Employee Manual

APPLETON ALLIANCE CHURCH 2693 W. GRAND CHUTE BOULEVARD APPLETON, WI 54913

Employee Handbook February 2011

Table of Contents Section I

Introduction

Section II

The History of Appleton Alliance Church

Section III

Values & Vision of AAC

Section IV

What You Can Expect from AAC

Section V

What Appleton Alliance Church Expects from You

Section VI

Hiring Process

Section VII

Employee Status and Records

Section VIII

Staff Expense and Stewardship Policy

Section IX

Job Descriptions and Performance Appraisals

Section X

Work Hours and Payroll

Section XI

Compensation

Section XII

Benefits

Section XIII

Employee Conduct and Disciplinary Action

Section XIV

Harassment Policy

Section XV

Separation of Employment

Section XVI

Internal Grievance Procedure

Section XVII

Commitment to Biblical Conflict Resolution

Section XVIII

Miscellaneous

Appendix

Pastoral Housing Allowance Health/Dental Expense Reimbursement

Introduction We welcome you to Appleton Alliance Church (AAC) and wish you every success here.

We believe that every employee contributes directly to AAC’s mission and vision. We hope you enjoy being a member of our team.

The policies in this Employee Handbook are to be considered as guidelines:

• AAC, at its option, may change, delete, suspend or discontinue any part or parts of the poli• • •

• • • •

cies in this Employee Handbook at any time without prior notice as business, employment legislation, and economic conditions dictate.

Any such action shall apply to existing as well as to future employees.

Employees shall not accrue eligibility for any benefits, rights, or privileges beyond the last day worked.

Unless it involves a matter of basic office procedures, no policy in this Employee Handbook may be altered or modified without Board approval. Basic office procedures may be defined by either the Senior Pastor or Director of Operations. Any alteration or modification of the policies in the Employee Handbook must be in writing.

No statement or promise by a pastor, past or present, may be interpreted as a change in policy nor will it constitute an agreement with an employee.

Should any provision in this Employee Handbook be found to be unenforceable and invalid, such finding does not invalidate the entire Employee Handbook, but only that particular provision.

This Employee Handbook replaces (supersedes) any and all other or previous AAC Employee manuals or other AAC policies whether written or oral.

Each employee should become thoroughly familiar with these policies and acknowledge receipt and understanding of them on a separate form provided by AAC.

We hope that your experience here will be challenging, enjoyable, rewarding and a blessing to our God. Again, welcome!

II. The History of Appleton Alliance Church The history of Appleton Alliance Church is the ongoing story of God moving among the people of the Fox Valley to reach the world for Christ. It is the record of a 75 year commitment to connecting people with God and one another.

With the radio program known as Chicago Gospel Tabernacle, Rev. Paul Rader who, at the time was the Pastor of Moody Church, was gathering some people at the YMCA in Appleton to begin a new church. The small group purchased land at the corner of what is now Badger and Story Streets in Appleton. In September of 1932, it became know as the Christian & Missionary Alliance Church of Appleton.

Appleton Alliance continued to grow and by 1950 it necessitated a move to a new location. In 1953, the old property was sold and an existing church (Emmanuel United Brethren Church) at the corner of Franklin and North Durkee Streets in Appleton was purchased. During the 1

1950’s, Appleton Alliance grew steadily in the new building providing room to seat about 150 worshippers.

The Lord continued to bless this small fellowship of believers and by 1965 another committee was formed to study future building needs. Once again, the congregation and its leaders decided to make another move. Ten lots were purchased at the corner of Durkee Street and East Capitol Drive and by December of 1969 the cornerstone of the building was laid. During the 1970’s and 80’s the church was averaging almost a 10% increase each year under Senior Pastors George St. Cyr and Stephen Grunlan. The Durkee Street building was expanded twice to accommodate our growing congregation, once in 1982 and then again in 1992.

Rev. Dennis Episcopo was called as Senior Pastor in February of 1997. At that time, the average worship attendance was 733 and the staff was three pastors and a total of 10 staff members. By 1999, the two Sunday morning services were filled and a third service was added on Saturday.

In the meantime, the church had again voted to “make room” for an increasing number of people looking to Appleton Alliance for their spiritual needs. After the deal to acquire a piece of property at N. Meade Street and Broadway Drive fell through in 1999, the leadership began seeking God’s will again for the relocation and expansion of the congregation.

In 2001, Mr. and Mrs. Eugene Dorn agreed to sell their farm located at Lynndale Drive and Highway 41, a much more visible and accessible location than the one originally planned. The Governing Board approved borrowing of $7.6 million to purchase the land and complete the first phase construction on the new campus. On June 1, 2003, Appleton Alliance moved to Grand Chute, its fourth location. Concurrent with the construction of the main building was a volunteer-led construction of the Small Mission House on the campus, which provides housing for missionaries.

In 2003 the church had two Sunday services, but with the growth in attendance there are now three morning and two evening services each Sunday. At this time, the staff is more than 45, with eight pastors, and an average attendance of more than 3,000 per Sunday. We have again outgrown the building and are seeking God’s will to complete the buildings on the new campus. God’s faithfulness has been witnessed year after year as our church family grows in Christ and reaches out to the community, region, nation and, increasingly, the world.

III.

Values and Vision of Appleton Alliance Church

Our Vision Our vision at AAC is to be a growing community of Spirit-led believers reaching out to families and individuals of all ages – impacting the greater Fox Valley and the world for Christ.

Our Passion “Connecting People with God and One Another”

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Our Core Values (Our Foundation)

• • • • • •

Bringing Glory to God is the goal of all we are and all we do at Appleton Alliance.

All our ministries are to be biblically sound, culturally relevant and supported with prayer.

Worship (both individual and corporate) is a priority.

Our Fellowship is focused on shepherding and caring for one another.

Our evangelism is driven by a sincere burden for the lost and worldwide in its impact.

Excellence – Our ministry will show excellence (doing the best with what you have) because it honors God and inspires people.

Our Discipleship Plan Connect with God Believe/Surrender: Do I believe in Jesus and have I surrendered to Him? Worship: Do I worship regularly?

Prayer: Do I have an active prayer life?

Connect with Your Church Small Groups: Do I belong to a Mini-Church or other small group?

Volunteer: Do I use my gifts, talents, and abilities to serve others at Appleton Alliance?

Membership: Am I a member of the church?

Connect With Your Bible Read: Do I read the Bible on a daily basis?

Study: Do I study the Bible to learn more about God and His Word?

Apply: Do I apply what I have learned from the Bible in every day life?

Connect with Your World Personal Evangelism: Do I share my faith with others?

Community Outreach: Do I use my gifts, talents, and abilities to serve the community?

International Ministry: Do I give to this work and pray for our international workers?

Personnel Policy Statement AAC is a body of believers who have banded together in common faith to perform the ministry of sharing the gospel of Christ, worshipping God and building up the body as well as the individual believer. From the body, certain individuals are led by the Holy Spirit to provide leadership, exhibit certain talents and gifts, minister to and equip the other members of the body.

This leadership can be categorized into two different groups: the paid staff member and the volunteer leader. The policies and procedures which follow have been developed to provide uniform administration of the employment of those individuals who are paid by AAC for their leadership and ministry. It is the responsibility of each individual staff member to become familiar with the provisions of these policies and procedures as well as the applicable federal, state and local regulations concerning personnel employment practices. Implementation of the policies and procedures will be the responsibility of the Senior Pastor and Director of Operations.

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At-Will Employment Your employment with AAC is at-will. This means that neither you nor AAC has entered into a contract regarding the duration of your employment. You are free to terminate your employment with AAC at any time, with or without reason. Likewise, AAC has the right to terminate your employment at any time, with or without reason, at its discretion. This employment-at-will relationship will remain in effect throughout your employment with AAC unless it is specifically modified by a written agreement signed by you and either the Senior Pastor or Director of Operations.

IV.

What Staff Members Can Expect from AAC

Appleton Alliance Church believes in creating harmonious working relationships among all employees. In pursuit of this goal, AAC has created the following objectives: • •

•

• • • • • • • •

V.

Provide an exciting, challenging and rewarding workplace and experience.

Select people on the basis of skill, training, ability, attitude, and character without discrimination with regard to age, sex, color, race, national origin, marital status or a disability that does not prohibit performance of essential job functions.

Review salaries and wages, employee benefits and working conditions regularly with the objective of being competitive in these areas consistent with similar ministry practices.

Provide paid time off and holidays to all eligible employees.

Provide eligible employees with health and retirement benefits.

Assure employees, after talking with their supervisor, an opportunity to discuss any issue or problem with the Senior Pastor.

Take prompt and fair action of any complaint which may arise in the everyday conduct of our ministry, to the extent that it is practical.

Respect individuals and treat all employees with courtesy and consideration.

Maintain mutual respect in our working relationship.

Keep all employees informed of the progress of AAC, as well as the ministry’s overall goals and objectives.

Promote an atmosphere in keeping with AAC’s mission and passion.

What Appleton Alliance Church Expects from Employees

All employees must be members of AAC and are expected to work with the highest standards of Christian conduct. This includes personal integrity, honesty, discipline and Christ-like language. Employees are expected to maintain positive Christian attitudes and actions toward fellow employees, members of the AAC family, and visitors. An employee’s demeanor is reflective not only of his/her personal character but reflects AAC and the atmosphere of ministry that AAC wishes to set.

There are eight leadership values which employees are expected to represent in their behavior and attitude: 4

• • • • • • • •

Reaching lost people drives everything we do.

Our measure of success will be conversions, spiritual growth and maturity, and the completing of the Great Commission.

We will strive to stay relevant with a minimum amount of bureaucracy and a never-ending focus on excellence.

We will never lose sight of our vision.

We will think, plan and minister with a sense of urgency.

We will work together as a team. Tunnel vision and turf wars will not be tolerated.

We will have a towel over our arms at all times. A positive attitude of joyful, humble service towards each other and the people we serve in and outside the church. We always assume good intent.

We will keep short accounts (do not let conflict simmer).

Confidential information is to be kept confidential. It is the policy of AAC that issues relating to members’, attendees’ or visitors’ personal lives are not to be publicly discussed or disclosed; nor are the general operations of the office or financial affairs discussed outside the working environment. Gossip, murmur and complaints are inappropriate for AAC’s employees and ministry volunteers.

No one is permitted to remove or make copies of any AAC records, reports or documents without prior supervisory approval. Disclosure of confidential information is subject to disciplinary action and could lead to termination.

If an issue arises between co-workers, AAC encourages them to discuss it directly. If a resolution is not reached, they should meet with their supervisor(s) to discuss it. Any information discussed in such a forum is considered confidential. Retaliation against any employee for appropriate usage of these communication channels is unacceptable. It is counterproductive to a harmonious workplace for employees to create or repeat office rumors or gossip.

If a full time employee’s financial situation requires a second job, part-time or full-time, or if the employee intends to engage in a ministry or business of his/her own, the supervisor should be made aware of it. Products or services produced from a personal business may not be sold on church premises or on staff time. If another job or business outside AAC affects results and performance at AAC, it may result in termination.

VI.

Hiring Process

We carefully select employees through written applications, personal interviews and reference checks. In addition, each prospective employee is subject to a background check consisting of prior employment verification, professional reference checks, education confirmation and criminal history. Applications must complete an authorization form for AAC to do these investigations.

Recruitment Expense Reimbursement Policy It is the intention of this policy to provide reimbursement for those individuals who we are seeking in employment at Appleton Alliance Church. The bottom line of this policy is to attempt to get individuals to experience the heartbeat of our ministry and to do so in a manner which is 5

least expensive to Appleton Alliance Church, and yet provides the support to those who are candidating. This policy will apply to individuals who report to the Senior Pastor and to individuals who report to a Senior Leadership Team member. No other individuals seeking employment at Appleton Alliance Church will receive reimbursement for their costs associated with recruitment.

It is understood that this policy is intended for individuals who are close to being hired, meaning that the job is theirs to loose. Prior to their visit, all references will have been checked and extensive phone interviews will have been conducted. This is the final interview time for the candidate.

This policy will provide for two visits to the church. Typically, the first visit will be with the candidate and the second will be with the candidate and spouse. AAC will only pay for the spouse to travel one time to the church.

•

Airfare – AAC will provide for reimbursement of the cost to come to the church via airplane; however, the trip here must be over a weekend, typically from Friday to Monday. This will afford ample time to interview the candidate and to get to know him/her. It will also provide an opportunity for the candidate to experience worship at Appleton Alliance Church. In addition, purchase of the airplane ticket will need to be made 15 to 30 days in advance in order to secure the lowest possible rate. If the candidate arranges the airfare, it should be approved by AAC prior to final purchase.

If the candidate wishes to drive, AAC will pay mileage up to but not exceeding the cost of airfare. Mileage will be reimbursed at the rate currently in effect for other church business.

•

Meals and Hotel – AAC will provide for lodging and meals associated with the candidate’s visit. Lodging will be arranged by Appleton Alliance Church and the costs charged directly to the church. Meal expenses should be reasonable and not extravagant. The candidate will be expected to keep all receipts and attach them to the reimbursement request. All expenses will require a receipt.

•

Cost of Moving – If the individual reports to the Senior Pastor, this policy will provide for reimbursement of a professional moving company. We will require three quotes, and Appleton Alliance Church will choose the company.

For those individuals who are reporting to a Senior Leadership Team member other than the Senior Pastor, Appleton Alliance Church will reimburse the cost of a rental trailer or small truck. Appleton Alliance Church must approve the rate per mile and will reimburse for the number of one-way miles to AAC. There will be no reimbursement for personal vehicles during the move. In lieu of expenses directly associated with a move we will pay the following for expenses associated with the move: Miles 0-500 — $500.00 501-1000 — $1,000.00 1001-2000+ — $1,500.00

As with any policy, while we want to adhere to it for consistency, we recognize that there are situations in which exceptions may need to be made. When that is the case, those exceptions will be reviewed with the Director of Operations.

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VII. Staff Expense and Stewardship Policy Overview and Purpose The following policy has been adopted to ensure all staff members of Appleton Alliance Church understand the guidelines for purchasing travel, equipment, services and meals. This expense policy has been adapted to accomplish three objectives:

1. Define the proper use of funds.

2. Ensure Appleton Alliance Church makes the best use of ministry and operations funds.

3. Ensure that there is controlled consistency in expenditures, procurement and reimbursement of expense.

General Guidelines Ministry is about helping people with the gifts we have been given and the funds that have been entrusted with. We are stewards of these funds and we need to be sure we exercise sound judgment and discernment.

Budgeted Expenses In many cases, even if an item, trip or conference has been budgeted, there will be a need for Director of Operations review and approval before the purchase is made. This review is required to ensure funds are available and that our current and forecasted financial situation can accommodate the request.

Expense Documentation Proper documentation of all expenses is required to provide reimbursement. For most expenses, an itemized credit card statement is sufficient. For equipment purchases, a receipt is required to ensure the purchase was made as a non-profit and that taxes were not paid on the expense.

Use of Church Credit Card The Director of Operations will establish a list of employees authorized to use a church credit card. Use of a church credit card by anyone other than those authorized to make purchases is not acceptable. A credit card may not be taken off the church premises.

Reimbursable Expenses Employees incurring reimbursable expenses must have them approved by their supervisor in advance. After the purchase(s) is made, an Expense Reimbursement Form is completed and must be signed by the supervisor. No staff member may authorize a reimbursement to himself or herself. A receipt by the vendor is required for each reimbursement, but we realize that in certain situations a receipt may not be available. The maximum amount of a reimbursement without a receipt is $25.

State Tax Since AAC is exempt from Wisconsin sale tax, employees must make every reasonable effort to avoid payment of that tax when making church-related purchases.

Automobile Expenses Automobile expenses are reimbursed only if incurred for trips outside the Fox Cities or if approved by the Senior Pastor or Director of Operations. These expenses should also be recorded on an Expense Reimbursement Form. The current mileage reimbursement 7

rate is $0.25 per mile.

Reimbursement Policy Any expense incurred outside of the processes listed below may not be reimbursed.

Section 1: Ministry Expenses Staff Travel The staff member’s Senior Leadership Team (SLT) representative must approve all staff travel before a trip is planned. SLT travel must be approved by the Senior Pastor. Plans should be made well in advance to take advantage of “early bird” discounts and less expensive airfare.

Group travel or travel estimated to exceed a total trip cost of $500, must also be approved by the Director of Operations to ensure funds are available and that our current and forecasted financial situation can accommodate the request.

Group travel is defined as more than one person traveling to the same conference or destination.

The following details must be provided for approval:

• • • •

Purpose of trip Registration fees for any conference and/or class Method of travel Estimated cost of travel and accommodations

Once the trip has been approved, a member of the administrative staff will work with the traveler to:

• • •

Pay any registration fees Make travel arrangements Secure lodging

Notes on Travel •

Travel Fees/Charges: Travel, registration fees and accommodations will be booked using the church credit card. Travel arrangements, fees and accommodations are not to be booked using personal credit cards.

•

Meals: While there is no per diem for meals while traveling, it is expected that the staff member will use good judgment in spending funds on meals.

•

Non-Staff Travel: The staff member’s Senior Leadership Team representative and the Director of Operations must approve non-staff travel. This includes spousal travel and lay ministry leader travel. The Senior Pastor or SLT may require spouse travel to conferences or training events in order to further staff development.

•

Short-Term International Ministry Travel: This policy applies to all travel including shortterm international ministry travel.

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•

Travel Commitments: Before a staff member commits to speaking engagements, conference work or denominational committee work, they should ensure their supervisor understands the extent of travel commitments and out of office time their involvement will require.

While we want to help other churches, organizations and our denomination, or first duty is to our ministries, congregation and staff we work with here at Appleton Alliance Church.

Ministry Meals Pastors and ministry leaders may purchase meals for those they need to minister to and meet with, within defined monthly limits. Expense reports must be submitted in full on a monthly basis.

The monthly meal limit for pastors and ministry leaders is $100. Monthly meal limits for other ministry leaders is $50. Unused monthly funds do not carry forward to future months. Expenses incurred over the monthly limit are the responsibility of the staff member who has submitted the expense report.

From time to time it may be appropriate for a ministry leader to take a staff member, key volunteer or team for lunch to provide direction outside of the office setting or celebrate an accomplishment. Ministry leaders are expected to use sound judgment and discretion when setting these appointments. The amount spent on these meals is included in the monthly limit.

Monthly limits may be reduced as our financial forecast warrants. The decision to reduce monthly meal limits will be made by the Senior Leadership Team.

Meals for Meetings, Events and Classes Pastors and ministry leaders may purchase meals and food for meetings, events and classes.

Ministry leaders are expected to use sound judgment and discretion when purchasing meals and food. Food should be planned for and purchased in advance of the meeting at a grocery store or Sam’s Club. Whenever possible we should look to include these costs in the registration price for the meeting, event or class.

Books Pastors and ministry leaders may purchase books and other materials required for personal ministry or study. If a book is required for a one-time use, pastors and ministry leaders are encouraged to check to see if someone on staff has the book so it can be borrowed.

Whenever possible, books should be purchased by the administrative staff who will find the best price for the book and will bundle purchases for increased savings. Purchasing books in this manner can result in 25-30% savings.

The monthly limit for book purchases for pastors and ministry leaders is $50.

Gifts/Ministry Helps From time to time it may be appropriate for a pastor or ministry leader to purchase a gift or ministry help for a key volunteer or someone to whom they are ministering. These gifts should not exceed $30.

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Conference Speakers/Event Speakers Pastors and ministry leaders may wish to bring in speakers for conferences and events. Pastors and ministry leaders should take great care to ensure the speaker aligns with Alliance and AAC theology, ministry philosophy and mission.

Conference speakers and events must be approved by the Director of Operations to ensure funds are available and that our current and forecasted financial situation can accommodate the conference or event.

Pastors and ministry leaders may not sign any contracts or commit the church to any financial obligation for conferences and events. All contracts will be reviewed and signed by the Director of Operations.

Honoraria When an honorarium is required for a speaker at a retreat or other event, the honorarium must be approved by the Teaching Pastor. The Teaching Pastor will review the speaker’s credentials and determine the appropriate honorarium amount to be paid to the speaker.

Section 2: Equipment and Operations Expenses Music Equipment Purchases The Associate Pastor of Worship Arts must approve all music equipment purchases before the purchase occurs.

Musical equipment will be purchased “on account” with a current vendor or by using the church credit card. Personal credit cards may not be used for musical equipment purchases, (this excludes items that are needed “on the fly” because of equipment failure and/or unforeseen needs the day of an event or program).

Audio/Visual Equipment Purchases Appleton Alliance Church has made significant investments in audio/visual equipment. Much of this equipment can be transported and used for various ministry events and programs. We want to be sure we do not purchase equipment that we already have in our inventory.

The Technical Director must approve all audio/visual equipment purchases before purchasing the equipment to ensure it is needed. Audio/visual equipment purchases must also be approved by the Director of Operations to ensure funds are available and that our current and forecasted financial situation can accommodate the request.

Examples include: • Televisions • DVD and CD Players • Portable Audio Equipment, (boom boxes, media players, MP3 players, etc.)

• Cables • Speakers • Microphones • Switching equipment Audio/video equipment will be purchased “on account” with a current vendor or by using the 10

church credit card. Personal credit cards may not be used for Audi/video equipment purchases, (this excludes items that are needed “on the fly” because of equipment failure and/or unforeseen needs the day of an event or program).

Technology Hardware Purchases The Director of Operations must approve all technology hardware purchases before the purchase occurs.

Examples include: • PCs • Laptops • Servers • Routers and Switches • Monitors • Printers, Copiers, Fax Machines • Accessories • Cables • PDA’s (Personal Data Assistants) • Cell Phones Technology hardware will be purchased “on account” with a current vendor or by using the church credit card. Personal credit cards may not be used for Technology hardware purchases, (this excludes items that are needed “on the fly” because of equipment failure and/or unforeseen needs the day of an event or program).

Software and Web Service Purchases The Director of Operations must approve all software and web service purchases before the purchase occurs.

This includes any software package that is purchased or distributed as “freeware” on a CD or DVD and downloadable software. This also includes any web services for hosting of websites, audio, video, promotion or communication.

Examples include: Any software to be loaded onto Appleton Alliance computers Web service memberships, email services, recruiting services, etc.

Web site hosting Web advertising, communication tools, etc.

• • • •

Software and Web Services will be purchased “on account” with a current vendor or by using the church credit card. Personal credit cards may not be used for software or web services purchases, (this excludes items that are needed “on the fly” because of equipment/software/ services failure and/or unforeseen needs the day of an event or program).

Ministry Services or Business Services Purchases The Director of Operations must approve all ministry services or business services purchases before the purchase occurs.

This includes any service or contract for service.

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Examples include: • Recruiting Services • Job Postings on Websites • Marketing, Promotions, Focus Group or Survey Services • Accounting and Audit Services • Temporary Help Services These services will be purchased “on account” with a current vendor or by using the church credit card. Personal credit cards may not be used for ministry or business services purchases.

Facility Equipment Purchases and Rental The Facilities Manager must approve all facilities equipment purchases and rentals before purchasing or renting the equipment. Facility equipment purchases and rentals must also be approved by the Director of Operations to ensure funds are available and that our current and forecasted financial situation can accommodate the request.

Examples include: • Furniture • Whiteboards • Avaya Telephone Equipment • Construction Equipment • Tools • Facilities infrastructure, (heating/cooling, lighting, etc.)

Facility equipment will be purchased “on account” with a current vendor or by using the church credit card. Personal credit cards may not be used for facility equipment purchases, (this excludes items that are needed “on the fly” because of equipment failure and/or unforeseen needs the day of an event or program).

Facilities Services The Facilities Manager must approve all facilities services before purchasing or entering into a contract for facilities services. Facility services must also be approved by the Director of Operations to ensure funds are available and that our current and forecasted financial situation can accommodate the request.

Examples include: • Cleaning services • Security services • Maintenance services, (electrical, plumbing, etc).

• Building damage remediation services Facility services will be purchased “on account” with a current vendor or by using the church credit card. Personal credit cards may not be used for facility services, (this excludes items that are needed “on the fly” because of equipment failure and/or unforeseen needs the day of an event or program. This also excludes emergency services required for immediate building damage remediation).

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VIII. Employment Status and Records The purpose of this section is to standardize terminology and ensure common understanding in our references to employees.

Types of Employees •

Full-Time Employees – Those employees who work at least 30 hours per week and who maintain continuous regular employment status. Under special conditions (illness, etc.), a full-time employee may work less than 30 hours weekly without losing full-time employee benefits if approved by the Director of Operations. All full-time employees are eligible for all employee benefits, including paid vacations, paid time off, and group insurance.

•

Regular Part-Time Employees – Those employees who work less than 30 hours per week and who maintain continuous regular employee status.

•

Temporary Part-Time Employees – Those employees who work for a specific period of time and/or special project. Length of employment will not exceed a continuous 12-month period.

•

Salaried Employees – Pastoral and supervisory positions.

•

Pastoral Staff – Licensed Alliance Pastors (full or part-time) serving in an AAC pastoral position.

•

Program Staff – Non-pastoral employees who lead ministries or departments in the church.

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Support Staff – All staff other than Pastoral or Program Staff.

•

Seasonal Workers– Part-time or full-time seasonal workers, including childcare and sports camp workers.

Employment of Relatives AAC allows the hiring of relatives except in the same organizational entity, in positions where relatives are directly reporting to one another, or in positions in which a relative could compromise the organization’s confidentiality, effectiveness or work required by that position. While AAC allows the hiring of relatives in certain positions, there is a potential for partiality, thereby compromising the work environment. Situations like this must be avoided.

Access to Personnel Files Each employee’s personnel file is kept by the supervisor. In addition, payroll and benefits information is maintained by the Manager of Operations. Changes in address or phone, beneficiary, emergency contact, etc., should be given to the supervisor and the Manager of Operations. Employees may see information which is kept in their own personnel file by contacting the supervisor.

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IX.

Job Descriptions and Performance Appraisals

Each staff position has a job description in sufficient detail to give meaningful focus and direction to the activities of the employee. These descriptions, which include “other duties as assigned,” must be approved by the Senior Pastor or Director of Operations.

Supervisors and employees are strongly encouraged to discuss job performance and goals on an informal, day-to-day basis. Additional performance evaluations are conducted to provide both supervisors and employees the opportunity to discuss job tasks, identify and correct weaknesses, encourage and recognize strengths, and discuss positive approaches for meeting goals.

Performance evaluations are scheduled every December. At that meeting, the supervisor:

• • •

X.

Meets individually with each employee to review and assess job performance and demonstrated results, providing written documentation for the employee’s review of the performance appraisal.

Signs the appraisal and has the employee sign the acknowledgment of receipt, then places it in the employee’s personnel file.

Meets individually with an employee if a follow-up performance interview is necessary.

Work Hours and Payroll

Office Hours Regular office hours are 8:30 a.m. to 4:30 p.m., Monday through Friday.

Work Hours Work hours in a particular position may or may not correspond to the church’s office hours.

•

Pastoral Staff – The regular work week is 40 hours for full-time pastors and extends Monday through Sunday. While 40 hours are the normal work week, it is expected that assigned work is completed in whatever time it takes which will often include holidays, weekends and evenings. Part-time Pastoral Staff work according to their assigned work schedule. Each pastor is expected to keep regular office hours, arrange exceptions with his supervisor and keep administrative staff informed of his whereabouts and availability during normal office hours.

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Full-Time Program and Support Staff – Normal work hours are essentially the same as the office hours, 8:30 a.m. to 4:30 p.m., Monday through Friday, unless specifically scheduled otherwise. They may also work as needed during Sunday morning worship services.

•

Part-Time Program and Support Staff – Normal work hours fall within the regular office hours, 8:30 a.m. to 4:30 p.m., Monday through Friday, unless specifically scheduled other-

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wise. They may also work as needed during Sunday morning worship services. All PartTime Employees are entitled to a break for every four hours worked per day. Employees who work at least eight hours in one day are required to take a thirty minute unpaid lunch break.

Absence from Work When an employee must be absent from work due to illness or emergency, he/she must report the absence to the supervisor at the start of the day. All personal absence days are expected to be arranged in advance if possible. It is not necessary for employees to report their absence by telephone when prior arrangements have been made.

Emergency Closing Emergency conditions such as severe weather or fire can disrupt ministry operations. These extreme circumstances may require the closing down of all or part of our church operations.

When faced with the decision to cancel services, activities or the church office, the following factors are taken into consideration: • Safety of participants/attendees • Time required to adequately clear parking areas and walkways • Potential liability to participants/attendees During a major emergency when the entire operation must be closed, the Senior Pastor, Director of Operations, Associate Pastor of Worship Arts and Director of Children’s Ministry make the decision regarding when and for how long to close the church. For snow or other emergencies that may impact a small group of programs during an evening, the Pastoral or Program Staff member overseeing that activity makes the decision in concert with the Director of Operations, and then is responsible for communicating the closure to all the participants in those activities. In the event of such an emergency where there is lost work time, hourly employees must make up the lost time or request paid time off. Salaried employees are not required to make up the time, but are expected to fulfill their job responsibilities.

Employee’s Withholding Allowance (W-4) In order to process payroll in a timely and accurate manner, all employees need to complete an Employee’s Withholding Allowance Certificate (W-4). Every employee must complete this form both at the beginning of employment and if a change is to be made at the start of each new year, as required by the IRS. Employees also have the option to change their withholding status as often as they choose.

Immigration Law Compliance All offers of employment are contingent on verification of the right to work in the United States.

During an employee’s first week, he/she will be asked to provide original documents verifying the right to work and, as required by federal law, to sign Federal Form I-9, Employment Eligibility Verification Form. If a new employee cannot verify his/her right to work in the United States, AAC may be obliged to terminate his/her employment.

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Payroll The work week begins at 12:01 a.m. on Monday and ends at Midnight on Sunday. Time sheets are required only for those employees whose paid hours vary from one pay period to the next.

Payroll is processed twice each month except for seasonal workers. At the end of each pay period, time sheets are due in the Manager of Operations’ mailbox as early as possible on the deadline date. All payroll is deposited into employees’ personal bank accounts electronically.

Payroll check stubs are distributed normally by two days prior to the deposit date and deposits made into employee accounts on the 15th and last day of the month. If those dates fall on a weekend or holiday, the deposits will be made the previous work day. Seasonal workers are normally paid once a month, on the last day of the month.

Payroll taxes are forwarded to the units of government after each payroll. For employees participating in the AAC Retirement Plan, withdrawals are made from each payroll and are then forwarded together with the AAC match to the plan administrator on or about the 13th of the following month.

XI. Compensation The goal of AAC’s compensation program is to attract potential employees, meet the needs of all current employees and retain well-performing employees. The compensation program is built to balance both employee and AAC needs.

Compensation Philosophy and Policy It is AAC’s desire to set employee compensation in a way that is motivational, fair and equitable.

Several factors influence the rate of pay for a given position. Some of the factors considered are the nature and scope of the job, what other church ministries similar in size pay their employees for comparable jobs (external equity) and what AAC pays employees in comparable positions (internal equity).

Salaries and Wages Pastoral Staff members are considered self employed for Social Security and Medicare, and thus AAC does not withhold those taxes. Pastors may elect to have federal income and/or state income taxes taken from their pay. They receive a W-2 at the end of the year.

All non-pastoral employees complete a W4 and have Social Security, Medicare, and federal and state withholding taken out of their checks. They receive a W-2 at the end of the year.

All Full-Time Employees are expected to work according to their approved work schedule, which is normally at least 40 hours per week. All Regular Part-Time Employees are paid on the basis of time worked.

For hourly employees, prior authorization must be obtained from the supervisor before working 16

beyond their scheduled hours. AAC compensates all hourly employees at a rate of time-and-ahalf for all hours worked in excess of a 40-hour week.

Mandatory Deductions from Paycheck AAC is required by law to make certain deductions from each paycheck, including federal and state taxes and for other than pastoral staff, contributions to Social Security. These deductions are itemized on the pay stub. The amount of the deductions depends on earnings and information furnished on the employee’s W-4 form regarding the number of exemptions claimed. If an employee desires to make changes, he/she should contact the Manager of Operations and request a new W-4 form immediately. Only the employee may modify his/her W-4 form. Verbal or written instructions are not sufficient to modify withholding allowances. Employees should check their pay stubs to ensure that they reflect the proper number of withholdings, as well as the correct Social Security number. Any other mandatory deductions to be made from paychecks, such as court-ordered garnishments, are explained whenever AAC is ordered to make such deductions.

Direct Payroll Deposit Direct payroll deposit is the automatic deposit of pay into the financial institution account(s) of the employee’s choice. All payroll is direct deposited.

Payroll Advances No payroll advances are permitted unless approved by the Governing Board.

Error in Pay Every effort is made to avoid errors in employee payroll. If an employee believes that an error has been made, he/she should notify the Manager of Operations immediately. The necessary steps will be taken to research the problem and to assure that corrections are made promptly.

XII. Benefits AAC is committed to sponsoring a comprehensive benefits program for all eligible employees.

This program represents a very large investment by AAC. A good benefits program is a solid investment in AAC’s employees. AAC periodically reviews the benefits program and makes modifications as appropriate to the church’s condition. AAC reserves the right to modify, add or delete the benefits it offers.

Eligibility for Benefits Full-Time Employees enjoy all of the benefits described in this Employee Handbook as soon as they meet the eligibility requirements for each particular benefit. Coverage is available to employees and their dependents as defined in the benefit summary plan descriptions.

Regular Part-Time Employees who work 10 or more hours per week are eligible for a portion of 17

the benefits outlines below. As always, each employee must meet the minimum requirements set forth by law and in the benefit plan(s).

Seasonal and temporary employees are not eligible for benefits.

Pastoral Housing Allowance and IRA Contribution Pastoral Staff are eligible for Housing Allowance as provided in the Pastoral Housing Allowance Policy (see Appendix).

In addition, pastoral staff are eligible to have a $1,000 contribution to their personal retirement account each calendar year. The account must be in the pastor’s name and can be either the 403B retirement account which is partially funded by AAC or a personal IRA. This amount does appear on the W-2 and the staff member is responsible for making any necessary tax payments.

Group Insurance Programs All Full-Time Employees are eligible to participate in church-sponsored insurance programs. In some cases, there may be a waiting period before coverage begins. The church reserves the right to change or discontinue these plans at any time. Plan participants are notified in advance of any changes to benefit plans. The actual benefits provided and eligibility requirements are determined by the plan documents.

• Medical/Dental Insurance - Full-Time Employees are eligible to participate in the Medi-

cal/Dental Insurance Program beginning on their date of hire or transfer to a full-time position. The cost of premiums is shared between the church and the employee. See plan documents for details and actual costs. When employees enroll in the health or dental plan, they automatically enroll in the AAC pre-tax deduction of their individual premiums. If the employee’s spouse has family health and/or dental insurance through his/ her employer, he/she is required to take family coverage from the spouse’s employer if available. Should the employee choose to enroll in the AAC plan, AAC would provide coverage for the employee with the current premium sharing for the plan and provide 50% of the cost to add the employee’s spouse and family members.

• Short-Term and Long-Term Disability Insurance – All Full-Time Employees receive short

-term and long-term disability insurance, effective on their date of hire, in the event they are unable to perform their job responsibilities due to a short or long-term illness or injury. See the plan documents for details.

• Term Life Insurance – All Full-Time Employees are provided with life insurance for them-

selves, their spouse and each eligible child. See plan booklet for details.

• Accidental Death and Dismemberment Insurance – All Full-Time Employees are pro-

vided with insurance that is payable in the event of the employee’s accidental death, in accordance with the policy. See plan booklet for details.

• Retirement – Beginning on the first of the month following their 30-day anniversary of

AAC employment, or on the first of each calendar year thereafter, Full-Time Employees may choose to enroll in the retirement benefit through the Christian and Missionary Alli18

ance. Employees may contribute up to the legal limit on a pretax basis. The church matches 50% of the employee’s contribution, up to 6%. For every percent contributed by the employee the church matches ½% up to an employee contribution of 6%. The employee can choose to contribute more than 6%. See the plan document for details.

• Health/Dental Expense Reimbursement Policy – See Appendix.

• Unemployment Benefits – AAC does not participate in the Wisconsin Unemployment

Program.

• Personal Cell Phone Allowance – For pastoral staff and ministry leaders who either

travel extensively or who are on call during other than regular office hours, AAC may choose to provide a cell phone allowance. The amount of this allowance is normally a flat amount per payroll. The Director of Operations reviews all personal cell phone allowances.

Participants receive instruction on converting group insurance to individual policies whenever conversion privileges apply.

Government Required Coverage •

Workers Compensation Insurance – All employees are entitled to Workers’ Compensation benefits. This coverage is automatic and immediate and protects employees from an onthe-job injury. An on-the-job injury is defined as an accidental injury suffered in the course of employment, or an illness which is directly related to performing assigned job duties.

This job-injury insurance is paid for by AAC. If an employee cannot work due to a jobrelated injury or illness, Workers’ Compensation insurance pays the medical bills and provides a portion of the employee’s income until he/she can return to work, as specified in Wisconsin law.

All injuries or illnesses arising out of the scope of employment must be reported to the supervisor and Director of Operations immediately. Prompt reporting is the key to prompt benefits. All claims must be investigated and verified prior to payment of benefits, but nothing can happen until the employer knows about the injury or illness. Each employee should ensure his/her right to benefits by reporting every injury or illness, no matter how slight.

Employees returning to work after being absent due to a work-related injury must report to their supervisor or a designated AAC representative prior to beginning work and must bring a medical doctor’s clearance for returning to work.

•

Social Security – The United States government operates a system of mandated insurance known as Social Security. As a wage earner, each employee is required by law to contribute a set amount of weekly wages to the trust fund from which benefits are paid. As the employer, AAC is required to deduct this amount from each paycheck for non-pastoral employees. In addition, AAC matches the employee’s contributions dollar for dollar, thereby paying one-half of the cost of the Social Security benefits.

The employee’s Social Security number is used to record his/her earnings. Employees are encouraged to protect their Social Security record by ensuring their name and Social Security number on the pay stub and W-2 form are correct. Employees are also encouraged to 19

review their Personal Earnings and Benefit Estimate Statement from the U.S. Social Security Administration each year.

Paid Time Off Paid Time Off (PTO) is intended to give employees paid time away when they are not working on church-related matters. PTO can be used for vacation, illness/disability, personal emergencies, and care of a sick family member.

Use of PTO must be approved by the supervisor in advance of all non-emergencies. The following schedule has been created to provide for all needed time away from the work environment. It is also intended to bridge the gap that exists with the waiting period on the AAC ShortTerm Disability (STD) plan, as well as provide additional income during an illness that may not be available from the STD plan.

In addition, the following schedule also includes three (3) days which were normally a part of holiday pay (see Holidays and Holiday Pay) and are now floating holidays. They can be used by employees at anytime during the year.

The following apply to the PTO schedule: • During the employee’s first year of AAC employment, PTO days are pro-rated from date of hire to December 31 of that year. In the years following, PTO days are accrued by calendar year.

• PTO is earned on a monthly basis, but can be taken prior to being earned. However, if a terminating employee has used more than the amount of PTO earned, the unearned amount will be repaid to AAC on or before the final paycheck.

• Employees can accumulate up to 30 days in their PTO bank (see PTO Bank section).

• Each year, employees can carry over 10 days from the current year and deposit those days into their PTO bank with their supervisor’s approval.

• A total of 30 days can be accumulated in the PTO bank. Once the PTO bank has accrued 30 days, no current year PTO can be carried over. If current year PTO is not used and the bank is full, the current year PTO is lost.

Pastoral and Program Staff Pastoral Staff and Program Staff accrue PTO according to the table below: Year of Service (includes all C&MA employment) First through fifth Fifth through tenth Tenth +

Paid Time Off 20 days 25 days 30 days

Support Staff Support Staff accrue PTO according to the table below: Year of Service First through fifth Fifth through tenth Tenth +

Paid Time Off 15 days 20 days 25 days 20

During the fifth and tenth years of employment, the accrual at the higher rate begins on January 1. Employees accrue PTO equal to their weekly scheduled hours divided by 5 for each PTO day (e.g., 20 hours per week/5 = 4 hours PTO).

• PTO Bank

The PTO Bank is intended to be a personal source of time off that the employee may need in the event of an extended illness/injury, care of a family member, or for an extended vacation. The Bank can also be used to replace lost income during a disability. (For example, the STD plan provides 66.6% replacement of earned income after the seven day waiting period.) Current year PTO and days in the PTO Bank can be used to replace this lost income.

Upon termination or retirement, any unused PTO is paid out.

• Leave for Illness or Injury

In the event of illness, employees may use their PTO until disability insurance is activated. Full-Time Employees may be granted additional leave if their PTO is exhausted prior to the end of the 7-day waiting period for STD. At their supervisor’s discretion, Part-Time Employees may be given the opportunity to work their lost time.

Holidays and Holiday Pay Holiday pay is granted to all employees whose regular work schedule is 10 or more hours per week. Part-Time Employees are paid an amount equal to their weekly hours divided by 5 for each paid holiday (e.g., 20 hours per week/5 = 4 hours). All hourly employees are paid doubletime for having to work on non-floating holidays.

There are a total of eight (8) paid holidays. With the supervisor’s approval and subject to adequate staff coverage in the office, the employee may choose to work that day and take off another day of his/her choice (with the supervisor’s approval) during the same calendar year.

• New Year’s Day • Good Friday • Memorial Day • Independence Day • Labor Day • Thanksgiving Day • Friday after Thanksgiving Day • Christmas Day If any holiday falls on a Saturday, the preceding Friday is recognized as the holiday. If any holiday falls on a Sunday, the following Monday is recognized as the holiday. Exceptions may be made to this policy during Christmas and New Years to accommodate the church calendar.

Staff will be notified of the holiday office hours in advance of those holidays.

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If a holiday falls during an employee’s vacation, the holiday does not count against the PTO time.

Bereavement Leave AAC provides for a paid leave of absence for full-time or regular part-time employees to arrange for and/or attend memorial services when death occurs in the immediate family, if the supervisor approves the leave. The normal time off is three days for an immediate relative (i.e., spouse, parent, child, aunt, uncle) or one day for an extended family member (i.e., grandparent, grandchild).

Jury Duty Upon notification of impending jury duty, an employee should immediately notify the supervisor to request permission to serve. In cases where the employee requesting time off for jury duty would sacrifice the care of his/her ministry or cause a serious program interruption, the Director of Operations will work with the employee and the court to delay or excuse the call for service.

Full-time and regular part-time employees called for jury duty receive their regular pay from AAC for work missed while serving on jury duty, less any payment for the jury duty from the government. The jury duty pay should be reported to the Manager of Operations so proper adjustments can be made. This adjustment is made for up to a total of 10 days.

Employees are expected to return to work on the next scheduled work day after being released from jury duty.

Training Seminars AAC employees may attend job-related training seminars within budgetary guidelines to enhance their knowledge and self-development. Prior to enrolling in the workshop or seminar, the employee must have the approval of his/her supervisor.

Advanced Education AAC pays qualified employees for costs and fees for degree courses that have received approval from the Senior Pastor. These are separate funds from those set aside for training seminars.

To be eligible for reimbursement, the employee must: • Receive approval by the Senior Pastor prior to registration in any classes.

• Have been employed by AAC for at least one year.

• Show the relevance of the degree program to his/her current position.

• Complete the course and receive a passing grade.

Sabbatical Leave Policy When a licensed Alliance pastor has served at AAC for at least ten full years, or for five years since his last sabbatical, he may be granted up to a three-month sabbatical leave on the following conditions: 22

•

• • • • •

Each pastor must apply for a sabbatical leave, in writing, to the Senior Pastor. The request should state the goals, purpose and an outline of the activities. The request must also be approved by the Governing Board.

Other qualified pastors and/or ministry leaders need to be trained and ready to assume the ministry during his absence.

Upon his return, he should submit a written report to the Senior Pastor and Governing Board.

No more than one pastor may normally be on sabbatical in any one calendar year.

The pastor may not candidate for another position during the sabbatical.

Should he leave AAC within two years after returning from the leave (except in case of an emergency approved by the Senior Pastor and Governing Board), he must repay the church for his salary during the time he was away.

Unpaid Leave for Full-Time Staff • •

Disability Leave of Absence – The group insurance plan should be reviewed to determine insurance coverage for a disability leave of absence.

Military Reserves or National Guard Leave of Absence – Employees who serve in U.S. military organizations may take the necessary time off without pay to fulfill this obligation, and will retain all of their legal rights for continued employment under existing laws.

These employees may apply accrued and unused PTO to the leave if they wish. However, they are not required to do so.

Employees are expected to notify the Director of Operations and their supervisor as soon as they are aware of the dates that they will be on duty, so arrangements can be made for replacements during their absence.

XIII. Employee Conduct and Disciplinary Action To ensure orderly operations and provide the best possible work environment, Appleton Alliance Church expects employees to follow rules of conduct that protect the interests and safety of all employees and the organization. Any employee conduct that violates AAC rules or that, in the opinion of AAC, interferes with or adversely affect AAC’s ministry or operations is sufficient grounds for disciplinary action. Disciplinary action can range from coaching to immediate discharge. AAC’s general policy is to take disciplinary steps in the following order: • • • •

Coaching Verbal warning(s) Written warning(s) Termination

However, AAC reserves the right to alter the order described above, to skip disciplinary steps, to eliminate disciplinary steps, and to create new and/or additional disciplinary steps.

In choosing the appropriate disciplinary measure, AAC may consider any number of factors, including: •

the seriousness of the employee’s behavior 23

• • • • • • •

the employee’s employment history and record the strength of the evidence against the employee the employee’s ability to correct the behavior the employee’s attitude about the behavior action AAC has taken to respond to similar behavior by other employees how the employee’s behavior affects AAC, its other employees, and/or volunteers, and any other circumstances related to the nature of the behavior, the employee’s employment, and the effect of the employee’s behavior on AAC.

AAC will give these factors whatever weight it deems appropriate in accordance with the circumstances.

It is not possible to list all the forms of behavior that are considered unacceptable in the workplace. The following are examples of infractions of rules of conduct that may result in disciplinary action, up to and including termination of employment:

• • • • • • • • • • • • • • • • •

Theft or inappropriate removal or possession of property.

Falsification of timekeeping records.

Working under the influence of alcohol or illegal drugs.

Possession, distribution, sale, transfer, or use of alcohol or illegal drugs in the workplace, while on duty, or while operating employer-owned or employee-hired vehicles or equipment.

Fighting or threatening violence in the workplace.

Boisterous or disruptive activity in the workplace.

Negligence or improper conduct leading to damage of church-owned or member-owned property.

Insubordination or other disrespectful conduct.

Violation of safety or health rules.

Sexual or other unlawful or unwelcome harassment.

Possession of dangerous or unauthorized materials, such as explosives or firearms, in the workplace.

Excessive absenteeism or any absence without notice.

Unauthorized absence from work station during the workday.

Unauthorized use of telephones, computers, mail system or other church-owned equipment.

Unauthorized disclosure of confidential information.

Violation of personnel policies.

Unsatisfactory performance or conduct.

The employee should remember that his/her employment is at will as described in the last paragraph of Section III in this Handbook. As a result, AAC reserves the right to terminate the employee’s employment at any time for any lawful reason, including reasons not listed above.

The employee also has the right to end his/her employment at any time.

Alcohol/Drug Abuse Employees shall not be involved with the unlawful use, possession, sale, or transfer of illegal 24

drugs or narcotics in any manner.

The use, sale or personal possession (for example, on the person, desk or vehicle) of illegal drugs while on the job, including rest periods and meal periods, or on ministry property, is a dischargeable offense and may result in criminal prosecution. Any illegal drugs found will be turned over to the appropriate law enforcement agency.

Attendance Policy Excessive absenteeism and tardiness adversely affect ministry purpose, disrupt normal operating effectiveness, and over burden other employees who must cover for the absent employee.

Excessive absenteeism and tardiness are grounds for disciplinary action, up to and including termination.

Occasionally, it may be necessary for an employee to be absent from work as a result of illness, injury, or for personal reasons. In such cases, employees are expected to give their supervisor as much advance notice as possible before the beginning of the work day. This advance notification is necessary in order that proper arrangements can be made to handle their work during their absence. If the absence cannot be predicted in advance, they should notify their supervisor within the first half-hour of the first day of absence. If they must leave work, their supervisor should be notified as far in advance as possible.

•

Absences – Absences are classified into three categories – scheduled, unscheduled, and unexcused.

Scheduled Absences – Examples of scheduled absences are holidays, vacation days, and leaves of absence.

Unscheduled Absences – Examples of unscheduled absences are sick days and bereavement leave.

Unexcused Absences – Unexcused absences occur upon failure to notify the supervisor and failure to report to work as expected. Any unexcused absence of any duration is considered an occurrence. Employees receive a disciplinary warning for each occurrence. Two or more occurrences of unexcused absence within a 90-day period may result in disciplinary measures, up to and including termination. Three consecutive days in which an employee fails to report to work as expected are considered a voluntary resignation by the employee.

•

Punctuality – Being on time is most important to the efficient operation of AAC. Tardiness disrupts productivity, making it difficult to function effectively and to meet the needs of those we serve. It is every employee’s responsibility to be at his/her work station at the scheduled starting time, and to return from lunch periods no later than the allotted time.

Occasionally, unavoidable circumstances may cause employees to be late. All employees are requested to notify their supervisor in this situation. Excessive tardiness will result in disciplinary action up to and including dismissal.

Communications Successful working conditions and relationships depend upon successful communications. Not only do employees need to stay aware of changes in procedures, policies and general informa25

tion, but also need to communicate ideas, suggestions, personal goals or problems that affect their work.

In addition to the exchanges of information and expressions of ideas and attitudes which occur daily, employees should make certain that they are aware of and utilize all AAC methods of communication, including this Employee Handbook, bulletin boards, discussions with the supervisor, memoranda, staff meetings, newsletters, training sessions and ministry e-mail.

Computer, Electronic Mail and Voice Mail Usage Policy AAC’s property, including computers, electronic mail and voice mail, is to be used for conducting church business. In light of that, information and messages stored in these systems are treated the same as other church-related information and messages, as described below.

The use of the electronic mail system may not be used to solicit for commercial ventures, political causes, outside organizations, or other non-job related solicitations. Furthermore, the electronic mail system is not to be used to create any offensive or disruptive messages. Among those which are considered offensive are any messages which contain sexual innuendos, racial slurs, gender-specific comments, or any other comments that offensively address someone’s age, sexual orientation, religious or political beliefs, national origin, or disability. In addition, the electronic mail system shall not be used to send (upload) or receive (download) copyrighted materials, trade secrets, proprietary financial information, or similar materials without prior authorization. Internet or other chat rooms of any kind are strictly prohibited.

Although AAC provides certain codes to restrict access to computers, voice mail and electronic mail to protect these systems against external parties or entities obtaining unauthorized access, employees should understand that these systems are intended for church use, and all computer information, voice mail and electronic mail messages are to be considered as church property.

AAC reserves the right to audit any of these systems and to inspect and review any and all data recorded in those systems. Because AAC reserves the right to obtain access to all voice mail and electronic mail messages left on or transmitted over these systems, employees should not assume that such messages are private and confidential, or that AAC or its designated representatives will not have a need to access and review this information. Individuals using AAC’s office equipment should also have no expectation that any information stored on their computer (whether the information is contained on a computer hard drive, computer disks or in any other manner) will be private.

AAC has the right to monitor voice mail or electronic mail messages. The contents of computers, voice mail, and electronic mail, properly obtained for some legitimate job-related purpose, may be disclosed by AAC if necessary within or outside of the church.

Given AAC’s right to retrieve and read any electronic mail messages, such messages should be treated as confidential by other employees and accessed only by the intended recipient.

The Director of Operations reviews any requests for access to the contents of individual’s computer, voice mail, or electronic mail prior to access being made without the individual’s consent.

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Any employee who violates this policy or uses the electronic communication systems for improper purposes may be subject to discipline, up to and including termination.

Color Copier (Bizhub) and Postage Meter Usage Before running any copies on the Bizhub or running postage through the postage meter, employees must enter an account number to be charged. A list of accounts is available in both locations.

For any of the copiers in the building, the high-volume drawers should be reserved for white paper only. If there is a large run requiring colored paper, the person running the job must monitor it carefully and remove the colored paper at the end, so that paper is not wasted when others want to run a job on white paper.

When other special features are engaged on copier, they should be cancelled and the machine restored to the default settings.

Dress Code and Personal Appearance AAC employees are to be dressed and groomed in accordance with accepted social and ministry standards. A neat, tasteful appearance contributes to the positive impressions we make on behalf of AAC. Clothing should be modest and clearly contribute to a professional office environment. Employees are expected to be suitably attired and groomed during working hours or when representing the church.

Office Management Office management, including purchasing, policies, equipment, space, etc., is under the direction of the Director of Operations. All non-ministry and equipment expenditures must be approved by the Director of Operations prior to ordering the item(s).

Ministry-related expenses other than equipment must be approved by the ministry leader whose budget is being charged for the expenditure.

Church Phone Policy In using the telephone system, promptness and courtesy should always be the norm. Personal preferences for handling a pastor’s or ministry leader’s call should be made known to the receptionists. Outgoing personal calls must be local calls only, and should be limited in frequency and length.

Personal Use of Church Property The use of AAC property is limited to church business and programs only, except for running copies and postage. Small numbers of copies and postage may be run if the costs are reimbursed to the church. There is a container on the black and white copier where employees can deposit their reimbursements. Black and white copies are $.05 and color copies are $.10.

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Volunteers using office equipment for church or personal purposes must be supervised by a staff member. Only trained staff are authorized to operate the color copier (Bizhub).

Because of the potential liability and the need to have church equipment available for church use, no maintenance, AV or other equipment or property may be loaned to outside individuals or organizations unless approved by the Director of Operations.

Room Reservations The policies on room reservations are contained in the Policy Manual. For AAC programs or events, there is no room charge. For non-AAC events, a room charge may be assessed. The Director of Operations handles all non-AAC room reservations.

Staff Solicitation of Funds It is the policy of AAC and the Christian and Missionary Alliance to maintain high standards of financial accountability and integrity, and to carefully control ministry fundraising activities. In general, ministry financial needs are met through the General Fund offering and are budgeted by fiscal year (July 1 to June 30), or are paid for by the participants (e.g., Bible study materials, retreats). AAC ministries may not raise additional funds on their own or endorse the fundraising efforts of other groups without the approval of the Director of Operations. Governing Board approval may also be required. If a ministry should require resources beyond the budget and participant fees, the ministry leader should make the request to the Director of Operations.

Any political or for-profit business activities on church property, such as solicitations or sales of items or distribution of political campaign literature, cannot be permitted because they can compromise the church’s tax exempt status.

Sales of personal items, such as for school fund raisers, must be done discreetly and without distracting employees from their work.

XIV. Harassment Policy Harassment Workplace harassment can take many forms. It may include, but not be limited to, words, offensive jokes, e-mail jokes or statements, pranks, intimidation, physical assaults or contact, or violence. Harassment is not necessarily sexual in nature. It may also take the form of other vocal activity, including derogatory statements not directed to the targeted individual but taking place within their hearing. Other prohibited contact includes written materials such as notes, signs, photographs, posters, cartoons, articles of harassing or offensive nature, and/or taking retaliatory reaction against an employee for discussing or making a harassment complaint.

All AAC employees, and particularly the pastors, have a responsibility for keeping our work environment free of harassment. Any employee who becomes aware of an incident of harassment, whether by witnessing the incident or being told of it, must report it to their immediate supervisor or the Director of Operations. When AAC leaders become aware of the existence of harassment, they are obligated by law to take prompt and appropriate action.

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Appropriate investigation and disciplinary action will be taken. All reports will be promptly investigated. Any employee found to have harassed a fellow employee or volunteer will be subject to disciplinary action, up to and including termination. AAC will also take any additional action necessary to appropriately remedy the situation. Retaliation of any sort will not be permitted. No adverse employment action will be taken for any employee making a good faith report of alleged harassment.

Sexual Harassment AAC will investigate any complaint of sexual harassment and will take immediate and appropriate disciplinary action if sexual harassment has been found within the workplace. Sexual harassment may include unwelcome sexual advances, request for sexual favors or other verbal or physical contact of a sexual nature when such conduct creates an offensive, hostile and intimidating working environment and prevents an individual from affectively performing the duties of their position.

AAC accepts no liability for any type of harassment of one employee by another employee.

The individual who makes unwelcome advances, threatens or in any way harasses another employee may be personally liable for such actions and their consequences.

XV. Separation of Employment Termination It is the policy of AAC to ensure professionally competent, theologically sound and spiritually moral persons are retained in employment and volunteer leadership positions. AAC considers employees to have voluntarily terminated employment if they: •

• • •

Resign from AAC – The church expects any employee to give a minimum two (2) weeks written notice of intent to resign. The employee should continue to work for the two (2) week period unless the employee wishes to use available PTO or the supervisor mandates immediate conclusion of employment.

Fail to return from an approved leave of absence on the date specified by AAC. Fail to report to work or call in for three (3) consecutive work days.

Fail to remain an AAC member in good standing.

An employee may be terminated for poor performance, misconduct, excessive absences, tardiness, discrimination, harassment or other violations of AAC policies. Termination because of a reduction in workforce and/or program modification is an option that may be exercised by AAC. However, AAC employment is at-will, and the employee and AAC have the right to terminate the employment relationship for any or no reason.

Any involuntary termination of an employee must be approved by the Senior Pastor. In addition, any involuntary termination of Pastoral Staff must be approved by the Governing Board.

Insurance Continuation and Conversion Privileges According to the federal Consolidated Omnibus Budget Reconciliation Act (COBRA) of 1985, 29

in the event of termination of AAC employment or loss of eligibility to remain covered under AAC’s Group Health Insurance Program, employees and eligible dependents may have the right to continued coverage for a limited period at their own expense.

At their exit interview upon termination, employees can learn how to continue insurance coverage and any other current benefits that they are eligible to continue or convert. Consult the Director of Operations or Manager of Operations for additional details.

Exit Interviews In a termination situation, AAC would like to conduct an exit interview to discuss the employee’s reasons for leaving and any other impressions about AAC, including insights into areas for improvement that AAC can make. Every attempt will be made to keep all information confidential.

Return of Ministry Property Any AAC property issued to an employee, such as computer equipment and keys, must be returned to AAC at the time of termination. The employee is responsible for any lost or damaged items. The value of any property issued and not returned may be deducted from pay; a wage deduction authorization form for this purpose must be signed.

Former Employees Depending upon the circumstances, AAC may consider a former employee for re-employment.

Such applicants are subject to AAC’s usual pre-employment procedures. To be considered, an applicant must have been in good standing at the time of the previous termination of employment with AAC. Reinstatement of Benefits (Bridging) For full-time employees of AAC with at least twelve (12) months of continuous employment who are rehired as full-time employees within twelve (12) months of the termination date, they may be eligible to continue their benefits at the level they enjoyed at the time of termination of their previous employment with AAC. However, this policy, is subject to the restrictions of the various benefits providers.

Post-Employment Inquiries AAC employees must not under any circumstances respond to outside requests for information regarding a current or former AAC employee. These information requests should be forwarded to the Director of Operations or Manager of Operations.

XVI. Internal Grievance Procedure As Christians it is our commitment to address problems in a way that is consistent with the teachings of Proverbs 19:11; Matthew 5:23-25; 18:15-20; and Galatians 6:1. As such, employees of AAC are encouraged to overlook offenses where possible. If an offense is too serious to 30

overlook, keep conflict as private as possible for as long as possible by going directly to the person with whom you are in conflict. Such interaction should be done with a desire to restore the relationship and resolve the issue(s) at hand. It is understood that any form of gossip or slander is inappropriate. If the offense constitutes workplace harassment, the employee need not go directly to the offending person and should report the matter to his/her immediate supervisor in accordance with Section XIV of this Handbook.

If you are not able to resolve an issue through one-on-one interaction, or if you have a problem or suggestion that does not involve a specific individual, you should discuss the matter with your immediate supervisor.

When your supervisor is presented with a problem or suggestion, he/she will take such action as he/she deems appropriate, including establishing any necessary procedures, meeting with the persons involved in the problem, or responding in writing to your problem or suggestion.

If your supervisor does not deal with the matter to your satisfaction, you may present a written statement of the matter to his/her supervisor, who will then evaluate the relevant information and respond to you in writing concerning your problem or suggestion.

If you wish to appeal discharge, layoff, change in working condition, or a continued dissatisfaction in how matters were handled, you may present a written statement with all relevant data to the Senior Pastor within ten (10) days after you are informed of the discharge or change in working condition. The written statement should recite any facts that you believe should be considered and state the resolution you believe is appropriate. The Senior Pastor will consider your statement and advise you of a final decision regarding your grievance within thirty (30) days after you initiate the process.

If the Senior Pastor is engaged in any illegal or immoral activity, the employee may take the matter directly to the Governing Board.

It is AAC’s intent to adhere with all laws and regulations and you are encouraged to help us do so. As such, we commit that we will not retaliate against you for utilizing the process outlined above to raise concerns or issues. We believe that the process outlined above is a fair and just system and that, subsequent to due process, all parties involved should adhere to any decisions that are made.

XVII. Commitment to Biblical Conflict Resolution As the apostle Paul warned the Corinthians, litigation between Christians can be very harmful to the Kingdom of Jesus Christ (1 Corinthians 6:1-8). In keeping with this biblical admonition, any claim or dispute arising from or related to employment that cannot be resolved through our internal grievance process, including claims based on statute, will be settled by biblically based mediation and, if necessary, legally binding arbitration in accordance with the Rules of Procedure for Christian Conciliation of the Institute for Christian Conciliation; judgment upon an arbitration award may be entered in any court otherwise having jurisdiction. The parties agree that these methods will be the sole remedy for any controversy or claim arising out of their employ-

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ment relationship and expressly waive their right to file any legal action in any civil court or agency against one another for such disputes, except to enforce an arbitration decision.

XVIII. Miscellaneous Copyright Protection AAC employees are expected to comply with copyright laws and refrain from illegal reproduction of educational materials, computer software, printed music and other copyrighted materials.

Gifts, Payments and Favors In order to avoid a conflict of interest, no AAC employee may offer, exchange, or accept gifts, payments or favors, either directly or indirectly, from any individual or organization which is conducting or soliciting business with AAC. Furthermore, acceptances, rejections and recommendations shall not be tied to gifts, payments or favors in any form, directly or indirectly.

“Gifts, payments and favors” include vacations, loans, expenses, consultant fees, stipends, direct gifts of objects or money, etc. The term “indirect” includes the offer or acceptance of gifts, payments or favors by a relative, a person acting on behalf of an employee, or a business entity in which the employee has an interest. These rules do not preclude the offer or acceptance of Christmas remembrances, thank-you gifts, business meals, or occasional gifts of nominal value, none of which may exceed fifty dollars ($50). Any other exceptions to this policy require approval of the Director of Operations or Senior Pastor.

Media Interaction Interaction with the media about matters concerning AAC must be coordinated and consistent.

The purpose of this policy is to provide a method for the consistent and considered release of official information.

The Senior Pastor, or his designee, will be the spokesperson for the church on all matters of publicity or official comment external to AAC. No employee may originate or release any news which is concerned with the policies, doctrines, procedures or finances of AAC for use in the newspapers, radio, television or any other medium of communication. Any employee contacted by media representatives for these types of information should refer them to the Senior Pastor or, in his absence, the Director of Operations.

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PASTORAL HOUSING ALLOWANCE POLICY (Approved by Elder Board) The following are guidelines in determining the IRS allowed “Housing Allowance” for all qualified Ministers of the Gospel at Appleton Alliance Church: Eligibility Requirements (Qualified Pastor): The following criteria must be fulfilled by an employee prior to the Board granting a Housing Allowance as part of their annual compensation.

1. Such employee must be a “Minister of the Gospel” as defined by IRS section 107.

2. Such employee must be licensed by the C&MA as a “Minister of the Gospel.”

3. Such employee must regularly participate in the administration of ordinances, worship services, and responsibilities in the church.

Determination of Housing Allowance: The Board will determine and pre-approve the Housing Allowance for each “qualified pastor” on an annual basis or for “qualified pastors” hired during the year. Such approval will be a determined dollar amount based on a “best efforts” estimate by each “qualified pastor” presented on church provided estimate forms. All estimates must be presented to the Board prior to the beginning of each calendar year, or prior to the first payroll issued to a newly hired “qualified pastor.”

Each “qualified pastor” must also maintain the responsibility of accounting for their actual housing costs as allowed in IRS publication 517 to determine the tax effect of the actual allowance paid in relation to their actual costs incurred. Excess of Housing Allowance paid over actual costs will result in additional taxable income to the pastor.

Amending the Housing Allowance: In accordance with IRS regulations, the Board may choose to amend a previously approved Housing Allowance during the calendar year. If a “qualified pastor” incurs significant additional housing costs that were unforeseen at the beginning of the calendar year (e.g. purchase of a home), the “qualified pastor” may complete a new form. The amended Housing Allowance can only be granted prospectively. Previous payrolls cannot be amended.

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APPLETON ALLIANCE CHURCH HEALTH/DENTAL EXPENSE REIMBURSEMENT POLICY ELIGIBILITY: All full-time employees who have not selected the AAC Health Insurance Plan, but who have alternative health coverage through a spouse’s plan, are eligible after one year of employment.

This policy provides reimbursement once the employee’s out-of-pocket expenses exceed $500 for an individual or $1,000 for the family for medical/dental expenses that are not covered but not reimbursed by the AAC Health/Dental Insurance Plan currently in effect.

BENEFIT: AAC provides up to $500 per individual and $1,000 per family per calendar year for any unreimbursed out-of-pocket health or dental expenses. Should one family member exceed the $500 out-of-pocket expense and incur eligible expenses up to the family benefit maximum of $1,000, that one individual may be reimbursed up to the family limit of $1,000.These may include preventive care exams, physician and professional services, inpatient and outpatient hospital services, diagnostic testing, emergency medical coverage, prescription drugs, and other dental work. In many cases these expenses will be the co-pays for office visits, the individual or family health/dental plan deductibles, and the health/dental plan coinsurance charges.

All charges must be submitted to the health/dental plan insurer first. The employee should provide the insurer’s statement (typically called an Explanation of Benefits-EOB) showing which charges the insurer is not paying and are the responsibility of the employee. Balance Due statements from a provider of care without an EOB are not acceptable.

The employee should submit claims for health/dental cost that have not been reimbursed to the Director of Operations for payment once the $500/$1,000 levels are reached, including the EOBs and a check request. Expenses must be submitted within 60 days of the end of the year in which the expenses were incurred.

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