Staff Policies

Intro

Staff Well-Being

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy
MoHA recognizes that non-profit work, by virtue of its nature and intensity, can affect the well-being of staff. It is a MoHA desire to maintain practices and programs to reduce burnout, provide emotional support and perspective, and maintain the focus of the organization

Practices
Employee well-being programs addressed in other policies in this Handbook include: Code of Conduct, Benefit Overview, Employee Assistance Program, Open Door Communications, and Conflict Resolution.

In addition, supervisors may use any of the following practices to support staff:

• Staff Check-Ins: These regular supervision check-ins are designed as two-way communication opportunities. Supervisors can communicate performance feedback and updates. Staff can communicate important needs and information to their supervisor in a one-on-one regular format.
• Team Meetings: Team meetings bring together all members of a particular program. These meetings are an important opportunity for staff to support each other by recognizing operational successes, discussing obstacles, problem solving, and keeping each other informed.
• Staff Training: MoHA can provide opportunities for staff training or educational opportunities regarding job requirements, with supervisor approval or at supervisor’s request.
  
  

Open Door Communication Policy

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy
MoHA maintains an Open-Door Communication Policy to foster a respectful and professional environment where all staff and supervisors feel comfortable communicating and voicing concerns with one another.

Practices

Staff are expected to address concerns with a supervisor, from suggestions or observations to questions or complaints. Addressing concerns allows MoHA to improve and explain practices, processes and decisions.

While it is recommended that staff first discuss concerns with an immediate supervisor, the Open-Door Communication Policy provides the option of talking with any supervisor. All of these parties are willing to listen to the issue and assist in a resolution.

Whistleblower

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy
MoHA is committed to lawful and ethical behavior in all of its activities and requires Board members, employees, interns, and volunteers to act in accordance with all applicable laws, regulations and policies and to observe high standards of business and personal ethics in the conduct of their duties and responsibilities.

The objectives of the Whistleblower Policy are to establish policies and procedures to:

• Prevent or detect and correct improper activities;
• not just encourage each Board member, employee, intern, and volunteer (“Reporting Individual”) to report what they in good faith believes to be a material violation of law or policy or questionable accounting or auditing matter (collectively, “Concerns”), but a requirement to report such misdeeds;
• ensure timely receipt and documentation of Concerns, adequate retention of all related records, and appropriate resolution of reports received under this policy; and
• protect Reporting Individuals from retaliatory action.

Practices

Staff should seek to resolve Concerns by reporting issues directly to their supervisor or to the next level of management as needed until matters are satisfactorily resolved. However, if for any reason a staff member is not comfortable speaking to a manager or does not believe the issue is being properly addressed, the staff may contact the Board of Directors either to speak about the issue or to file a written complaint. Board members should seek to resolve concerns by reporting issues directly to the Organization’s Board Chair.

This Whistleblower Policy is intended to encourage and enable Board members and Staff to raise concerns within the organization for investigation and appropriate action. With this goal in mind, no Board member, employee, intern, or volunteer, who, in good faith, reports a concern will be threatened, discriminated against or otherwise subject to retaliation or, in the case of an employee, be subjected to adverse employment consequences as a result of such report. Moreover, a Board member, employee, intern, or volunteer who retaliates against someone who has reported a Concern in good faith is subject to discipline, up to and including removal from the Board of Governors, dismissal from a volunteer position or termination of employment.

Anyone reporting a concern must act in good faith and have reasonable grounds for believing the matter raised is a violation of law or policy or a questionable accounting or auditing matter and not use this policy as a tool or shield to unnecessarily or maliciously hurt or damage another staff member.

Reports of concerns and investigations shall be kept confidential to the extent possible, consistent with an employee’s right to engage in protected concerted activity under the National Labor Relations Act and other related law.

Employment Practices

Disability Accommodation/ADA Compliance

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA complies with all applicable provisions of the Americans with Disabilities Act ("ADA"). MoHA does not discriminate against any qualified employee or applicant regarding any terms or conditions of employment because of such an individual's disability so long as the employee can perform the essential functions of the job with reasonable accommodations as needed.

Consistent with this policy of nondiscrimination, MoHA provides reasonable accommodations to a qualified individual with a disability, as defined by the ADA, who has made MoHA aware of his or her disability, provided that such accommodation does not constitute an undue hardship on the Organization.

Practices

Employees who believe that they need a reasonable accommodation to perform the essential functions of their job should contact their Staff supervisors. MoHA encourages individuals with disabilities to come forward and request reasonable accommodation. MoHA responds promptly and makes reasonable accommodations for the needs of employees who are otherwise qualified to perform the essential functions of their jobs.

Corrective Action

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

The intent of corrective action is to provide the employee who is not performing at an acceptable level with a reasonable opportunity to improve. The process is designed to encourage development by providing employees with guidance in areas that need improvement such as poor work performance, attendance problems, personal conduct, general compliance with policies and procedures and/or other disciplinary concerns.

MoHA reserves the right to take any action the Organization considers appropriate, up to and including termination, at any time.

Practices

In addition to those situations discussed elsewhere in this handbook, refer to the Staff Code of Conduct policy for examples of behaviors that may result in corrective action.

Supervisors may use any of the following corrective actions to manage and communicate performance improvement needs:

• verbal coaching
• written warning
• performance improvement plan
• final warning
• suspension
• termination
  

All of these actions may not be followed in all instances. MoHA reserves the right to exercise discretion in discipline. Prior warning is not a requirement for termination. Copies of any documented warnings are placed in the personnel file.

Employment Termination

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

All employees are important to the success of our mission. However, separation of employment, whether it is voluntary or involuntary, is part of the employment life cycle within an organization.

Practices

Below are examples of some of the most common circumstances under which employment ends:

• Resignation—voluntary employment termination initiated by an employee.
• Termination—involuntary employment termination initiated by MoHA for disciplinary reasons.
• Layoff—involuntary employment termination initiated by MoHA for non-disciplinary reasons.
  
  

Before proceeding with any termination action, a supervisor reviews all appropriate policy statements and consults with the Executive Director.

Resignation

An employee, wishing to resign, is expected to provide advance written notice of his or her anticipated departure date to his or her immediate supervisor. Employees holding a director level management position (Program Director or director within a department) or higher are expected to provide at least four weeks advance notice. All other employees are expected to provide at least two weeks advance notice. If an employee uses paid leave days (such as PTO, holidays, bereavement) during their notice period the paid leave days do not count toward satisfying the minimum notice period.

An employee who does not report to work for three consecutive days without informing an immediate supervisor of the planned absence is assumed to have voluntarily resigned without notice.

Termination

Employees are expected to meet MoHA’ standards of work performance. Work performance encompasses many factors, including but not limited to attendance, punctuality, personal conduct, job proficiency and general compliance with policies and procedures.

If an employee does not meet these standards, MoHA under appropriate circumstances, takes corrective action, up to and including immediate dismissal. (See Corrective Action Policy)

Layoff

There are occasions when MoHA may reduce its workforce. Usually, a reduction is made necessary by funding cuts or the loss of a grant. Other possible reasons for a reduction in force may include restructuring to accommodate community needs, to achieve maximum efficiencies or cost-effectiveness, due to lack of work, or other operational reasons. The Executive Director approves any reorganization that results in the elimination of a position.

Decisions for workforce reduction are made based on Organization needs and the requirements of work involved, and in compliance with the Non-Discrimination and Equal Opportunity policy.

Final Pay

Final wages are paid in accordance with the regular pay schedule or in accordance with the Texas Payday Law. Any outstanding financial obligations owed to MoHA are deducted from the final check given to the employee with prior written permission from the employee. If the final check does not sufficiently cover the money owed to the Organization, the employee remains liable for that amount. By signing the Employee Handbook Acknowledgement, each employee authorizes the Organization to withdraw any amounts owed to the Organization from the final paycheck.

Exit Meeting

MoHA’s Executive Director or Staff Supervisor is available to meet with the employee prior to the last day of work. Organization equipment and keys must be returned to the Supervisor, along with all other Organization property and confidential information. Employee must sign out of all MoHA accounts on their personal electronic devices.

Compensation

Employment Classification

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

The purpose of the Employment Classification policy is to maintain employment classifications that are internally consistent and externally compliant. All positions are classified based on the essential functions and job-related qualifications as documented in their job descriptions. MoHA uses information obtained from the job description and from consultations with supervisors and staff, as well as market data, to determine a position's classification. Employment classification includes evaluating and determining Fair Labor Standards Act (FLSA) exemption status, benefit eligibility and IRS classification.

Practices

FLSA Classification

Employees are classified as either exempt or non-exempt for pay administration purposes, as determined by the federal Fair Labor Standards Act (FLSA). The classification of a job as exempt or non-exempt is based on the law and is unrelated to the importance of the job. The definitions of the worker classification categories are summarized as follows:

Exempt— Employees whose positions meet an FLSA exemption to overtime, including exemptions for executive, administrative, professional, computer professional, or outside sales, are exempt from overtime pay requirements. Exempt employees work to meet job requirements, regardless of the number of hours it takes to do so, sometimes working in excess of 40 hours as necessary, depending upon deliverables.

Non-exempt—Employees whose positions do not meet the FLSA exemption standards and are paid overtime for hours worked in excess of 40 in a workweek. Overtime work, however, is prohibited without specific supervisor authorization.

Employee Categories

In addition, each employee’s category is determined by the number of hours worked, the regularity of the work schedule, and the duration of the position as outlined below:

Full-time - Employees who are regularly scheduled to work a minimum of 40 hours per week are considered to be full-time. Full-time employees are eligible for benefits after applicable requirements for length of service have been met.

Regular part-time - Employees who are regularly scheduled to work a minimum of 20 hours per week but less than 40 hours per week are considered regular part-time. Regular part-time employees are eligible for regular part-time benefits after applicable requirements for length of service have been met.

Part-time - Employees who are regularly scheduled to work less than 20 hours per week are considered to be part-time. Employees who are part-time are not eligible for benefits except for all legally mandated benefits (such as workers compensation and Social Security benefits).

Temporary - Temporary employees are those engaged to work either part-time or full-time on MoHA payroll but have been hired on a seasonal or project basis. Such employees may be either “exempt” or “non-exempt” depending upon job duties. Temporary employees are not eligible for MoHA benefits except as mandated by law.

Independent Contractors and Third-Party Staffing Organization Personnel

Consultants, freelancers, third-party staffing Organization personnel, or independent contractors are not employees of MoHA. The distinction between employees and independent contractors is important because employees may be entitled to participate in the Organization’s benefits programs, while independent contractors and third-party staffing Organization personnel are not. In addition, MoHA is not required to withhold income taxes, withhold and pay Social Security and Medicare taxes or pay unemployment tax on payments made to an independent contractor or to a third-party staffing Organization personnel.

Overtime Pay

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA pay practices and procedures are governed by the Fair Labor Standards Act (FLSA), its amendments, and its regulations. The Organization is committed to paying its employees in accordance with the requirements of the FLSA, relevant state and local laws, and Organization policy. Under the FLSA, employees may be classified as either "non-exempt" or "exempt." Non-exempt employees are subject to the overtime provisions of the FLSA. Exempt positions are not subject to the overtime provisions but may be covered by other provisions of the FLSA. An employee’s exempt/non-exempt status is based on its specific job duties and salary in accordance with FLSA exemption criteria. MoHA compensates all hourly, non-exempt employees one-and-a-half times their regular pay for all hours worked in excess of 40 hours each work week.

Practices

The work week begins on Monday morning (12:00 a.m.) and ends on Sunday at midnight (11:59 p.m.) Employees are not required to work during all of these hours, but this is the timeframe from which pay and benefits are calculated. A non-exempt employee should not work in excess of their regularly scheduled work hours without prior supervisory approval. When overtime hours are required, the supervisor gives the affected employee as much advance notice as is practical.

An exempt employee is not subject to the overtime provisions of the FLSA. An exempt employee does not receive pay or compensatory time for working more than forty (40) hours in a week.

Non-Exempt Hourly Timekeeping

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

Every non-exempt hourly employee is responsible for accurately recording time worked. Federal and state laws require MoHA to keep an accurate record of time worked in order to calculate employee pay and benefits.

Time worked is the time that an employee is required or permitted to work for MoHA.

Timekeeping corresponds with MoHA established work week, which begins at 12:00 a.m. on Monday and ends at 11:59 p.m. on the following Sunday.

Practices

Non-exempt hourly employees accurately record the time they begin and end in the electronic time tracking system. In addition, they record the beginning and ending time of each meal period during which they perform no duties, not including time off for paid lunch break. They also record the beginning and ending time of any split shift or departure from work for personal reasons.

Each non-exempt hourly employee:

• completes any additional funding required documentation;
• notes use of any paid leave hours; electronically acknowledges their timesheet to verify accuracy; and
• submits the timesheet to their supervisor for review and approval by the established timeframes on the Payroll and timesheet schedule.
  
  

Overtime work must be approved by a supervisor before it is performed. Working overtime (more than 40 hours in a work week) without prior supervisor approval may lead to disciplinary action up to and including termination.

Paid time off (including but not limited to PTO, holidays, bereavement) do not count as time worked when calculating overtime hours.

Altering, falsifying, tampering with time records, or recording time on another employee’s time record may result in disciplinary action, up to and including termination of employment.

At no time should an employee perform work while “off the clock.” Performing work “off the clock” includes but is not limited to business related telephone calls and email correspondence. All time spent working should be properly recorded. If an employee is given a directive to perform work “off the clock,” such employee should promptly notify their supervisor or, if the employee’s supervisor has given a directive to work “off the clock” or has told the employee not to record properly all hours worked, the employee should notify the Executive Director. Employees will NOT be penalized in any way for making such a complaint and will be paid for all time worked.

Time Sheets

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

Hourly employees are required to track their time working using MoHA’s electronic timesheet system.

Practices

Non-exempt and exempt employees use their time sheets to meet the personnel activity reports requirement. All employees complete and submit their timesheets to include an allocation of time worked according to their program funding and to meet Organization financial reporting requirements.

Exempt employees work to meet job requirements regardless of the number of hours it takes to complete the work. Exempt employees may need to work in excess of 40-50 hours in a work week depending upon deliverables and deadlines.

All employee timesheets are due to Payroll within the timeframe set forth by Payroll each year in the Payroll and Timesheet Schedule which can be obtained from the Executive Director.

An exempt employee who misses half or more of their scheduled workday or works fewer than the employee’s regularly scheduled number of hours during a workweek must deduct the time not worked from the employee’s leave bank. However, unpaid leave for exempt employees must be taken in half day increments, with the exception of FMLA leave and partial-day suspensions without pay due to safety violations.

Paydays

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

All hourly employees are paid biweekly. All salaried employees are paid either monthly or semi-monthly.

Practices

For all employees a payday schedule is maintained and published by the Executive Director, detailing what days are paid on a given paycheck. The timesheet and payday schedule is available online and upon request from the Executive Director.

In the event that a regularly scheduled payday falls on a day that the bank is closed, such as a holiday, employees are paid the day before the regularly scheduled payday.

Employees are encouraged to have pay directly deposited into their bank accounts, upon providing advance written authorization to MoHA. Employees receive an itemized statement of wages with each paycheck and when MoHA makes direct deposits.

Annual Pay Review

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

Each year MoHA establishes a budget to include all projected and planned expenses. Annual pay increases are part of the rigorous budget planning. MoHA aims to have an engaged workforce that is committed to producing the results needed to achieve its mission, while staying competitive with market pay.

Practices

All eligible employees will be considered for an annual increase depending on budget availability. The organization has the right to change the effective date of the annual increase at any time and would communicate to staff the change in advance.

Generally, employees will be eligible to receive the same or similar percentage increase in a given year. Exceptions to this approach include those employees who do not meet the eligibility criteria or who may be considered for a different adjustment (or limitation) because of an employee’s positions in their pay grade.

Employees are eligible for annual increases as long as they meet the following criteria:

• Have been employed for more than four (4) months. Example: If increases effective October 1, must have a date of hire on or before May 31.
• Do not have any recent documented concerns within the prior four (4) months. Any documented concerns within prior four (4) month period will be taken into consideration when determining increases.
• Effective date of an annual increase is at least four (4) months or more after the employee’s last promotional increase. Any promotional increase greater than 7% within the prior four (4) months make an employee ineligible for the annual increase. Reclassification pay increases are not considered promotional increases. Changes in the guidelines or eligibility criteria are at the discretion of MoHA and may change at any time. An annual increase is not guaranteed.
  
  

Benefits

Expense Reimbursement

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

Organization policy is to approve and reimburse staff only for expenses that have a direct benefit to MoHA, its programs, and communities. Expenses that are pre-approved, reasonable, allowable, and submitted with appropriate documentation are reimbursed.

Direct supervisors evaluate the purpose and need for the expense. They determine if it fits within the scope of Organization work and if funds are available to support the expense.

Abuse of this policy, including falsifying expense reports to reflect costs not incurred by the staff, can be grounds for disciplinary action, up to and including termination.

Practices

Staff ensure the use of MoHA’ funds is appropriate and accounted for accurately and timely.

Employee reimbursements for travel expenses, business meals, or other approved costs will be made only upon the receipt of a properly approved and completed expense reimbursement payment request. Specific reimbursement guidelines are outlined per role and defined in the budgeting process

All required receipts must be attached to the request (requested information, receipts and signatures). Expenses older than 30 days are subject to not being reimbursable without extenuating circumstances.

MoHA is a not-for-profit organization, exempt from sales taxes in Texas. Sales tax is not reimbursed. A copy of the exemption certificate is available from the Executive Director.

Travel Expenses

All travel is to be approved in advance by the supervisor. For more details on this policy please refer to the Organization’s Financial Accounting Policies and Procedures Manual.

Staff should contact their supervisor for further guidance and assistance on procedures related to travel arrangements, expense reports, reimbursement for specific expenses, or any other business expense issues.

Attendance and Time Off

Attendance and Punctuality

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA expects employees to arrive and be prepared to begin work at the scheduled start time. Employees are responsible for notifying supervisors of absences, late arrivals, or early departures each day of the absence, tardiness, or early departure, in accordance with the department’s call-in procedure, which typically requires employees to advise the supervisor when they will report to work.

Unexcused, unscheduled absences, tardiness, and unscheduled early departures, failure to provide appropriate notification, or fraudulent use of sick leave or other paid time off may result in corrective action up to and including termination of employment. Using PTO to cover an absence does not negate the accountability concern of an unscheduled, unplanned missed day of work.

Absences, tardiness, and early departures due to approved FMLA leave, general leave, military leave, jury duty, workers’ compensation, other approved leave, or reasonable accommodation as required by law are not counted as a violation of this policy.

Practices

These practices apply to all employees.

If an employee anticipates being late from work, the employee must report the anticipated lateness to the supervisor by 30 minutes prior to the beginning of the regular work schedule.

If an employee anticipates being absent or needing to reschedule a day from work, the employee is requested to report the anticipated to the supervisor by 1 day prior to the beginning of the regular work schedule.

Definitions

• When an employee is in a position that has a fixed shift, lateness occurs if an employee has not reported to work within 10 minutes of the beginning of the shift.
• Excused absences include certified Family and Medical Leave Act leave, general leave, ADA leave, military leave, leave required by law, bereavement leave, jury duty, subpoenaed witness testimony, approved-in-advance PTO, and holiday leave.
• Absences by a non-exempt employee of 30 minutes or more per day may be deducted from the employee’s leave banks.

Standards for Attendance

The following standards are applicable for salaried exempt and hourly non-exempt employees:

• Supervisors establish standards for attendance based on operating needs for their work areas. Standards may vary among work areas depending on operating needs.
• Repeated unexcused absenteeism or lateness is grounds for disciplinary action, including and up to termination.
• If an employee has three consecutive days of no call, no show absences, the employee is considered to have voluntarily resigned. No call, no show is considered when an employee does not call, text, or email supervisor to notify the supervisor that he/she will be absent from work.
• If an employee is absent because of an illness, the supervisor may require that the employee submit written documentation from a health care provider substantiating the absence is due to illness and/or stating the employee is able to return to work before the employee will be allowed to return.
  
  

Requesting Time Off

Board Approved: TBD
Practice Revised: 6/4/2024

Policy

All vacation days / time off / PTO should be requested with at least a two weeks’ notice to the ED through the process as listed below. Using PTO to cover an absence does not negate the accountability concern of an unscheduled, unplanned missed day of work.

Practices

Full-time employees are allowed up to 30 days of time off for each full calendar year. Regular Part-time employees are allowed time off as calculated by their earned hours worked. Temporary employees are not entitled to PTO.

Employees are eligible to request for PTO after the employee’s 2 month provisional period is over. Employees can request a full day off that is worth eight (8) hours or a half day off that is worth four (4) hours. Time off is prorated from the remaining work days of the calendar year from the employee’s start date.

Process for requesting time off

Employees must discuss time off in weekly standup meetings as soon as the employee is planning to request PTO so that Staff can determine if any shifts in schedules need to happen. To request for PTO, employees use Quickbooks Time to submit the hours using the code “Paid Time Off.“ After a request for PTO is submitted, an employee then marks that time off on their MoHA Google Calendar as “Out of Office” by creating an “Out of Office” time block, selecting the options to automatically decline new and existing meetings, and indicating the timeframe that the employee will be out. PTO requests will be approved by the ED every two weeks in Quickbooks Time, unless there is an unexpected conflict, in which case the ED will reach out.

Holidays

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA grants time off with pay to benefit eligible employees on 10 holidays as determined by the annual MoHA holiday Thunderdome.

Practices

For full-time employees, a holiday is worth the full scheduled day that the employee works. Generally, for a full-time employee, a holiday is worth eight (8) hours.

Regular Part-Time, Part-Time, and Temporary employees are not entitled to holidays with pay; specific holidays are addressed in hiring agreements.

If a recognized holiday falls during an eligible employee’s continuous leave of absence, the employee is ineligible for holiday pay.

Paid time off for a holiday is not counted as hours worked for the purposes of determining overtime.

MoHA makes an effort to accommodate holiday schedules for observance of religious holidays via its annual holiday Thunderdome. Employees may use PTO for the observance of a religious holiday that is not included in the paid holiday schedule. At the employee’s discretion, and with supervisor’s approval, time needed for religious holidays may be designated as leave without pay.

If holiday falls on the employee's regularly scheduled day off. The employee receives a holiday credit for the day that can be used on a later date. The holiday credit will be equal to the number of hours the employee would have received as holiday pay if the holiday fell on a scheduled work day. Holiday credit does not expire, but the total balance of holiday credit may not exceed 80 hours at any given time.

Lunch Breaks

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA grants a paid lunch period to benefit eligible employees working a minimum of a 6 hour shift

Practices

For each 6+ hour shift MoHA allows up to a 30 minute lunch break

Workplace Policy

Conflicts of Interest

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA expects that all employees maintain the highest standards of integrity and business ethics in their conduct of MoHA affairs. Employees are expected to avoid conflicts of interest. MoHA strives to prevent unethical conduct and actions that could produce real or apparent conflict between the personal interest of the employee and the interests of MoHA.

Employees should not place themselves in a position where their actions or personal interests may be in conflict with those of MoHA. Examples include soliciting or profiting from the Organization’s communities or services; acting on behalf of MoHA in servicing or obtaining a community; and limiting the best solution for the community or prospect for personal financial gain; and acting as director, officer, employee or otherwise for any business or institution with which MoHA has a competitive or significant business relationship without the written approval of the Executive Director.

Misconduct or violation of the Conflict of Interest policy may result in disciplinary action up to and including termination.

Practices

Employees should report to their supervisor any situation or position (including outside employment by an employee or any member of an employee’s immediate family or household) which may create a conflict of interest with MoHA.

Any fees earned for consultation, speaking, or presentation done outside of MoHA on Organization time are to be paid to the organization unless approved in advance by the Executive Director. Any fees earned for consultation, speaking, or presentation done outside of organization time and not directly related to job duties should be disclosed to the Executive Director.

While good judgment is the basic requirement in adherence to this policy, the following guidelines are applicable:

• Employees do not use their positions in any way to gain direct or indirect personal advantages from vendors, communities, suppliers, funders, donors, and others with whom MoHA deals. Employees do not accept excessive and/or frequent entertainment, discounts, favors, loans, commissions, or a gift or anything of substance (generally $50 or more) from vendors, suppliers, funders, donors, and others with whom MoHA deals. All such relationships are to be cordial, but on an “arm’s length” basis – in a manner that does not impair or give the appearance of impairing independent judgment.
• Employees report to their immediate supervisor any direct or indirect financial interest, including any interest as an employee, agent, independent contractor or owner, in any business that supplies MoHA with goods or services or deals with MoHA as a part of its business.
• Management provides the external auditors with any and all information required for the performance of their responsibilities. Concealment of information, whether financial or operational, or allowing misleading information to be provided, is considered in violation of this policy.
  
  

Private Practice/Secondary Employment

The following standards of conduct have been established in order to address potential conflicts of interest and other relevant issues for Organization staff members who engage in private practice or other secondary employment.

• Staff members may not obtain personal gain or advantage at the expense of the Organization’s interests or in a way that has an adverse effect on the Organization’s interests.
• Private practice or outside work must be conducted outside of the staff member’s regularly scheduled workweek.
• Business cards, telephone lists, or any other marketing materials or efforts, written or oral, for a staff member’s private practice or other employment cannot include MoHA’ name, address, or telephone number, or any reference to the employee’s employment by MoHA.
• Use of Organization support staff or information for private practice/secondary employment functions is not allowed.
• Use of Organization equipment or supplies for private practice/secondary employment should be requested and approved in advance by the Executive Director or employee's direct supervisor.
• Staff members cannot promote their private practice or other outside employment while representing the Organization or on Organization time.
  
  

Employee Concerns

Staff Input and Feedback

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA values the input and feedback of its staff. MoHA regularly seeks input on various topics that affect the quality of community services and the quality of the working environment. Staff are expected to participate in input and feedback opportunities for thorough results.

Practices

MoHA staff actively participate in input and feedback opportunities. Many great ideas and initiatives result from staff input and participation.

Methods for gathering input include focus groups, surveys, committees, and open calls for comments/ideas on a given issue. Staff members are also encouraged to make use of MoHA Open Door Policy and to participate actively in team meetings.

Focus Groups, Task Forces, and Committees

Focus groups, task forces, and committees are formed on an as needed basis to discuss and resolve issues pertinent to MoHA mission and values. Staff are encouraged to participate in focus groups, task forces, or committees with the approval and guidance of their supervisors.

Job Performance Review and Planning

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA regular full-time and part-time employees participate in regular performance reviews. The processes assess the performance of the employee, identify training and development needs, and provide support and encouragement for career development.

Practices

Supervisors review and provide feedback about performance on an ongoing basis through regular supervisor/employee check-ins.

Supervisors provide feedback and development recommendations using the employee’s input and career aspirations, the job description, department and strategic goals as a guide.

Weapon-Free Workplace

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA maintains and enforces all laws, including the state law of Texas, as they apply to the prohibition of weapons in the workplace, on MoHA property, and while conducting MoHA business in a facility or community’s home. The Weapon-Free Workplace policy applies to all staff, communities, and visitors.

All employees of MoHA are prohibited from carrying or possessing a firearm or prohibited weapon of any kind while on MoHA property and facilities, community’s home, while operating a company vehicle, or while in the course and scope of performing their job regardless of the location.

Practices

For the purposes of this policy a firearm includes both handguns and long guns. Prohibited weapons include any form of weapon or explosive restricted under local, state, or federal regulation. This includes all illegal knives, clubs or other various weapons covered by law.

The one exception to this prohibition is for those firearms/weapons that are kept stored in the trunk or other suitable locked storage container within the employee’s locked personal vehicle, and then only when such transportation and storage is in compliance with local, state and federal regulations. Firearms/weapons stored cannot be removed until the employee’s personal vehicle leaves company property/parking facilities.

If MoHA has a reasonable suspicion at any time that a concealed handgun or weapon has been maintained, carried or stored in violation of MoHA’ policies, MoHA reserves the right to conduct a reasonable search of the person, work area, or personal items to investigate whether a prohibited weapon is present.

Any staff member who witnesses the concealment or possession of a weapon or who witnesses a physical or verbal assault involving another person on the premises should report it to their supervisor immediately. Violating this policy or refusing to consent to a reasonable search conducted pursuant to this policy may lead to discipline, up to and including termination.

Technology

Technology and Data Protection

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

MoHA uses technology resources for storage, processing and transmission of information. Additionally, staff may use personal computing devices to carry out their work, but must keep all data and password information secure. It is the policy of MoHA that information in all its forms--written, spoken, recorded electronically or printed--is protected from accidental or intentional unauthorized modification, destruction or disclosure.

MoHA may utilize security risk assessments to spot vulnerabilities and take whatever corrective action necessary to protect confidential information.

Practices

Data Storage and Access

MoHA servers are both on-premise and cloud based. They can be accessed both offsite and onsite. Some employees have an account with a unique username and password that is updated quarterly.

Sensitive and Confidential Information

Protected Information is only released to authorized parties with a need to know as necessary to perform job-related duties (for employees). All confidential information will be treated with great respect and following all Organization policies either now or in the future regarding use and release. Employees will attend any required training about security and privacy.

Cell Phone and Laptop Security

Staff using phones or laptops that have the capability to access Organization email and/or data and/or who may use the device to contact communities or to discuss confidential information must password protect their device and comply with best practices. All efforts will be made to not carry sensitive data on devices or save login credentials in personal password managers.

Lost or Stolen Resources

Staff are required to report the loss, theft, or compromise of any MoHA-provided or personally-owned technology resources to the Executive Director and their respective supervisor within 24 hours. The Executive Director will take the necessary steps to ensure security to MoHA information and systems, including the remote wiping of cloud based data.

Technology Credentials

The safe-keeping of credentials is the responsibility of the employee. Staff should not disclose or share credentials.

With approval, credentials may be shared with individuals in leadership roles when necessary to perform committee or board duties. Credentials are not shared in any form of non-encrypted electronic communications or in which parties cannot be verified. Staff change their password after sharing it and once the purpose for the sharing has been completed.

Passwords need to be sufficiently complex in order to deter certain types of guessing or intentional attacks, and other levels of security, including but not limited to encryption may be required in addition to passwords. Passwords may need to be changed regularly. Therefore, all passwords conform to the convention and change intervals defined by MoHA, which are themselves subject to change from time to time.

In the event a user discloses his or her credentials to an unauthorized party, the password is changed immediately and must be reported to their supervisor.

Password Protection

All passwords are confidential. If an account or password is suspected to have been compromised, report the incident to your supervisor and immediately change the affected password(s).

Since all staff are responsible for the safe-keeping of their passwords, they may be held responsible for activity from systems that are accessed using their credentials. If a security breach is suspected, the Organization may shut down or suspend access until such a situation is resolved.

Public Access of Computers

Staff must lock or log out of work-related accounts when computers are to be used for public exhibitions or in public areas unattended. Staff may manually lock their computers or allow them to lock automatically after a period of inactivity.

Equipment

Use of MoHA equipment is for the sole use of staff and communities in the interest of data protection and privacy. It is not for any use, casual or otherwise, by family members. In cases where staff misuse of MoHA data or technology resources is suspected, the supervisor notifies the Executive Director before addressing the situation with the staff member so that precautionary steps can be taken.

Electronic Communication (Email, Discord and other messaging services)

Board Approved: 2/14/2023
Practice Revised: 2/14/2023

Policy

Information, including information entrusted to MoHA by its communities, donors and partners must be protected by taking reasonable and appropriate steps to ensure information’s confidentiality, integrity, and availability. All MoHA employees, volunteers and interns are required to comply with the information security policies.

Practice

Employees should assume that the contents of any message, document, or other matter sent through any communications services and equipment used by MoHA may be seen by MoHA management and others with a legitimate need to know. To protect the interests of our communities and donors, MoHA reserves the right to monitor, retrieve, and/or store any voice or e-mail messages, online service activity by individual user, or other material, in any communications services and equipment used by the Organization.

MoHA reserves the right to access and disclose, for legitimate business and/or legal reasons, any message, document, or other matter sent through any communications services and equipment used by MoHA.

Appropriate Use of Electronic Communication

Electronic communication is a critical mechanism for communications at MoHA. Use of MoHA electronic communications systems and services are a privilege and therefore must be used with respect and in accordance with the goals of MoHA. This policy applies to all electronic communication systems (including email) and services owned by MoHA, all email account users/holders at MoHA (both temporary and permanent), and all organization email records.

General Expectations of Users

Important official communications are often delivered via electronic communication. As a result, employees of MoHA with email, Discord or other electronic communication accounts are expected to check those accounts in a consistent and timely manner so that they are aware of important announcements and updates, as well as for fulfilling organization- and role-oriented tasks.

Users are responsible for mailbox management, including organization and cleaning. If a user subscribes to a mailing list, they must be aware of how to remove himself or herself from the list and is responsible for doing so if their current email address changes. Users are also expected to comply with normal standards of professional and personal courtesy and conduct.

Employees must not utilize the communications services and equipment used by MoHA in any way that may be seen as insulting, disruptive, or offensive to other persons, or harmful to morale. Examples of forbidden transmissions include sexually-explicit messages, cartoons, or jokes; ethnic or racial slurs; or any other message that can be construed to be harassment or disparagement of others based on their sex, race, sexual orientation, age, national origin, religious beliefs, or other personal characteristics or circumstances as outlined in the Code of Conduct.

Appropriate Use

Individuals at MoHA are encouraged to use electronic communication to further the goals and objectives of MoHA.

The types of activities that are encouraged include:

• Communicating with fellow employees, donors, partners of MoHA, and community within the context of an individual’s assigned responsibilities.
• Acquiring or sharing information necessary or related to the performance of an individual’s assigned responsibilities.
• Participating in educational or professional development activities.
  
  

Inappropriate Use

The following activities are deemed inappropriate uses of MoHA systems and services and are prohibited:

• Use of electronic communication for illegal or unlawful purposes, including copyright infringement, obscenity, libel, slander, fraud, defamation, plagiarism, harassment, intimidation, forgery, impersonation, soliciting for illegal pyramid schemes, and computer tampering (e.g. spreading of computer viruses).
• Use of electronic communication in any way that violates MoHA policies, rules, or administrative orders, included in the policy manual.
• Opening email or other attachments from unknown or unsigned sources. Attachments and links are the primary source of computer viruses and should be treated with utmost caution.
• Excessive personal use of MoHA electronic communication resources.
  
  

Monitoring and Confidentiality

The email systems used at MoHA are owned by the organization and are therefore its property. This gives MoHA the right and responsibility to monitor all email traffic passing through its email system.

In addition, backup copies of email messages may exist, despite end-user deletion, in compliance with MoHA records retention policy. The goals of these backup and archiving procedures are to ensure system reliability and prevent business data loss.

If MoHA discovers or has good reason to suspect activities that do not comply with applicable laws or this policy, email records may be retrieved and used to document the activity in accordance with due process.

Employees should use extreme caution when communicating confidential or sensitive information via email. All email communication containing sensitive personal information of communities or employees should be sent using encryption. An employee must keep in mind that all email messages sent outside of MoHA become the property of the receiver. An employee should demonstrate particular care when using the “Reply” command during email correspondence.

Policy Violation

Any employee who is found, after appropriate investigation, to have violated this policy will be subject to appropriate disciplinary action, up to and including termination.

Automations

Board Approved: TBD
Practice Revised: 8/2/2024

Policy

To determine whether a manual process should be automated, Staff will consider the following criteria: Value of maintaining the source of truth Necessity of consistent info Level of skill required to automate Time required to create the automation Time saved from creating the automation versus continuing the manual process Degree of breakability if an automation were to be created

Practices

Staff must first identify a process that could be automated and consider reasons for and against automation based on the criteria listed above. Potential questions Staff may ask and discuss based on the criteria could be:

• “What is lost or gained from maintaining the source of truth through automation?”
• “Do I have the skills to create this automation?”
• “How much time would this automation take me to create, and do I have that time?”
• “How much time would be saved if this automation existed?”
• “If I were to add this automation into an existing system, what errors and unnecessary complexity could be introduced?”
• “Am I looking to automate something as a form of procrastination?”
• “What is the simplest automation?”
• “Is the automation native to the platform, or do we need to use a third-party platform?”

Staff may decide on their own or through a discussion, depending on the complexity of the ideated automation and who is involved in the manual process. If Staff decide that a process should be automated, either Staff or a contractor may create the automation. In the case that a contractor needs to be hired, Staff must refer to the Employing a Contractor Policy. The decision to automate or not should have a documented reason for why.

Social Media

Board Approved: TBD
Practice Revised: 8/8/2024

Policy

MoHA uses social media if the following goals are able to be met using the social media platform:

• Intentional outreach to people who we aim to serve and who would benefit from MoHA’s community and programming.
• Strengthening the visibility and public understanding of the connections between MoHA, its programs, and its community members.

MoHA’s Social Media Handbook has been developed to communicate instructions and set expectations for how organizers should interact with our social media. The Social Media Handbook will be sent to organizers upon their onboarding to follow, should they choose to utilize MoHA’s social media to publicize their event.

Practices

Staff managing the social media will prioritize posting about internally run programs seeking participants, uplifting community-driven activities by accepting collab-posts with approved organizers that have been agreed upon via email and occasionally sharing updates on MoHA activities as we see fit, based on the information outlined in the Social Media Handbook.

Contractors

Employing a Contractor

Board Approved: TBD
Practice Revised: 7/17/2024

Policy

MoHA considers hiring contractors for skilled labor with consideration to the time required to complete the work, the cost of the contract work, and whether resources would be better used for training Staff to learn the skill and do the labor. Staff looking to hire a contractor must follow a process to make a hiring decision, onboard, manage, and offboard the contractor.

Practices

Staff will identify a task that requires skilled labor and discuss the above considerations. This discussion will involve comparing the costs and benefits associated with hiring a contractor versus having a Staff member learn the skill, as well as evaluating whether the skilled labor is within Staff’s scope and job description. Generally, if a Staff member will be using a skill regularly; the learning of this skill will result in greater efficiency over time; and there is value to staff continuity, then the Staff may learn the skill in lieu of hiring a contractor.