, organizations, and associations which affect the operations of UrbanPromise Wilmington.
• Family members, friends, and other employees.

Nature of Conflicting Interest:

A conflicting interest may be defined as an interest, direct or indirect, with any persons or firms mentioned in Section 3. Such an interest might arise through:

• Owning stock or holding debt or other proprietary interests in any third party dealing with UrbanPromise Wilmington.
• Holding office, serving on the board, participating in management, or being otherwise employed (or formerly employed) with any third party dealing with UrbanPromise Wilmington.
• Receiving remuneration for services with respect to individual transactions involving UrbanPromise Wilmington.

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Conflict of Interest Policy con’t

• Using UrbanPromise Wilmington’s time, personnel, equipment, supplies, or good will for other than UrbanPromise Wilmington-approved activities, programs, and purposes.
• Receiving personal gifts or loans from third parties dealing or competing with UrbanPromise Wilmington.
• Receipt of any gift is disapproved except gifts of a value less than $50, which could not be refused without discourtesy. No personal gift of money should ever be accepted.

Interpretations of This Statement of Policy:

The areas of conflicting interest listed in Section 3, and the relations in those areas which may give rise to conflict, as listed in Section 4, are not exhaustive. Conflicts might arise in other areas or through other relations. It is assumed that the directors, officers, and management employees will recognize such areas and relation by analogy.

The fact that one of the interests described in this policy exists does not necessarily mean that a conflict exists, or that the conflict, if it exists, is material enough to be of practical importance, or if material, that upon full disclosure of all relevant facts and circumstances it is necessarily adverse to the interests of UrbanPromise Wilmington.

However, it is the policy of the board that the existence of any of the interests described shall be disclosed before any transaction is consummated. It shall be the continuing responsibility of the board, officers, and management employees to scrutinize their transactions and outside business interests and relationships for potential conflicts and to immediately make such disclosures.

Disclosure Policy And Procedure:

Transactions with parties with whom a conflicting interest exists may be undertaken only if all of the following are observed:

• The conflicting interest is fully disclosed;
• The person with the conflict of interest is excluded from the discussion and approval of such transaction;
• A competitive bid or comparable valuation exists; and the Board or a duly constituted committee thereof has determined that the transaction is in the best interest of the organization.

Disclosure in the organization should be made to the Executive Director (or if she or he is the one with the conflict, then to the Chairman of the Board), who shall bring the matter to the attention of the Board or a duly constituted committee thereof. Disclosure involving directors should be made to the Chairman of the Board, (or if she or he is the one with the conflict, then to the Chairman of the Finance Committee) who shall bring these matters to the Board.

The Board shall determine whether a conflict exists and in the case of an existing conflict, whether the contemplated transaction may be authorized as just, fair, and reasonable to UrbanPromise Wilmington. The decision of the Board on these matters will rest in their sole discretion, and their concern must be the welfare of UrbanPromise Wilmington and the advancement of its purpose.

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Initial Employment Period Evaluation

Employee information

Name: Position Held:                                                                

Hire Date: Evaluation Date:                                                            

Which Evaluation?

15 day 30 day 60 day 90 day

Instructions to Supervisors

These ratings will represent your evaluation of the employee’s actual job performance during the initial employment period. To help you make an objective evaluation, the follow suggestions are offered.

1. Review the employee’s written job description and base your ratings on the requirements of the job description.
2. Evaluate the employee’s proven and observable on-the-job performance.
3. Consider one rating factor at a time so that you’re rating of one trait will not influence your rating of another. If any factor is not appropriate for the employee’s job, mark it N/A (Not Applicable) and do not rate the employee on this factor.

Upon completion, check your ratings and comments. Discuss your ratings with the employee and encourage him or her to make verbal and written comments. The completed form should then be reviewed and signed by the person to whom you report and maintained in the employee’s file.

Ratings

AA = Above Average: Often performs beyond normal job requirements.

SS = Satisfactory: Fulfills normal job requirements.

LS = Less than satisfactory: Generally performs below job requirements, but with anticipated improvements, could meet the requirements.

US = Unsatisfactory: Performs consistently below job requirements.

Rate the Factors Below

1. Quality of work – Consider the accuracy, thoroughness and effectiveness of the work performed as it relates to the job description.

AA SS LS US

Supporting information:

1. Quantity and timeliness of work – Consider the volume produced, and how promptly assignments were completed.

AA SS LS US

Supporting information:

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1. Relationship with Others – Consider employee’s tact, cooperation and communication with co – workers, supervisors, and where appropriate, telephone contacts, visitors and clients.

AA SS LS US

Supporting information:

1. Work Initiative and Responsibility – Consider the extent to which employee organizes own work time, follows through with assignments, and suggests or implements improved methods.

AA SS LS US

Supporting information:

5. Attendance and Punctuality. Frequently absent and/or late

          Days absent Times late

Occasionally absent and/or late

          Days absent Times late

Never, or rarely, absent or late

1. Overall evaluation – Rate the employee’s total performance, taking into consideration the most important factors of being called to UrbanPromise, (Community in Christ, transformation, servant leadership, seeking a full life, inclusion, neighborhoods of our city).

AA SS LS US

Supporting information:

1. Please use a separate sheet of paper to add any additional information or comments.

Has the employee successfully completed the probationary period? If no, do you recommend an extension of the probationary period?

Signatures

Supervisor’s signature:                                                                          

Employee: I have read this appraisal and discussed it with my supervisor.

Employee’s comments (Optional): If you need more space, please attach a sheet of paper. Employee’s Signature: Date:                                              

Form Reviewed By: (Print & Sign Name+ List Job Title and Date)

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Office copy (to be turned in to HR AFTER approval by Direct Supervisor) UrbanPromise Staff

Leave Request Form

This Vacation request form should be given to your Direct Supervisor two weeks before the start date of your vacation.

I, , would like to request permission to take vacation during the following period:

From: To:                            

(Date you will begin vacation) (Date you will return to work) Total number of days requested:                        

Staff Signature: Date:                              

Direct Supervisor Signature: Date:                      

Number of vacation days allotted for calendar year:

Number of vacation days remaining:

Employee copy

This Vacation request form should be given to your Direct Supervisor two weeks before the start date of your vacation.

I, , would like to request permission to take vacation during the following period:

From: To:                            

(Date you will begin vacation) (Date you will return to work) Total number of days requested:                        

Staff Signature: Date:                              

Direct Supervisor Signature: Date:                      

Number of vacation days allotted for calendar year: Number of vacation days remaining:

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Personal Injury and Child Incident Report

Instructions: Employees shall use this form to report all work and Program related injuries or illnesses no matter how minor. This helps us to identify and correct hazards before they cause serious injuries. This form shall be completed by employees as soon as possible and given to their Department Head and the Director of Human Resources for further action.

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Professional Development Request Form

Name: Date:                                                                                  

Position: Supervisor:                                                                            

Type of Professional Development requested

Seminar Course Workshop Conference Book Other

Title: Author/host/: Dates: Total hours of training: Cost:                                                                                                                                                                

What do you hope to learn/gain from this training?

How will this help you improve your area of programming? Advance the Vision and Mission of UrbanPromise?                                                                                                                                                

Approval

1) Supervisor reviewed and approves this training based on appropriateness, budget and quality of training

Signed:                                                                           Date:                                                                  

Pass form on to HR

2) HR approves this training based on quality of training/provides alternatives/suggestions for other trainings

Signed:                                                                           Date:                                                                  

Place one copy in the employee’s file and one copy returned to the employee’s supervisor.

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UrbanPromise Wilmington Important Child Safety Policies

1. Open Doors – UrbanPromise staff, interns, and volunteers will follow an Open Door Policy and will refrain from being in a space with a closed door one-on-one with a child. They should follow a two adult rule and should not be alone with a child or group of children when other adults are not present. Capture time (beginning and end time) and location when dropping off the last child or SL. A text may be sent to another UP staff person to document.
2. Background Checks – All UrbanPromise staff, interns, and volunteers will undergo a background check before working with children.
3. Physical Touch – UrbanPromise staff, interns, and volunteers may show caring and support to children through appropriate physical touch. This may include a touch on the arm, a gentle pat on the back, or a side hug. Children’s preference not to be touched should always be respected, and adults will refrain from full hugs, wrestling, carrying children, tickling and allowing children to sit on their laps.
4. Outside Functions – Volunteers will not have contact with children outside of official UrbanPromise functions, including through telephone, social media, or in person. Exceptions may be made for mentors, in which case parents and UrbanPromise must give permission. UP staff and interns who wish to have contact with children outside of official UrbanPromise functions must first seek parental permission and permission from UP. Note: Volunteers should not exchange phone or social media information with our StreetLeaders.
5. Corporal Punishment – UrbanPromise does not use corporal punishment. This includes hitting, spanking, or other forms of punishment that cause physical pain.
6. Suspected Child Abuse – According to the Delaware Child Abuse Protection Act, any person who knows about an instance of child abuse or has a good-faith reason to suspect that child abuse has occurred is mandated by law to report it. Child Protection Service Phone Number:

1-800-292-9582. UrbanPromise staff, interns, or volunteers should report suspected abuse to their supervisor and should put details in writing. The supervisor will appropriately report the suspected abuse. If the child’s immediate safety is in question, an adult can go directly to law enforcement.

1. Training – UrbanPromise staff, interns, and volunteers will receive annual training regarding child safety policies.
2. Transportation – UrbanPromise volunteers should not provide transportation for children or youth unless a UP staff is present in the car or they have been specifically authorized. A volunteer may never leave an UrbanPromise site alone with any child.

I have reviewed the above guidelines and agree to abide by these policies while I am with UrbanPromise.

Print Name Ministry Area                                             

Signature Date                                            

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Finance Procedures

Petty Cash & Check Requests

• Fill out the Check Request form (found in the bottom drawer of the filing cabinet just outside the Admin Office door)

• Specify whether you’d like the check to be put in your mailbox or mailed directly

o If you’d like it mailed, please make sure to include a name & address

• Get your supervisor’s approval and have them sign the form before submitting to my (Larissa’s) mailbox. Unapproved forms will be returned.

• PLAN AHEAD. Requests should be made at least 2 days in advance for both checks and/or cash. Most times, small sums of petty cash can be obtained same day, but you should not rely on this, particularly if you need $50 or more.

Turning in Money

• If you have leftover petty cash, please return it so that it can signed back in to the petty cash folder

• If you’re turning any other money in, please clearly label the source/purpose (i.e. trip fees, registration fees, etc.).

• Whenever possible, turn money in to a person (Larissa, Lori, Ellen) so that it can be safely put away. Avoid leaving money in mailboxes.

Expense Reports

• To be reimbursed for expenses that you paid out of pocket, you will need to fill out an expense report (found in same cabinet drawer as check request forms)

• Your immediate supervisor must give approval before any reimbursement will be made (it’s a good idea to get approval before making purchases to ensure you’ll get your money back)

• Receipts should be stapled to the back of the form

• Each receipt should be listed on the form and properly coded.

• Checks will be cut within 2 days of expense reports being submitted

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Finance Procedures con’t

Credit Card Usage

1. Personal (UP) cards
   • Your card has a $1000 credit limit. If for some reason you need to make a purchase for more than that amount, please arrange to use the UP Visa

1. • Do not share your card with anyone else; cards should be used by the cardholder only

1. • Cards are to be used for UP purchases only; no personal use is permitted

1. • You are responsible to turn in your coded credit card statement within 1 week of receipt. Please put coded statements in my mailbox when complete

1. • Keep in mind that you are still required to stick to any budget that you’ve been assigned despite your credit limit

1. UP Visa
   • The UP Visa can be signed out by those who do not have a UP credit card of their own, or for larger purchases. Please return the card as soon as possible once you’re done so that it is available for others.

1. • When signing the card back in, any receipts should be placed in the envelope on the clipboard

1. • Receipts should be properly coded with the class and account number for each item. If all items on the receipt are the same class and account, this can be written just once at the top of the receipt.

1. • In addition, please circle the dollar amount and date of transaction

Fines

• You are responsible for any traffic fines you incur while driving UP vehicles

• Fines received in the mail will be paid in full to avoid further penalties, but UP must be reimbursed for this expense

• If you know that you received a ticket (i.e. red light camera), please come forward so that Deborah doesn’t have to hunt you down. Please let Deborah or Larissa know to expect a ticket, and provide the date, approximate time, and the vehicle you were driving.

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Attach to this form a list of all staff, children and volunteers who participated in the drill.

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Problems Encountered: (Check all that apply)
Congestion in hallways Employees unsure of what to do Staff unsure of responsibilities Weather-related problems Unable to lock doors Windows not covered Windows left open Doors left open Lights left on Personnel not accounted for /attendance Difficulties with evacuation of disabled personnel, customers or visitors	Noise impedes communications Personnel not out of sight (lockdown drill) Long time to evacuate building Personnel not serious about drill Improper or unavailable supplies Confusion Doors or Exits blocked Other:

Mitigation / Plans for Improvement: (check all that apply and explain below)
Additional director/faculty training Additional intern/StreetLeader training Address need for additional equipment	Revised emergency procedures Other:

Comments:

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UrbanPromise Safe Driving Policy

Our mission is to steward the gifts that God has provided to the best of our ability by being as safe as possible for the glory of God. Our goal is to have zero accidents by being cautious while operating and riding in an UrbanPromise vehicle.

• No eating while driving a vehicle
• You must adhere strictly to the speed limit at all times
• Adjust mirrors before you start driving
• When parking make sure you know what is in front, behind, and beside you (use a spotter when available)
• The speed limit in the parking lot is 5 mph
• While driving, keep a safe distance between you and other vehicles
• No vehicle should be driven without every person in the car having a seatbelt on
• Know where you’re going before you leave (being unsure causes accidents)
• There should be no use of a handheld device (cell phone, iPod, etc.) while driving

**Failure to adhere to these rules may result in the loss of driving privileges.**

Accident Policy

• If there are injuries requiring emergency help call 911.
• Any accident involving a person, vehicle, or property that is not UrbanPromise must be reported to insurance immediately.
• Fill out an accident report at the site of the accident which can be found in the vehicle folder. Make note of as many details as possible (ex: the front passenger’s door was hit and no longer opens. The handle was broken and door bent in.) Take photos of the UP vehicle AND the other driver’s vehicle BEFORE leaving the site of the accident. If someone is injured or if the accident is more than a fender bender or nicked mirror call the police to come to the site of the accident to file a police report. Make a copy of your UPW accident report AND the police report and give the copies to Samantha and Dave Keith.

I have reviewed the above guidelines and agree to abide by these policies while I am with Urban Promise.

Name Ministry Area                                

Signature Date                                              

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Social Media Policy

“Social media” includes websites and applications that enable users to create and share content or to participate in social networking. (Facebook, Instagram and the like. Snapchat is not to be used.)

Staff should set up a distinct and dedicated social media site or account for UrbanPromise purposes. This should be entirely separate from any personal social media accounts held by that member of staff, and should be linked to an official UrbanPromise email account.

The URL and identity of the site should be notified to the appropriate HR before children and parents start to access the account.

The content of any UrbanPromise-Sanctioned social media site should be solely professional and should reflect well on the UrbanPromise Wilmington.

Staff must not identify by name any children featured in photographs, or allow identifying information to be published on UrbanPromise social media accounts. Parents of children in UrbanPromise programs have signed a photo release form. If a child is not to be photographed, that will be communicated to staff.

Any inappropriate comments on, or abuse of UrbanPromise-Sanctioned social media should immediately be removed and reported to HR.

Staff should not engage with any direct messaging of students through social media where the message is not public.

All social media accounts created for UrbanPromise purposes should include a link to the UrbanPromise social media Policy on the UrbanPromise website. This will indicate that the account is officially sanctioned by UrbanPromise.

If any member of staff is aware of any inappropriate communications involving any child in any social media, these must immediately be reported as above.

Personal Electronic Communication

Any communication received from children on any personal social media sites must be reported to HR.

Members of the UrbanPromise staff are strongly advised to set all privacy settings to the highest possible levels on all personal social media accounts

All email communication between staff and members of the UrbanPromise community on UrbanPromise business must be made from an official UrbanPromise email account or social media platform.

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If any member of staff is aware of any inappropriate communications involving any child in any social media, these must immediately be reported as above.

Staff is advised to consider the reputation of the UrbanPromise Wilmington in any posts or comments social media accounts.

Staff should not accept any current pupil of any age or any ex-pupil of the school under the age of 18 as a friend, follower, subscriber or similar on any personal social media account.

Any texts, emails and the like, between children and staff, must also include the child’s parent/guardian.

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Community Living Commitment

-I will be an example to my community by wearing modest & appropriate clothing both inside and outside the staff house.

-I will focus my attention on the ministry and not on building exclusive relationships with other staff/interns.

-I will serve as a resident of the staff house and will add to the community by taking part in community activities there including: devotions, chores, cooking for community meals, and staff nights out. I will abide by all policies pertaining to the staff house including sleeping arrangements, cell phone use, curfews, and commitment to the community I live with.

-I will be a good housemate by cleaning up after myself. I will not leave trash, dishes, or personal items behind.

-I will strive to be on time for all scheduled events.

-I will help ensure that staff houses are safe havens for all staff – both physically & emotionally

1. No overnight guests are permitted unless you get special permission from the intern director (24 hours in advance), this includes anyone not assigned to your specific staff house.

1. All house guests must leave by 11pm on work nights (Sunday – Thursday), this also includes interns/staff that do not live in that house. Everyone needs to be home by 11pm on work nights (sun.-Thur.) On Friday and Saturday nights, everyone should be home by midnight. Once a month you are permitted to stay out until 1am with permission from the intern director 24 hours prior(Note:Applies only to school year Interns). If you are running late CALL one of the house managers and let them know where you are and when you expect to be home.

1. Interns are not to spend more than four nights a month away from the staff house. Any night spent away from staff house that is not a scheduled event must be approved by the intern director 48 hours prior. (Note: during the summer internship, any night away from the staff house must receive prior approval.)

1. Quiet hours (includes no talking, phone, and loud music or games) between 11pm-7am on work nights (Sunday-Thursday), and 12am-8am on weekends (Friday and Saturday).

• The staff house community will receive $17.50/person/week for community food. Everyone will take turns doing grocery shopping and cooking and cleaning for community meals. This money should only be used on food and household needs (ex: cleaning supplies, light bulbs, toilet paper).

• I will tell two people I live with where I am going and when I will be back before I leave.

– If you choose to purchase any item(s) with your own money, please put your name on it. Everyone

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should respect not eating food/using items that has others’ names marked.

• Community meals are only meant for individuals that are living at the staff houses, with the occasional staff person joining (you will be given a head’s up). Please treat each community meal as a family meal, everyone should stay at the table until everyone is done.

• Since the amount of food is limited for each house, please refrain from offering the staff house food to anyone that does not live in the house. You may do so with your personal money if you choose.

• Westside and Northside staff houses will be given $5/person/week for laundry.

• First year interns and staff are not to walk anywhere alone. Buddy system! You may drive to a public place alone, but if you are going somewhere where you walk around outside (ex: park, hiking, neighborhood), you need to have another person with you.

• First year interns and staff are not permitted to date anyone associated with UrbanPromise.

• If interns need to make any changes to the schedule within the community house, please advise your house manager ahead of time.

• I will be an example to the community of Wilmington by refraining from Tobacco, Alcohol, and Drug Use in the staff house. If I am under the age of 21, I will refrain from Alcohol use completely. All members of the community will refrain from drug use in any setting.

• I commit to striving to resolving conflict with my housemates to establish trust, build community, and mend brokenness. I commit to pursue peace and seek forgiveness.

I have read and understand the Community Living Commitment. I will comply with the expectations and commitments and with all of UrbanPromise’s policies and guidelines. I commit to work as part of a family, to strive to be a positive role-model, and to resolve conflicts peacefully and with forgiveness. I also understand that failure to comply with the policies and procedures outlined and/or failure to comply with the expectations of the internship program may result in disciplinary action, up to and including dismissal.

Print Name                                                                   

Sign Name Date                                                         

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Intern Covenant

Program

• I will work together with my Program Director to improve my Program by following my Program Director’s instructions, contributing my own ideas, by bringing a positive attitude daily, and by preparing for all activities-whether I am leading or not
• I will support my Program Director by following the discipline guidelines set by my Program Director, and holding the campers, other interns, and StreetLeaders accountable to those guidelines, as well as other expectations set by my Program Director
• I will follow Ephesians 4:29 and only use language that is helpful for building others up, and encouraging others based on the situation I am in. I will not use my words to hurt the campers, interns, or StreetLeaders, or undermine my Program Director or other teammates.
• I will engage with campers’ and StreetLeaders’ parents, grandparents, and siblings with joy, kindness, and patience as a reflection of Christ’s love. I understand that my conduct, both in program and outside of program, is what the community will identify as “UrbanPromise.” I will protect the reputation of the ministry by maintaining a consistent and positive image and uphold these conduct policies.

Professionalism

• I will refrain from personal phones or other electronics use during any meetings, group activities or camp time. If it is an emergency, please alert your Program Director, or present supervisor.
• I will refrain from personal computer use (this includes laptop, desktop, smart phones, or equivalent) between 9am to 6pm.
• BEFORE I spend any money that I would like to be reimbursed, I will get it approved by the Intern Director first.
• I will strive to be on time to all meetings, camp times, house community activities, the broader community activities, and the like. I will inform my PD, the ID, or my house manager if I am going to be late, or if there is an emergency that hinders me from attending
• I will turn in my timesheets on time (every Monday), and I will maintain timely communication with the Intern Director through text and email.

Community

• I will be an active and joyful participant of the UrbanPromise Community
• I will participate fully in all UPW Community activities that are mandatory, or that I attend on my own time
• I will be a part of and participate fully in a specific UPW community team: Fun Team, Worship Team, Bible Team, Prayer Team
• I will strive to build meaningful relationships with campers and/or StreetLeaders. I will strive to use those relationships to mentor a minimum of two campers and/or StreetLeaders.

I have read and understand the UrbanPromise Intern Covenant. I will comply with the expectations and commitments and with all of UrbanPromise’s policies and guidelines. I commit to work as part of a family, to strive to be a positive role-model and to resolve conflicts peacefully and with forgiveness. I also understand that failure to comply with the policies and procedures outlined and/or failure to comply with the expectations of the internship program may result in disciplinary action, up to and including dismissal.

Sign:                                                                          

Date: / /           

Print:                                                                   

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Receipt and Acknowledgement of the UrbanPromise Staff Handbook

This is to acknowledge that I have received a copy of UrbanPromise Wilmington’s Staff Handbook.

This Staff Handbook is intended as a guide for staff of UrbanPromise on policies/procedures, rules of conduct, general information, and benefits. This staff handbook is a tool to support and nurture the UrbanPromise vision of community in Christ. Staff members who disregard the intent of the Staff Handbook or any of the policies contained herein, are subject to disciplinary action up to and including termination.

I understand that, from time to time, UrbanPromise Wilmington may add, modify, or delete any of the contents of this handbook as deemed necessary. Staff will be notified when these changes occur.

The handbook does not represent a contract of employment implied or otherwise. A staff member or UrbanPromise may end employment at any time.

In addition to this handbook, signatories should submit to and support all agency policies and procedures.

I understand that it is my responsibility to read, understand, become familiar with, and comply with the standards herein. Any questions may be directed to the UrbanPromise Human Resources Director.

Print name:                                                                                                                           

Signature:                                                                                                                              

Date:                                                                                       

HR Staff or Executive Director:                                                                                        

Date:                                                                                       

(This form will be kept in the staff member’s personnel file)

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basic info about trekker program

6 key items

Discipline Do’s

Pray: rely on the power of prayer. Prayer reminds us that God is in control, He loves the kids even more than us, and that He can change them. Not only can God change the kids, But He can also change us and give us the strength to love those kids that are getting on our nerves.

Respect and love the kids- accept and value them, give your focused attention to them. Love is patient, love is kind. That means at the end of being patient, be kind. This must be real. Walk your talk. Kids are quick to spot a fake.

Memorize the names of your students and use them frequently (use name tags as needed) Remember rules without relationship leads to rebellion. The kids need to know you care about them if they are going to care about what you say.

Be prepared for class – NO DEAD TIME. Have your materials ready to go and know how you will give instructions. This includes “little things” like getting enough rest to be pleasant.

Be fair and consistent in dealing out the consequences of the discipline system. Always follow through with consequences.

Frequently point out they have choices in their behavior. Choices that have real consequences – good or bad. Ex: “If I have to speak to you again about ____, you will get a strike. ( lose points, get a color change, etc.)” “You have a choice to either stop talking or be moved, but you must be quiet.”

Take kids aside to make sure they understand why their behavior was unacceptable. Relate the behavior to the rules. (participate, respect others and staff)

Be realistic in expectations for your children and in the activities you plan. Know their age group characteristics. If things are too hard, if you expect too much from the kids, they will be frustrated and cause discipline problems. If things are too easy or you are not challenging them, they will get bored and cause discipline problems. Kids like to be challenged and will rise to your expectations but be sure they are realistic.

Approach kids with an attitude of trying to help them. Ex: “It seems like you’re having a rough time today – can I help?” “You seem upset – sit by me a minute until you feel better.”

Teach children to be quiet when someone else has permission to speak

Work the room! You can’t give eye contact or appropriate touch from a desk. Walk around and be aware of what is going on around you.

Confiscate little treasures that become a distraction. They can get their things back after camp.

Use time outs. Sometimes kids just need a break from the group or time to cool down.

Redirect their attention back to the class activity.

Reassure children that things are OK after a discipline scene. Especially with kids that are extra sensitive

Use silent clues and signals to help active kids stay on task

Be a calming force in your classroom. Model self-control.

Give children ample warning when it’s time to move on to the next activity

Be positive. Find something to praise in each child

Try to “get inside the head” of a child who requires constant discipline. Ask yourself, Why are the acting out in this way? What do they need? How can I help them succeed at camp?

Find special connections with challenging students

Surprise kids with spontaneous celebrations for good behavior

Discipline Don’ts

Don’t control the class through intimidation.

Don’t use threats you can’t or won’t carry out! (remember suspensions are only given by the director)

Don’t yell at children. Projecting your voice is good – they need to hear your instructions. Yelling gives the message that you are out of control.

Don’t back down on consequences for behavior. Ex: don’t take the strike away, change their color back. Don’t let them wander or chose a different spot for their time out.

Don’t give the kids a stage. If you give a discipline conflict center stage, you become entertainment for the kids. Talk to kids on the side as much as possible.

Don’t be late

Don’t come to class unprepared

Don’t give directions in the form of a question unless you are truly willing to let the kids choose. Ex: “Who would like to line up?”

Don’t distract attention from the class activity.

Don’t handle severe problems alone

Don’t use physical punishment of any kind. (push-ups, holding your arms out for x amount of time)

Don’t ask children “why” when they act out. Most will have no clue as to how to answer the “why” question. Try asking what led up to the actions.

Don’t shame or blame a child. A sense of scorn, scolding or lack of forgiveness coming from an adult leaves a child feeling devalued.

Don’t try to get kids to follow your instructions by embarrassing or making fun of them.

Don’t let kids manipulate you

• The crier: cries or pouts until you give in
• The hater: tries to intimidate you with anger and threats
• The fan: tries to get their way by flattery, being cute. “you’re my favorite counselor”
• Sour grapes: acts like they don’t care about strikes, etc. “This camp is corny anyway” They really do care.

Don’t label kids. Give kids a fresh new start each day, even each class.

Don’t be a buddy-buddy friend. They have enough friends, they need a role-model leader who is worthy of respect.