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NOTICE OF A MEETING

EXECUTIVE COMMITTEE MEETING

MID-OHIO REGIONAL PLANNING COMMISSION

111 LIBERTY STREET, SUITE 100

COLUMBUS, OH 43215

SCIOTO CONFERENCE ROOM

Thursday, September 7, 2017

1:30 p.m.

AGENDA

1. Welcome – Rory McGuiness, Chair

2. Consent Agenda

Approval of July 6, 2017 minutes

3. Executive Director’s Report – William Murdock

4. Committee Updates

Central Ohio Rural Planning Organization – Thea Walsh

Regional Data Advisory Committee – Aaron Schill

Regional Policy Roundtable – Terri Flora

Sustainability Advisory Committee – Kerstin Carr & Christina O’Keeffe

o High Crash Location Lists

Transportation Policy Committee – Thea Walsh

5. Proposed Resolution 17-17: “Authorizing the executive director to accept up

to $600,000 in federal, state, local, and private funding and to enter into a

contract to conduct a regional corridor analysis” – Kerstin Carr

6. Proposed Resolution 18-17: “Adopting regional trail signage guidelines as

prepared by the Central Ohio Greenways Board to establish a unified trail

signage system across the Central Ohio region” – Kerstin Carr

7. Proposed Resolution EC-01-17: “Authorizing the executive director to make

relevant changes to the Mid-Ohio Regional Planning Commission’s Employee

Guidebook” – Shawn Hufstedler

8. Quarterly Financial Statements – Shawn Hufstedler

9. Draft Commission Agenda

10. Other Business

Executive Committee Meeting

September 7, 2017

PLEASE NOTIFY SHARI SAUNDERS AT 614-233-4169 OR

[email protected] IF YOU REQUIRE SPECIAL ASSISTANCE.

The next Executive Committee Meeting is

Thursday, October 5, 2017 at 1:30 p.m.

111 Liberty Street, Suite 100

Columbus, Ohio 43215 When you arrive in MORPC’s lobby, a video screen will display the day’s meetings. Each meeting will list a phone extension. Use the phone in the lobby to call the extension and someone will come escort you to the meeting. When parking in MORPC's parking lot, please be sure to park in a MORPC visitor space or in a space marked with an “M”. Handicapped parking is available at the side of MORPC’s building. MORPC is accessible by CBUS.

Members Present

Karen Angelou

Michael Ebert

Jennifer Gallagher

Matt Greeson

Erik Janas (via phone)

Rory McGuiness

Gary Merrell

Eric Phillips

Joe Stefanov (via phone)

Nancy White

MORPC Staff Present

Kerstin Carr

Joe Garrity

Shawn Hufstedler

Ciel Klein

Eileen Leuby

William Murdock

Christina O’Keeffe

Shari Saunders

Aaron Schill

Thea Walsh

Guests Present

Randy Davies, Chillicothe Ross County Chamber of Commerce

Holly Mattei, Violet Township

Brad Morton, Greater Chillicothe Ross County Development

Jim Schimmer, Franklin County

Welcome – Rory McGuiness

Chair Rory McGuiness called the meeting to order at 1:45 p.m. Chair McGuiness thanked the

Columbus Regional Airport Authority, Norfolk Southern, Randy Davies, the Chillicothe Ross County

Chamber of Commerce, the City of Chillicothe and Ross County for their hospitality in hosting the

Executive Committee. Chair McGuiness also thanked MORPC Membership Services Coordinator

Eileen Leuby and MORPC Staff for planning the day’s events.

Consent Agenda

Nancy White made a motion to approve the Consent Agenda, second by Gary Merrell; motion passed.

Executive Director’s Report – William Murdock

William Murdock echoed the thank yous of Chair McGuiness. He thanked the Executive Committee

for traveling to offsite meeting locations in June and July. He asked for their feedback for next year.

Mr. Murdock announced that MORPC’s new Public & Government Affairs Director, Terri Flora, begins

July 31. Ms. Flora was formerly with AEP Ohio as their Communications Director.

Member visits are under way. MORPC Team Members are working to schedule more visits.

Mr. Murdock reported he is now serving on the Smart Columbus Leadership Committee and the

COTA Director Search Committee.

MORPC participated with the Columbus Region Coalition in the DC Fly-In in June. The fly-in is an

opportunity to meet with key congressional staff and other government officials to share Central Ohio

priorities, such as the Competitive Advantage Project list and Hyperloop. This is the first year MORPC

led the fly-in. Team Members attended ten meetings with congressional staff establishing and

building relationships. Mr. Murdock commended Bevan Schneck, Joe Garrity and Steve Tugend for

their coordination of the event.

Mid-Ohio Regional Planning Commission Executive Committee Meeting Minutes

Date: July 6, 2017

Time: 1:45 p.m.

Location: Carlisle Building, Chillicothe, Ohio

Executive Committee Minutes

July 6, 2017

Page 2

After six months of discussion with the Sustainable Advisory Committee, community

stakeholders, and working group members, the Local Foods program and Materials Management

program will conclude its work at MORPC and transition out of the working groups structure. The

transition frees up money to apply to core sustainability programs. The Franklin County Local Food

Committee will add a regional element. It is uncertain at this point if the Materials Management

Working Group will continue elsewhere. Local foods and materials management continue to be part

of the Regional Sustainability Agenda. Affected employees were reassigned to other MORPC duties.

Kerstin Carr acknowledged Brian Williams and his work with the local food efforts.

MORPC is hosting the Ohio Conference on Freight this year. The conference is August 2-4 and

includes area tours and speakers from KMPG, Hyperloop, and the federal government. The

conference is in Cincinnati next year and in Cleveland the following year.

Staff from the Atlanta Regional Commission (ARC) is coming to MORPC August 15-17 to participate

in a peer exchange. MORPC Team Members visited ARC last November. The schedule of events will

be sent to Executive Committee members.

Regional Data Advisory Committee Update – Aaron Schill

The Regional Data Advisory Committee (RDAC) focused on exploring how to build and fund a regional

data port. The funding fell through. The committee is now reinventing itself and expanding its

mission. The Communications and Technical Subcommittees met in June and will provide feedback

at the July 20 RDAC meeting.

Regional Policy Roundtable Update – Joe Garrity

Joe Garrity gave the legislative update highlighting:

State Operating Budget

o Ohio House overturned 11 of the 47 line item vetoes by Governor Kasich

o Shortfall

SB 2 – Environmental protection laws

HB 95 – Distracted driving

Senate Resolution 175 – Hyperloop support

HB 114 – Energy efficiency provisions

Sustainability Advisory Committee Update – Kerstin Carr & Christina O’Keeffe

The Summit on Sustainability is November 14 and will highlight our communities and the work they

are doing in sustainability. Kerstin Carr and Christina O’Keeffe acknowledged Donato’s as this year’s

presenting sponsor. Nominations for the Green Region Awards are open until August 13.

Transportation Policy Committee Update – Thea Walsh

On June 29, the U.S. Department of Transportation (U.S. DOT) announced a new funding opportunity,

the Infrastructure for Rebuilding America (INFRA) grant program (formerly known as FASTLANE).

Approximately $1.5 billion is available for infrastructure projects.

On June 27, the Transportation Advisory Committee discussed regulatory reform comments as

requested by the U.S. DOT. Stakeholders are asked to identify non-statutory requirements imposed

by U.S. DOT that should be removed or revised. The administration is putting an emphasis on cutting

regulations, especially those that slow projects.

Executive Committee Minutes

July 6, 2017

Page 3

3-C (Cooperative, Comprehensive and Continuing) Planning Agreements are being sent to each MPO

community. 3-C agreements are required by the Federal Highway Administration who requested that

we update our agreements.

The Central Ohio Commuter Challenge Celebration was July 5 at the Columbus Commons. Final

numbers will be shared at the Commission meeting.

Proposed Resolution 13-17: “Adopting a fee schedule for use in assessing members in 2018” –

Shawn Hufstedler

Eric Phillips made a motion to approve Resolution 13-17, second by Nancy White; motion passed.

Proposed Resolution 14-17: “To authorize the executive director or his designee to enter into

agreement with PACT for up to $200,000 for an exterior home repair program” – Christina O’Keeffe

Matt Greeson made a motion to approve Resolution 14-17, second by Eric Phillips; motion passed.

Proposed Resolution 16-17: “Authorizing the executive director to submit an application to Ohio EPA

and accept up to $50,000 from the Ohio Environmental Education Fund to implement a community-

based program that maximizes sustainability benefits through benchmarking and education services

for its local government members” – Christina O’Keeffe

Karen Angelou made a motion to approve Resolution 16-17, second by Jennifer Gallagher; motion

passed.

Proposed Resolution 15-17: “Authorizing the executive director to enter into agreement with and

accept $50,000 from The Columbus Foundation’s Green Funds towards implementing the

reorganization and rebranding of MORPC’s Green Pact program” – Kerstin Carr

Gary Merrell made a motion to approve Resolution 15-17, second by Karen Angelou; motion passed.

Quarterly Membership Update – Eileen Leuby

Eileen Leuby presented the July 2017 Membership Report highlighting:

June 14 Grants Forum

Summer Internship Program

Executive Committee Tours

Member Visits and Relationships

Regional Collaboration Meetings

Upcoming events

Employee Guidebook Updates – Shawn Hufstedler

Every few years MORPC conducts a comprehensive review of its Employee Guidebook. MORPC Team

Members are finalizing this year’s review and will present the updated guidebook at the September

Executive Committee meeting. While there are a lot of changes, they are not substantial changes.

Draft Commission Agenda

The Executive Committee reviewed the draft July 13, 2017 Commission Meeting Agenda.

The meeting adjourned at 2:43 p.m.

Karen Angelou, Secretary

Executive Committee

http://morpc.org/Assets/MORPC/files/07-06-2017MembershipReportExCom.pdf

TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014-2016)

1 OF 4 AUGUST 2017

RANK LOCATION JURISDICTIONTOTAL

CRASHES (FREQ.)

CRASH SEVERITYSEVERITY

(EPDO)

AVERAGE DAILY

TRAFFIC (ADT)

CRASH RATE (MEV RATE)

CRITERIA RANKINGS ANNUAL CRASHESPRIOR RANK COMMENTSFatal

InjurySerious Injury

Minor Injury

Possible Injury PDO Freq. EPDO MEV 2014 2015 2016

1 E Livingston Ave @ Hamilton Rd / SR 317 Columbus 180 1 4 29 21 125 3.31 41,300 3.98 5 17 6 51 59 70 2

Columbus conducted safety study in 2014. LED signals and backplates were added in 2016. ODOT awarded safety funding. A project for improvements was bid and a notice to proceed will be in August, 2017.

2 Broad St / SR 16 @ James Rd Columbus 174 1 5 23 18 127 3.35 50,100 3.17 6 15 13 48 63 63 1 Safety study completed in 2007 and updated in 2010. No funding identified for design or construction. LED signals and backplates were added in 2016.

3 Cleveland Ave @ Innis Rd Franklin County 105 - 4 4 25 72 3.42 25,200 3.81 40 11 8 30 41 34 8 Systematic Safety Improvement upgrade phase I in 2016. Rebuilt traffic signal and added backplates to all signal heads.

4 Karl Rd @ Morse Rd Columbus 153 - 2 31 15 105 2.94 46,400 3.01 12 41 16 44 61 48 18 This traffic signal will be retimed in late 2017.

5 Broad St / SR 16 @ Lancaster Ave / Reynoldsburg-New Albany Rd Columbus 145 - 5 19 21 100 3.49 55,900 2.37 13 10 48 34 65 46 5 Signal refurbished in 2007. E Broad Corridor study completed in 2009. No

funding identified for design or construction.

6 Cleveland Ave @ Dublin Granville Rd / SR 161 Columbus 213 - 3 27 32 151 2.74 53,500 3.64 3 59 10 58 79 76 9

SR 161 corridor timing changes made in 2011. ODOT awarded safety funding for a corridor access study. Corridor study is currently underway. LED signals and backplates were added in 2016.

7 E Dublin Granville Rd / SR 161 @ Karl Rd Columbus 125 - 3 16 25 81 3.28 42,700 2.67 22 21 31 36 47 42 19

SR 161 corridor timing changes made in 2011. ODOT awarded safety funding for a corridor access study. Corridor study is currently underway. LED signals and backplates were added in 2016.

8 Morse Rd @ Westerville Rd / SR 3 Columbus 172 - 5 15 19 133 2.93 57,000 2.76 7 43 26 47 52 73 22 Traffic signals along the Morse Rd corridor were retimed in 2014.

9 E Livingston Ave / US 33 @ Alum Creek Dr Columbus 119 - 5 13 17 84 3.63 45,300 2.40 25 6 46 32 49 38 17 Traffic signals to be upgraded to LED in late 2016/early 2017.

10 Cleveland Ave / SR 3 @ E Hudson St Columbus 90 - 2 19 16 53 3.60 29,300 2.81 59 7 22 25 30 35 40 A safety study of the intersection is currently in progress.

11 Cleveland Ave @ Oakland Park Columbus 99 - 1 20 15 63 3.01 24,000 3.77 45 37 9 28 37 34 21 Minor improvements made in 2013. LED signals and backplates were added in 2016.The City of Columbus continues to monitor this intersection.

12 E Main St / US 40 @ McNaughten Rd Columbus 155 - 1 27 26 101 2.78 51,600 2.74 11 53 28 51 58 46 12 ODOT awarded safety funding. Improvement project currently in design phase with construction anticipated in 2018.

13 Hilliard Rome Rd @ Roberts Rd Columbus 126 - 2 19 15 90 2.83 41,700 2.76 21 48 25 43 40 43 10 LED signals and backplates were added in 2016.

14 Dublin Granville Rd / SR 161 @ Maple Canyon Dr Columbus 170 - 2 22 15 131 2.45 36,700 4.23 8 85 4 59 52 59 3 SR 161 corridor timing changes made in 2011. ODOT awarded safety funding for

a corridor access study. Corridor study is currently underway.

15 Livingston Ave @ James Rd Columbus 142 - 2 14 23 103 2.62 40,600 3.19 15 72 12 35 50 57 23LED signal heads installed in 2009. Safety study completed in 2015. ODOT awarded safety funding. Project for improvements anticipated to begin construction in 2019.

16 Frank Rd / SR 104 / Refugee Rd @ Winchester Pike Columbus 134 - 2 15 18 99 2.63 38,600 3.17 17 68 14 33 59 42 15 LED signal heads and westbound right-turn lane was added in 2009. A safety

study is currently in progress and will be completed in the fall of 2017.

17 S Central Ave / Harrisburg Pike @ W Mound St Columbus 101 - 2 18 11 70 3.09 33,500 2.75 43 32 27 35 33 33 11

Safety study completed in 2014. ODOT awarded safety funding. Project for improvements is currently in design phase with construction anticipated to begin in 2018.

18 Cleveland Ave @ Morse Rd Columbus 284 1 2 32 25 224 2.31 55,200 4.70 1 100 3 106 90 88 4Phase 2 of Morse Rd project completed in 2010, added turn lanes, signal rephasing. Crashes significantly reduced in 2010 and 2011. This traffic signal will be retimed in late 2017.

19 Broad St / US 40 @ N Wilson Rd ODOT 116 - 1 15 27 73 2.83 39,200 2.70 28 47 30 40 36 40 20Planned road widening, access control, signal coordination. Project is scheduled to begin construction in 2019 (PID 93173). Project completed in 2015 included the establishment of a new central traffic control system (PID 13034).

20 Hilliard Rome Rd @ Feder Rd / Fisher Rd Columbus 112 - 3 16 16 77 3.26 47,200 2.17 32 22 57 45 42 25 16 Traffic study is complete. ODOT and MORPC funding has been awarded for future

years. Project for improvements is currently in design phase.

21 Hamilton Rd / SR 317 @ Refugee Rd Columbus 115 - 3 11 10 91 2.78 40,100 2.62 29 52 35 35 38 42 34 MORPC awarded funding ODOT awarded safety funding. Project for improvements currently in the design phase with construction anticipated late 2018.

22 Hilliard Rome Rd @ Renner Rd Columbus 165 - 3 23 9 130 2.63 58,900 2.56 9 69 39 60 54 51 42 Project for improvements at this intersection were part of the I-270 interchange project constructed in 2014.

23 S 3rd St @ E Mound St Columbus 99 - 1 17 15 66 2.84 34,200 2.64 45 46 33 37 38 24 13 This intersection will be modified to include a westbound left-turn phase as part of the I-70/I-71 Phase 2C project. Construction is anticipated in late 2016.

24 E Broad St / SR 16 @ Waggoner Rd Columbus 120 - 4 15 13 88 3.29 59,100 1.85 23 19 83 40 34 46 56 LED signals and backplates were added in 2016. A safety study was completed in 2017. No funding identified for design or construction.

TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014 TO 2016)

https://www.google.com/maps/@39.9447865202282,-82.8778137759527,200m/data=!3m1!1e3?hl=en%0D


































2 OF 4 AUGUST 2017


CRASHES (FREQ.)


(EPDO)

AVERAGE DAILY

TRAFFIC (ADT)




Minor Injury


25 Livingston Ave @ Noe Bixby Rd / Wood-crest Rd Columbus 84 - 2 11 14 57 3.17 29,100 2.64 66 28 34 32 24 28 - The City of Columbus plans to complete a safety study of the intersection in

2017/2018.

26 Gender Rd @ Refugee Rd Columbus 156 - 1 19 11 125 2.15 36,500 3.90 10 112 7 54 57 45 24 Safety study completed in 2008. ODOT approved for safety funding. Project for improvements is currently under construction.

27 E Broad St / SR 16 @ McNaughten Rd Columbus 145 - 2 15 26 102 2.70 60,500 2.19 13 62 55 49 44 52 31E Broad Corridor study completed in 2009. No funding identified for design or construction. Funding awarded by MORPC and construction is anticipated to begin in 2023.

28 Brice Rd @ Scarborough Blvd / Tussing Rd Columbus 184 1 - 16 25 142 2.15 55,000 3.06 4 113 15 52 80 52 25 LED signal heads were installed in 2009. Improvements at this location will be

designed as part of the I-70/I-270 interchange reconfiguration project.

29 E Main St / US 40 @ Hamilton Rd / SR 317 Whitehall 102 1 2 5 20 74 3.02 42,900 2.17 42 35 56 34 33 35 27

30 S Central Ave / US 62 @ Sullivant Ave Columbus 70 - 1 15 13 41 3.35 21,900 2.92 104 14 17 18 30 22 30 The City of Columbus plans to complete a safety study of the intersection in 2017/2018.

31 E Dublin Granville Rd / SR 161 @ Sha-ron Woods Blvd / Tamarack Blvd Columbus 107 - 1 15 13 78 2.54 35,300 2.77 37 78 24 32 39 36 50 SR 161 corridor timing changes made in 2011. ODOT awarded safety funding for

a corridor access study. Corridor study is currently underway.

32 E Livingston Ave @ S Nelson Rd Columbus 78 1 2 5 4 66 2.94 25,200 2.83 76 42 21 19 25 34 57 A road safety audit was completed at this location in 2017.

33 Westerville Rd / SR 3 @ Oakland Park Ave ODOT 85 - - 7 29 49 2.63 24,200 3.21 65 67 11 23 15 47 6

34 Westerville Rd / SR 3 @ Agler Rd ODOT 74 - 2 4 16 52 3.03 24,200 2.79 89 34 23 18 23 33 26

35 Livingston Ave @ Barnett Rd Columbus 70 - 3 9 9 49 3.72 24,800 2.58 104 5 38 22 21 27 52 Safety study completed. ODOT awarded safety funding. Project for improvements is currently in the design phase with construction anticipated in 2018.

36 Main St @ Cemetery Rd Hilliard 232 - - 7 12 213 1.35 33,600 6.31 2 150 2 68 83 81 37

37 Clime Rd @ Demorest Rd Columbus 76 - 2 8 12 54 3.09 27,600 2.51 84 31 40 19 29 28 46 Improvements were made at this intersection as part of the Clime Road widening project. LED signals and backplates were added in 2016.

38 Chatterton Rd / Refugee Rd @ Noe-Bixby Rd Columbus 73 - 2 10 11 50 3.28 27,000 2.47 95 20 41 34 16 23 64

39 Georgesville Rd @ Clime Rd Columbus 76 - 5 17 17 37 5.42 35,700 1.94 84 2 72 9 43 24 33 Protected only southbound left-turn phase installed in 2016.

40 Morse Rd @ Northtowne Blvd / Walford St Columbus 119 - 1 12 14 92 2.27 40,100 2.71 25 105 29 32 45 42 7 This traffic signal will be retimed in late 2017.

41 Morse Rd @ Sunbury Rd Columbus 107 1 2 12 12 80 3.03 53,900 1.81 37 33 90 32 38 37 35 LED signals and backplates were added in 2016. A safety study is in progress and will be completed in the fall of 2017.

42 Main St @ Scioto Darby Rd Hilliard 135 - - 8 16 111 1.74 29,200 4.22 16 141 5 42 55 38 41

43 E Main St @ Parsons Ave Columbus 77 - 2 12 10 53 3.26 33,200 2.12 80 23 61 23 28 26 48 Phase 2D of the I-70/I-71 project will upgrade the traffic signal and realign this intersection.

44 N High St @ E 5th Ave Columbus 80 - 2 9 5 64 2.75 27,900 2.62 73 56 36 23 25 32 29Streetscape improvement project will reconfigure the north and south approaches and upgrade the traffic signal at this location. The project is currently in design.

45 E Broad St / SR 16 @ Hamilton Rd / SR 317 Whitehall 111 - 1 9 22 79 2.46 43,000 2.36 33 84 49 44 46 21 28

46 E Main St / US 40 @ S James Rd Columbus 100 - 2 12 11 75 2.78 45,900 1.99 44 55 70 31 29 40 55 Minor improvements will be made at this intersection as part of the James Rd improvement project, which is currently in the design phase.

47 W Broad St @ N Front St Columbus 95 - - 12 16 67 2.28 30,300 2.86 50 104 19 15 60 20 62 Improvements will be made at this intersection as part of the Front/Marconi two-way conversion project. No funding identified for construction.

48 Hamilton Rd / SR 317 @ Kimberly Park-way / Kingsland Ave Columbus 78 - 1 11 11 55 2.74 29,500 2.41 76 58 44 22 28 28 72 MORPC awarded funding ODOT awarded safety funding. Project for improvements

currently in the design phase with construction anticipated late 2018.

49 Livingston Ave @ Brice Rd Reynoldsburg 114 - - 9 17 88 1.95 36,700 2.84 31 130 20 28 32 54 99

50 High St / US 23 @ Obetz Rd Columbus 70 1 1 12 6 50 3.29 30,100 2.12 104 18 59 27 21 22 60 LED signals and backplates to be installed late 2016/early 2017.

51 E Broad St / SR 16 @ Rosehill Rd Columbus 79 - 2 12 11 54 3.25 39,600 1.82 74 25 88 23 26 30 43 E Broad Corridor study completed in 2009. LED signals and backplates were added in 2016. No funding identified for design or construction.







































3 OF 4 AUGUST 2017


CRASHES (FREQ.)


(EPDO)

AVERAGE DAILY

TRAFFIC (ADT)




Minor Injury


52 Harrisburg Pike / US 62 @ Clime Rd ODOT 79 - 1 8 18 52 2.81 34,300 2.10 74 50 64 26 29 24 49 Identified as an ODOT Highway Safety Improvement Program safety priority urban intersection location in 2014.

53 W Broad St / US 40 @ S Murray Hill Rd ODOT 108 - - 14 18 76 2.29 42,300 2.33 36 103 53 42 33 33 54Project completed in 2016 included signal upgrade, additional turn lanes, and bike/ped improvements (PID 76282). Project completed in 2015 included the establishment of a new central traffic control system (PID 13034).

54 Sawmill Rd @ Hard Rd Columbus 105 - 1 7 25 72 2.54 49,500 1.94 40 79 74 39 33 33 36 Project for improvements was completed in 2017.

55 Riverside Dr @ Home Rd ODOT 95 - - 5 8 82 1.58 13,700 6.33 50 144 1 12 40 43 - Part ODOT/part county- upcoming striping project could convert to a one lane roundabout

56 Baltimore-Reynoldsburg Rd / SR 256 @ Taylor Rd Reynoldsburg 109 - 1 8 18 82 2.31 46,900 2.12 35 101 60 26 42 41 76

57 Cleveland Ave / SR 3 @ E 11th Ave Columbus 61 - 1 8 10 42 2.89 19,200 2.90 140 44 18 19 22 20 - The City of Columbus is currently reviewing the Cleveland Av corridor including this intersection.

58 Dublin Granville Rd / SR 161 @ Busch Blvd / SR 161 Columbus 111 - 2 12 3 94 2.35 52,400 1.93 33 94 77 40 40 31 63 Currently being evaluated for potential installation of LED signals and backplates.

59 Westerville Rd / SR 3 @ Innis Rd ODOT 69 - 1 18 8 42 3.38 32,700 1.93 111 13 80 11 28 30 - Project currently under construction (PID 97167) to add an eastbound right turn lane, upgrade the traffic signal, and improve sidewalks

60 Sawmill Rd @ Federated Blvd Columbus 95 1 1 7 11 75 2.58 46,800 1.85 50 73 84 31 39 25 69 Columbus and Dublin are coordinating on a study of the Sawmill Rd corridor which will include this intersection.

61 Polaris Pkwy / SR 750 @ S Old State Rd Columbus 115 - 2 10 10 93 2.42 58,100 1.81 29 88 91 41 40 34 101 Project for improvements with DCEO and ODOT will be moving to acquisition/utility relocation in late 2016 with construction anticipated mid 2017.

62 W Broad St / US 40 @ Georgesville Rd ODOT 84 - 1 10 17 56 2.79 42,900 1.79 66 51 95 25 25 34 70

2013 project included resurfacing, access control, sidewalks, and signal coordination (PID 83018). Project established a new central traffic control system (PID 13034). Intersection identified as an ODOT Highway Safety Improvement Program safety priority urban intersection location in 2015.

63 Cleveland Ave @ W Schrock Rd / SR 710 Columbus 131 - 2 13 8 108 2.32 67,500 1.77 18 98 99 38 56 37 58 Project was bid and a notice to proceed will be issued in July, 2017.

64 E Broad St / US 40 @ N 3rd St Columbus 71 - 2 12 9 48 3.40 39,100 1.66 100 12 107 19 26 26 126 The lane configuration at this intersection was modified in 2016.

65 Stelzer Rd @ McCutcheon Rd Columbus 86 - - 13 12 61 2.32 36,600 2.15 64 99 58 22 38 26 75

66 Olentangy River Rd @ King Ave Columbus 120 - 1 6 8 105 1.81 51,900 2.11 23 136 62 37 51 32 47

67 Olentangy River Rd @ W 5th Ave Columbus 83 - 1 12 3 67 2.37 36,000 2.11 68 92 63 30 26 27 85

68 Morse Rd @ Stelzer Rd Columbus 130 - 1 11 12 106 2.07 65,000 1.83 19 120 87 39 45 46 59 Modifications have been made to accommodate development adjacent to the intersection. LED signals and backplates were added in 2016.

69 E Dublin Granville Rd / SR 161 @ Bue-nos Aires Blvd ODOT 71 1 2 16 8 44 4.18 42,600 1.52 100 4 122 25 30 16 14

Additional signs and signal head changes 2016. Intersection identified as an ODOT Highway Safety Improvement Program safety priority urban intersection location in 2015.

70 W Broad St / US 40 @ N Hague Ave Columbus 71 - 1 6 10 54 2.47 27,000 2.40 100 82 45 23 28 20 44 ODOT awarded safety funding. Signal upgrade project will begin construction in late 2017.

71 Georgesville Rd @ Hall Rd Columbus 81 - 1 7 18 55 2.70 41,600 1.78 69 61 97 25 26 30 90 Safety study currently underway.

72 Sandusky St / US 36 @ E William St / US 36 Delaware City 78 - 2 2 5 69 2.30 30,500 2.34 76 102 51 28 34 16 38

73 Brice Rd @ Eastgreen Blvd Reynoldsburg 62 1 3 6 11 41 4.51 31,400 1.80 134 3 92 15 19 28 -

74 Gender Rd / SR 674 @ Winchester Pike Columbus 63 - 2 7 10 44 3.32 31,700 1.81 130 16 89 23 16 24 51 Improvements made at this intersection as part of a project constructed in 2012.

75 Sunbury Rd @ Innis Rd / McCutcheon Rd Columbus 70 - 2 8 11 49 3.22 37,300 1.71 104 26 106 24 24 22 91 LED signals and an westbound left-turn phase were added in 2016.

76 Morse Rd @ Sinclair Rd Columbus 98 - 1 7 12 78 2.19 46,300 1.93 48 110 79 22 46 30 79 This traffic signal will be retimed in 2017.

77 Sullivant Ave @ S Hague Ave Columbus 76 - - 5 15 56 2.04 26,200 2.65 84 122 32 25 25 26 96 ODOT awarded safety funding. Signal upgrade project will begin construction in late 2017.

78 S 4th St / US 23 @ E Fulton St Columbus 77 - 1 5 5 66 2.06 27,100 2.59 80 121 37 44 26 7 32

Traffic control modifications have been made at this intersection after the I-70 ramp to Fourth Street closed in 2014. Phase 2D of the I-70/I-71 project will reconstruct this intersection, as Fulton Street will become one-way eastbound. The City of Columbus continues to monitor this intersection in the interim.



































4 OF 4 AUGUST 2017


CRASHES (FREQ.)


(EPDO)

AVERAGE DAILY

TRAFFIC (ADT)




Minor Injury


79 Hamilton Rd / SR 317 @ Groves Rd Columbus 67 - 3 4 11 49 3.53 38,000 1.61 116 9 113 16 23 28 - MORPC awarded funding ODOT awarded safety funding. Project for improvements currently in the design phase with construction anticipated late 2018.

80 E Broad St / SR 16 @ Taylor Station Rd / Mt Carmel Service Rd Columbus 127 - 1 14 17 95 2.36 77,400 1.50 20 93 126 43 49 35 73

E Broad Corridor study completed in 2009. Mt. Carmel added new EB right turn lane in 2011. No funding identified for design or construction. A funding application is being submitted to MORPC in 2016 for this location. City of Columbus is currently monitoring this intersection.

81 S High St / US 23 @ Rathmell Rd Columbus 77 - 1 14 11 51 2.98 46,600 1.51 80 38 123 23 23 31 98 Rumble strips installed in 2016.

82 Bethel Rd @ Olentangy River Rd Columbus 91 - 1 12 10 68 2.51 48,100 1.73 58 80 104 18 34 39 67 LED signals and backplates were added in 2016.

83 Hilliard Rome Rd @ Westchester Woods Blvd Columbus 66 - 1 7 8 50 2.56 25,400 2.37 120 76 47 21 21 24 92

84 Stringtown Rd @ Marlane Dr Grove City 90 - - 7 16 67 2.04 39,500 2.08 59 123 65 30 28 32 103

85 Broadway / Harrisburg Pike / US 62 @ Home Rd Grove City 70 - 2 8 11 49 3.22 40,900 1.56 104 26 119 15 25 30 65

86 Lazelle Rd @ Sancus Blvd Columbus 67 - 2 11 5 49 3.26 37,100 1.65 116 24 109 22 22 23 134 A project for improvements is currently in the design for Lazelle Rd with construction anticipated to begin in 2018.

87 E Broad St / US 62 @ S Nelson Rd Columbus 68 - 1 13 3 51 2.75 32,400 1.92 113 57 81 28 24 16 119

88 Cleveland Ave @ Weber Rd Columbus 72 - - 10 8 54 2.15 27,200 2.42 99 111 43 26 25 21 82 Minor signal timing improvements were made in 2014. LED signals heads were added in 2015.

89 Morse Rd @ Hamilton Rd Columbus 107 - - 10 13 84 1.94 53,200 1.84 37 131 86 38 39 30 84 Hamilton Road project will include improvements at this intersection. Project is currently in the design phase with construction anticipated late 2018.

90 E Main St / US 40 @ Brice Rd Reynoldsburg 89 - 1 9 9 70 2.32 45,700 1.78 61 97 96 28 28 33 109

91 W Broad St @ Galloway Rd Columbus 63 - - 11 12 40 2.62 25,000 2.30 130 70 54 24 15 24 - A safety study of the intersection is currently in progress.

92 Broad St / US 40 @ N Central Ave Columbus 66 - - 12 12 42 2.63 29,900 2.02 120 66 68 27 22 17 74 Road Diet study for W Broad St in this area is currently underway.

93 E Broad St / SR 16 @ N Yearling Rd Whitehall 73 - - 4 23 46 2.39 34,400 1.94 95 91 73 28 24 21 100

94 N High St @ E North Broadway Columbus 81 - 1 5 5 70 2.01 35,700 2.07 69 126 66 25 28 28 116 A west bound left turn lane was added to N Broadway in 2014.

95 SR 161 @ Ambleside Dr / Satinwood Dr Columbus 93 - - 8 9 76 1.81 42,400 2.00 55 137 69 31 27 35 78 SR 161 corridor timing changes made in 2011. ODOT awarded safety funding for a corridor access study. Corridor study is currently underway.

96Baltimore-Reynoldsburg Rd / Lancaster Ave / SR 256 @ Graham Rd @ E Liv-ingston Ave

Reynoldsburg 65 1 - 5 8 51 2.41 25,300 2.35 124 89 50 12 26 27 -

97 High St @ Henderson Rd Columbus 74 - 2 4 8 60 2.66 41,500 1.63 89 64 111 26 28 20 80 LED signals and backplates were added in 2016. Upgraded pedestrian APS in late 2015.

98 Riverside Dr / US 33 @ Hayden Rd ODOT 88 - 1 7 14 66 2.40 50,800 1.58 63 90 115 32 23 33 88 Identified as an ODOT Highway Safety Improvement Program safety priority urban intersection location in 2013.

99 W Broad St / US 40 @ Westwoods Park & Ride (Hilliard Rome Rd) ODOT 61 - 1 10 9 41 3.02 31,000 1.80 140 36 93 21 13 27 -

Project completed in 2016 included signal upgrade, additional turn lanes, and bike/ped improvements (PID 76282). Project completed in 2015 established a new central traffic control system (PID 13034).

100 N High St / US 23 @ E Wilson Bridge Rd Worthington 93 - 1 4 17 71 2.26 51,600 1.65 55 106 110 30 34 29 125

TOTAL (ALL SITES COMBINED) 10,338 12 158 1,185 1,372 7,611 2.75 4.0M 2.47 N/A 3,192 3,670 3,476 N/A

Notes1. The regional high-crash intersection list does not include intersections or ramps involving interstates or similar limited-access highways.2. Intersection totals include crashes within 250 ft. of the middle of the intersection, based on location information provided by the Ohio Dept. of Transportation on 3.31.17.3. Injury crash totals include crashes that involve a possibility of injury, as recorded by the reporting officer. Many injury crashes involve only minor injuries.4. PDO crashes are those resulting in property damage only (i.e., no injuries).5. Equivalent Property Damage Only Index (EPDO) is calculated by the following formula: (37.56 x [# Fatal & Ser Injury Crashes] + 6.55 x [# Visible Injury Crashes] + 4.44 x [# Possible Injury Crashes] + [# PDO Crashes]) / [# Total Crashes].6. Average Daily Traffic (ADT) refers to the estimated number of vehicles that entered the intersection per day. ADT estimates are based on a combination of traffic counts and model estimates.7. Crash Rate per Million Entering Vehicles (MEV Rate) is calculated by the following formula: ([# Total Crashes] / 3) / ( ADT x 365 / 1,000,000).8. Overall intersection rankings are calculated based on a methodology that includes crash frequency, severity, and rate. For more details on MORPC’s crash methodologies, please visit: http://www.morpc.org/safety.9. The information provided is based on the best available sources, but is not guaranteed to be free from errors.10. Source: ODOT/ODPS/MORPC.






























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Transportation Planning Area

TOP 100 REGIONAL HIGH-CRASHINTERSECTIONS (2014-2016)

TOP 100 HIGH-CRASH INTERSECTIONS (2014 TO 2016)

The information shown on this map is compiled from various sources made available to us which we believe to be reliable.N:\ArcGIS\CORE\O&M\Safety\High_Crash_Locations\2014_2016\Top100 14_16.mxd8/8/2017

SOURCE: ODPS/ODOT/MORPC

1MAP

HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)

AUGUST 2017

JURISDICTION RANK LOCATIONTOTAL

CRASHES(FREQ.)


(EPDO)

ANNUAL CRASHESTOP 100Fatal


Minor Injury

Possible Injury PDO 2014 2015 2016

BEXLEY

1 E Main St @ College Ave 30 - - 4 3 23 2.08 16 8 6 -

2 E Main St / US 40 @ Euclaire Ave 29 - 1 - 2 26 2.50 10 11 8 -

3 E Main St / US 40 @ Pleasant Ridge Ave 25 - - - 4 21 1.55 8 8 9 -

4 E Broad St / SR 16 @ N Cassady Ave 24 1 - - 6 17 3.38 8 11 5 -

5 E Main St / US 40 @ S Drexel Ave / US 40 22 - 1 - 5 16 3.44 9 8 5 -

CANAL WINCHESTER

1 Gender Rd / SR 674 @ Winchester Blvd 55 - - 3 7 45 1.74 20 14 21 -

2 Gender Rd / SR 674 @ W Waterloo St 32 - - - 5 27 1.54 8 10 14 -

3 Gender Rd / SR 674 @ Groveport Pike 15 - - 1 4 10 2.29 3 5 7 -

4 Gender Rd / SR 674 @ Canal St 12 - - 2 3 7 2.79 5 1 6 -

5 Gender Rd @ W Walnut St 8 - - 1 2 5 2.55 3 4 1 -

COLUMBUS

1 Cleveland Ave @ Morse Rd 284 1 2 32 25 224 2.31 106 90 88 X

2 Cleveland Ave @ Dublin Granville Rd / SR 161 213 - 3 27 32 151 2.74 58 79 76 X

3 Brice Rd @ Scarborough Blvd / Tussing Rd 184 1 - 16 25 142 2.15 52 80 52 X

4 E Livingston Ave @ Hamilton Rd / SR 317 180 1 4 29 21 125 3.98 51 59 70 X

5 Morse Rd @ Westerville Rd / SR 3 172 - 5 15 19 133 2.93 47 52 73 X

DELAWARE CITY

1 E William St / US 36 @ Sandusky St 78 - 2 2 5 69 2.30 28 34 16 X

2 Columbus Pike / US 23 @ Cottswold Dr 33 - 1 - 7 25 2.84 16 9 8 -

3 W Central Ave / SR 37 @ N Sandusky St 33 - 1 1 10 21 3.32 9 7 17 -

4 E William St / US 36 @ N Henry St 32 - 1 5 3 23 3.33 8 14 10 -

5 W William St / US 36 @ Liberty St 30 - 2 1 4 23 4.08 9 10 11 -

DUBLIN

1 E Bridge St @ Riverside Dr / US 33 80 - - 4 5 71 1.49 17 10 53 -

2 Bridge St / US 33 @ Frantz Rd / Post Rd 71 - 2 3 9 57 2.70 30 15 26 -

3 Avery-Muirfield Dr @ Perimeter Dr 59 - - 6 10 43 2.15 17 22 20 -

4 Avery-Muirfield Dr @ Perimeter Loop Rd 49 - 3 2 11 33 4.24 14 19 16 -

5 Riverside Dr / SR 257 @ Emerald Pkwy 39 - 4 2 8 25 5.74 9 14 16 -

GAHANNA

1 Mill St / US 62 @ Stygler Rd 78 - - 4 6 68 1.55 26 21 31 -

2 US 62 @ Olde Ridenour Rd 55 - - 4 7 44 1.84 20 13 22 -

3 Hamilton Rd / SR 317 @ Havens Corners Rd 52 - - - 9 43 1.60 23 20 9 -

4 Agler Rd @ Stygler Rd N 45 - - 2 3 40 1.48 18 12 15 -

5 E Johnstown Rd / US 62 @ N Hamilton Rd 44 - 1 3 2 38 2.37 16 13 15 -

1 OF 4

TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - CITIES


AUGUST 2017


CRASHES(FREQ.)


(EPDO)



Minor Injury


GRANDVIEW HEIGHTS

1 Dublin Rd / US 33 @ Grandview Ave 45 - - 3 6 36 1.83 15 15 15 -

2 Grandview Ave @ Goodale Blvd 18 - - 3 1 14 2.12 5 2 11 -

3 Grandview Ave @ Douglas St 13 - - 1 - 12 1.43 6 5 2 -

4 Grandview Ave @ W 1st Ave 11 - - 2 1 8 2.32 3 2 6 -

5 Grandview Ave @ Haines Ave 9 - - - 1 8 1.38 3 2 4 -

GROVE CITY

1 Stringtown Rd @ Marlane Dr 90 - - 7 16 67 2.04 30 28 32 X

2 Broadway / Harrisburg Pike / US 62 @ Home Rd 70 - 2 8 11 49 3.22 15 25 30 X

3 Stringtown Rd @ Gantz Rd 55 - 1 6 4 44 2.52 15 15 25 -

4 Broadway / US 62 @ Southwest Blvd 41 - 2 4 7 28 3.91 12 15 14 -

5 Stringtown Rd @ McDowell Rd 38 - - 4 3 31 1.86 16 7 15 -

GROVEPORT

1 London Groveport Rd / SR 317 @ Main St / Groveport Rd 50 - 2 10 12 26 4.40 16 15 19 -

2 Hamilton Rd / SR 317 @ Bixby Rd 42 - - 3 10 29 2.22 19 8 15 -

3 Green Pointe Dr N @ Green Pointe Dr S 20 - 1 1 4 14 3.79 7 6 7 -

4 London Groveport Rd / SR 317 @ Pontius Rd 19 - - 5 4 10 3.18 7 5 7 -

5 Hamilton Rd / SR 317 @ Firehouse Ln 19 - - 4 3 12 2.71 6 7 6 -

HILLIARD

1 Main St @ Cemetery Rd 231 - - 7 12 212 1.35 68 83 80 -

2 Main St @ Scioto Darby Rd 135 - - 8 16 111 1.74 42 55 38 -

3 Britton Pkwy @ Davidson Rd 62 - - 3 2 57 1.38 21 28 13 -

4 Cemetery Rd @ Lyman Dr 54 - - 5 6 43 1.90 16 20 18 -

5 Cemetery Rd @ Britton Pkwy/Parkway Ln 54 - - 4 7 43 1.86 17 23 14 -

NEW ALBANY

1 Johnstown Rd / US 62 @ Walton Pkwy / Smith's Mill Rd 44 - - 6 5 33 2.15 6 18 20 -

2 E Main St / US 62 @ N High St 27 - - 1 - 26 1.21 3 12 12 -

3 New Albany-Condit Rd / SR 605 @ Central College Rd 19 - 1 4 3 11 4.64 6 8 5 -

4 Beech Rd @ Smith's Mill Rd 14 - - 4 1 9 2.83 - 8 6 -

5 Johnstown Rd / US 62 @ Zarley St 11 - - - 1 10 1.31 5 2 4 -

2 OF 4



AUGUST 2017


CRASHES(FREQ.)


(EPDO)



Minor Injury


PATASKALA

1 E Broad St / SR 16 @ Taylor Rd 44 1 - 5 10 28 3.24 5 25 14 -

2 E Broad St / SR 16 @ Hazelton-Etna Rd 43 - 1 3 3 36 2.48 - 18 25 -

3 Broad St / SR 16 @ Mink St SW 24 - - 4 2 18 2.21 - 13 11 -

4 E Broad St / SR 16 @ Watkins Rd 16 - - 3 3 10 2.69 1 8 7 -

5 E Broad St @ Summit Rd 13 - 1 2 1 9 4.93 - 8 5 -

PICKERINGTON

1 Blacklick Eastern Rd / Tussing Rd / SR 204 @ Hill Rd / SR 256 117 - 1 - 6 111 1.48 38 33 47 -

2 Hill Rd / SR 256 @ Refugee Rd 81 - 1 4 7 69 2.02 27 25 29 -

3 Hill Rd North @ Stonecreek Dr Nw 55 - - 1 6 48 1.48 14 20 21 -

4 Diley Road/Grandview Ave @ Hill Road North/SR 256 46 - 1 1 - 44 1.92 10 15 21 -

5 Hill Rd North / SR 256 @ Birchwood St 40 - - 2 2 36 1.45 14 15 11 -

POWELL

1 Powell Rd / SR 750 @ Liberty St 19 - - 3 1 15 2.06 10 4 5 -

2 Powell Rd / SR 750 @ Village Pointe Dr / Murphy Pkwy 15 - - 2 3 10 2.43 2 4 9 -

3 W Olentangy St / SR 750 @ Hall St 15 - - 1 2 12 1.83 4 4 7 -

4 Sawmill Pkwy @ Rutherford Rd 14 - 1 3 - 10 4.80 4 6 4 -

5 Sawmill Pkwy @ Galloway Dr 14 - - 2 2 10 2.28 3 8 3 -

REYNOLDSBURG

1 Livingston Ave @ Brice Rd 114 - - 9 17 88 1.95 28 32 54 X

2 Baltimore-Reynoldsburg Rd / SR 256 @ Taylor Rd 109 - 1 8 18 82 2.31 26 42 41 X

3 E Main St / US 40 @ Brice Rd 89 - 1 9 9 70 2.32 28 28 33 X

4 E Main St / US 40 @ Rosehill Rd 75 - - 5 13 57 1.97 25 25 25 -

5 Baltimore-Reynoldsburg Rd / Lancaster Ave / SR 256 @ Graham Rd @ E Livingston Ave 65 1 - 5 8 51 2.41 12 26 27 X

UPPER ARLINGTON

1 Riverside Dr / US 33 @ Cambridge Blvd / Trabue Rd 40 - 3 1 2 34 4.05 10 13 17 -

2 Fishinger Rd @ Tremont Rd @ Northwest Blvd 28 - - - 1 27 1.12 8 9 11 -

3 W Lane Ave @ North Star Rd 26 - - 4 4 18 2.38 7 13 6 -

4 Bricker Blvd / Fishinger Rd @ Kenny Rd 19 - 2 1 2 14 5.50 5 8 6 -

5 Northwest Blvd @ Zollinger Rd 17 - - 2 2 13 2.06 6 7 4 -

3 OF 4



AUGUST 20174 OF 4


CRASHES(FREQ.)


(EPDO)



Minor Injury


WESTERVILLE

1 State St / SR 3 @ Schrock Rd 92 - 1 6 10 75 2.13 30 29 33 -

2 N Cleveland Ave @ Polaris Pkwy 67 - 1 12 6 48 2.85 25 22 20 -

3 S State St / SR 3 @ Heatherdown Dr / Huber Village Blvd 64 - - 3 10 51 1.80 18 21 25 -

4 Polaris Pkwy @ Worthington Rd 61 - - 2 14 45 1.97 24 29 8 -

5 N State St / SR 3 @ Maxtown Rd 52 - 1 2 9 40 2.51 16 12 24 -

WHITEHALL

1 E Broad St / SR 16 @ Hamilton Rd / SR 317 111 - 1 9 22 79 2.46 44 46 21 X

2 E Main St / US 40 @ Hamilton Rd / SR 317 102 1 2 5 20 74 3.02 34 33 35 X

3 E Broad St / SR 16 @ N Yearling Rd 73 - - 4 23 46 2.39 28 24 21 X

4 E Main St / US 40 @ Fountain Ln 49 - - 8 15 26 2.96 14 19 16 -

5 E Main St / US 40 @ S Yearling Rd 39 - 1 3 7 28 2.98 11 16 12 -

WORTHINGTON

1 N High St / US 23 @ E Wilson Bridge Rd 93 - 1 4 17 71 2.26 30 34 29 X

2 High St / US 23 @ E Dublin Granville Rd / SR 161 68 - 1 2 8 57 2.11 26 17 25 -

3 Schrock Rd @ Huntley Rd 38 - 1 2 4 31 2.62 12 13 13 -

4 E Wilson Bridge Rd @ Worthington Galena Rd 33 - - - 6 27 1.63 10 9 14 -

5 W Dublin Granville Rd / SR 161 @ Oxford St 31 - - 1 9 21 2.18 8 6 17 -

Notes 1. The city high-crash location list includes intersections inside corporation boundaries that do not involve an Interstate or similar limited access highway.2. Intersection totals include crashes within 250 ft. of the middle of the intersection, based on location information provided by the Ohio Dept. of Transportation.3. PDO crashes are those resulting in property damage only (i.e., no injuries). 4. Equivalent Property Damage Only Index (EPDO) is calculated by the following formula: (37.56 x [# Fatal & Ser Injury Crashes] + 6.55 x [# Visible Injury Crashes] + 4.44 x [# Possible Injury Crashes] + [#

PDO Crashes]) / [# Total Crashes].5. A location marked TOP 100 means it is also included on the list of Top 100 Regional High Crash Locations.6. For more details on MORPC’s crash methodologies, please visit: http://www.morpc.org/safety.7. The information provided is based on the best available sources, but is not guaranteed to be free from errors.8. Source: ODOT/ODPS/MORPC.



AUGUST 2017

JURISDICTION RANK INTERSECTION Total Crashes


(EPDO)



Minor Injury


ASHLEY

1 Franklin St / US 42 @ High St / SR 229 4 - - 1 - 3 2.39 1 2 1 -

2 Main St @ South St 2 - - 1 - 1 3.78 - 1 1 -

3 Main St @ E High St / SR 229 2 - - - 1 1 2.72 1 1 - -

4 N Franklin St / US 42 @ E Taylor St 2 - - - - 2 1.00 2 - - -

5 W High St / SR 229 @ Race St 1 - - - - 1 1.00 - - 1 -

BRICE1 Brice Rd @ Kensington Glen Dr 1 - - - - 1 1.00 - - 1 -

2 Brice Rd @ Refugee Rd/Columbus St 1 - - - - 1 1.00 - 1 - -

GALENA1 W Columbus St @ Front St 2 - - - - 2 1.00 1 1 - -

2 W Columbus St @ Dustin Rd 1 - - 1 - - 6.55 1 - - -

3 N Walnut St @ Holmes St 1 - - - - 1 1.00 - - 1 -

HARRISBURG1 Maple St @ Sycamore St 1 - - - - 1 1.00 - - 1 -

2 Columbus St @ Maple St 1 - - - - 1 1.00 1 - - -

LITHOPOLIS

1 Lithopolis Rd @ Winchester-Southern Rd 19 - 2 1 4 12 5.86 5 5 9 -

2 E Columbus St @ W Columbus St 3 - - - - 3 1.00 1 1 1 -

3 E Columbus St @ N Strawberry Aly 2 - - - - 2 1.00 - 1 1 -

4 E Columbus St @ N Brown St 1 - - 1 - - 6.55 - - 1 -

5 E North St @ N Walnut St 1 - - - 1 - 4.44 - 1 - -

LOCKBOURNE

1 Williams St @ Mechanics St 1 - - - - 1 1.00 - 1 - -

2 Williams St @ Commerce St 1 - - - - 1 1.00 - 1 - -

3 Williams St @ West Aly 1 - - - - 1 1.00 1 - - -

4 Commerce St @ Plumb St 1 - - - - 1 1.00 1 - - -

MARBLE CLIFF

1 Dublin Rd / US 33 @ W 5th Ave 52 1 5 6 6 34 6.26 11 18 23 -

2 W 5th Ave @ Arlington Ave 9 - - 2 1 6 2.62 3 4 2 -

3 W 5th Ave @ Cambridge Blvd 9 - - - 3 6 2.15 2 3 4 -

4 Dublin Rd / US 33 @ Cardigan Ave 6 - - - - 6 1.00 1 2 3 -

5 W 5th Ave @ Old Riverside Dr 4 - 1 - - 3 10.14 2 2 - -

1 OF 3

TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - VILLAGES


AUGUST 2017



(EPDO)



Minor Injury


MINERVA PARK

1 Minerva Lake Rd @ Berryleaf Grv 1 - - 1 - - 6.55 1 - - -

2 Minerva Lake Rd @ Valley Rd 1 - - - - 1 1.00 - - 1 -

3 Ponderosa Dr @ Kerrwood Dr 1 - - - - 1 1.00 - 1 - -

4 Ponderosa Dr @ Carleton Ct 1 - - - - 1 1.00 - 1 - -

5 Briar Rose Ave @ Maplewood Dr 1 - - - - 1 1.00 1 - - -

OBETZ

1 Alum Creek Dr @ Groveport Rd 73 - - 2 12 59 1.72 26 16 31 -

2 Alum Creek Dr @ Rathmell Rd 22 - - 3 2 17 2.07 6 6 10 -

3 Groveport Rd @ Old Rathmell Ct 16 - - - - 16 1.00 10 2 4 -

4 Rohr Rd @ Creekside Pkwy 15 - 1 2 3 9 4.87 4 7 4 -

5 Alum Creek Dr @ E Howard Rd 13 - - 2 - 11 1.85 4 1 8 -

OSTRANDER

1 E High St @ Penn Rd 1 - - 1 - - 6.55 - 1 - -

2 Hill St @ N 2nd St 1 - - - - 1 1.00 - - 1 -

3 W High St @ S 4th St 1 - - - - 1 1.00 - - 1 -

4 E High St @ S Main St 1 - - - - 1 1.00 - 1 - -

RIVERLEA1 Crescent Ct @ W Riverglen Dr 2 - - - - 2 1.00 - 1 1 -

2 Beverly Pl @ Dover Ct 1 - 1 - - - 37.56 1 - - -

SHAWNEE HILLS 1 Dublin Rd / SR 745 @ W Hiawatha Dr 1 - - - - 1 1.00 - - 1 -

SUNBURY

1 W Cherry St / SR 37 E @ US 36 / SR 3 32 - - - 6 26 1.65 7 19 6 -

2 W Cherry St / US 36 @ N Miller Dr 22 - - 2 2 18 1.82 8 8 6 -

3 W Cherry St / US 36 @ Kintner Pkwy 13 - - 1 1 11 1.69 6 2 5 -

4 SR 3 @ S Miller Dr 11 - - 2 1 8 2.32 4 4 3 -

5 E Cherry St / SR 37 @ N Morning St 6 - - - - 6 1.00 3 1 2 -

URBANCREST

1 Justus Rd @ Urbancrest Industrial Dr 5 - - 2 - 3 3.22 - 2 3 -

2 1st Ave @ Main St 1 - - - 1 - 4.44 - 1 - -

3 Augustus Ct @ Urban Hollow Ct 1 - - - 1 - 4.44 - 1 - -

4 Fourth Ave @ Maple St 1 - - - - 1 1.00 - 1 - -

5 Main St @ Third Ave 1 - - - - 1 1.00 - 1 - -

2 OF 3



AUGUST 20173 OF 3



(EPDO)



Minor Injury


VALLEYVIEW

1 N Hague Ave @ Valleyview Dr 9 - - - 2 7 1.76 1 5 3 -

2 N Hague Ave @ Dibblee Ave 2 - - - 2 - 4.44 - 2 - -

3 N Richardson Ave @ Elliott Ave 1 - - - - 1 1.00 - - 1 -

4 N Hague Ave @ Elliott Ave 1 - - - - 1 1.00 - 1 - -

5 N Richardson Ave @ Valleyview Dr 1 - - - - 1 1.00 - 1 - -

Notes 1. The village high-crash location list includes intersections inside village boundaries that do not involve an Interstate or similar limited access highway.2. Intersection totals include crashes within 250 ft. of the middle of the intersection, based on location information provided by the Ohio Dept. of Transportation.3. PDO crashes are those resulting in property damage only (i.e., no injuries). 4. Equivalent Property Damage Only Index (EPDO) is calculated by the following formula: (37.56 x [# Fatal & Ser Injury Crashes] + 6.55 x [# Visible Injury Crashes] + 4.44 x [# Possible Injury Crashes] +

[# PDO Crashes]) / [# Total Crashes].5. A location marked TOP 100 means it is also included on the list of Top 100 Regional High Crash Locations.6. For more details on MORPC’s crash methodologies, please visit: http://www.morpc.org/safety.7. The information provided is based on the best available sources, but is not guaranteed to be free from errors.8. Source: ODOT/ODPS/MORPC.



AUGUST 2017

JURISDICTION RANK INTERSECTIONTOTAL

CRASHES (FREQ.)


(EPDO)

CRASHES BY YEARTOP 100Fatal


Minor Injury


DELAWARE COUNTY

1 E Powell Rd @ S Old State Rd 30 - 2 3 5 20 4.57 4 19 7 -

2 E Orange Rd @ S Old State Rd 26 - - 5 3 18 2.46 11 5 10 -

3 Sawmill Pkwy @ Seldom Seen Rd 25 - - 8 6 11 3.60 6 13 6 -

4 E Powell Rd @ Worthington Rd 25 - - 4 5 16 2.58 6 9 10 -

5 Lewis Center Rd @ Worthington Rd 22 - 1 1 2 18 3.23 10 6 6 -

FAIRFIELD COUNTY

1 Refugee Rd @ Harmon Rd 18 - 1 2 5 10 4.60 7 6 5 -

2 Refugee Rd @ Milnor Rd 18 - - 2 4 12 2.38 6 5 7 -

3 Pickerington Rd @ Busey Rd 16 - 2 4 2 8 7.39 8 5 3 -

4 Refugee Rd @ Pickerington Rd 14 1 - - 4 9 4.59 4 7 3 -

5 Diley Rd NW @ Kings Crossing 12 - - 3 2 7 2.96 2 8 2 -

FRANKLIN COUNTY

1 Cleveland Ave @ Innis Rd 105 - 4 4 25 72 3.42 30 41 34 X

2 Fisher Rd @ N Hague Ave 45 - 2 3 10 30 3.76 18 18 9 -

3 Cleveland Ave @ Huy Rd 43 - 1 1 12 29 2.94 9 18 16 -

4 Morse Rd @ Reynoldsburg-New Albany Rd 39 - 1 2 4 32 2.57 17 13 9 -

5 Alum Creek Dr @ Rohr Rd 37 - 4 8 6 19 6.71 7 10 20 -

LICKING COUNTY

1 Taylor Rd @ Palmer Rd 16 - - 2 1 13 1.91 3 4 9 -

2 Hazelton-Etna Rd @ Etna Crest Blvd 12 - 1 2 3 6 5.83 5 - 7 -

3 Mink St @ Palmer Rd 10 - 1 1 3 5 6.24 3 1 6 -

4 Clark State Rd @ Dixon Rd 4 - - 1 - 3 2.39 - 1 3 -

5 Taylor Rd @ Taylor Rd SW 4 - - 1 - 3 2.39 2 2 - -

UNION COUNTY

1 US 42 @ Industrial Pkwy 18 - - - 8 10 2.53 4 9 5 -

2 US 42 @ Hickory Ridge Rd 10 - - 1 1 8 1.90 3 3 4 -

3 Hyland Croy Rd @ Post Rd 9 - - 2 2 5 3.00 - 6 3 -

4 Industrial Pkwy @ Mitchell Dewitt Rd 9 - - 1 2 6 2.38 3 3 3 -

5 US 42 @ Watkins-California Rd 8 - - 1 - 7 1.69 1 4 3 -

Notes 1. The county high-crash location list is limited to intersections within MORPC’s Transportation Planning Area (See attached map). This includes all of Franklin and Delaware counties, and portions of Fairfield, Licking, and Union counties. 2. PDO crashes are those resulting in property damage only (i.e., no injuries). 3. Equivalent Property Damage Only Index (EPDO) is calculated by the following formula: (37.56 x [# Fatal & Ser Injury Crashes] + 6.55 x [# Visible Injury Crashes] + 4.44 x [# Possible Injury Crashes] + [# PDO Crashes]) / [# Total Crashes].4. Source: ODOT/ODPS/MORPC.

1 OF 1

TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - COUNTIES

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HIGH-CRASH INTERSECTIONSBY JURISDICTION(2014 TO 2016)

HIGH-CRASH INTERSECTIONSBY JURISDICTION(2014 - 2016)

1MAP

The information shown on this map is compiled from varioussources made available to us which we believe to be reliable.N:\ArcGIS\CORE\O&M\Safety\High_Crash_Locations\2014_2016\Top Jurisdiction\TOP_Jurisdictions_2014_2016_DOC_MAP

TOP PEDESTRIAN HIGH CRASH LOCATIONS (2012 TO 2016):

TOP BICYCLE & PEDESTRIANHIGH-CRASH LOCATIONS(2012-2016)

RANK LOCATION JURISDICTION TOTAL CRASHES

CRASH SEVERITY

EPDO

CRASH YEAR

FATAL SERIOUS INJURY

MINOR INJURY

NONVISIBLE INJURY

NO INJURY 2012 2013 2014 2015 2016

A E Livingston Ave @ Hamilton Rd / SR 317 Columbus 15 1 3 8 2 1 14.17 4 2 4 3 2

B High St @ E Broad St / US 40 Columbus 19 1 3 6 9 0 12.08 5 8 3 3 0

C N High St @ E 5th Ave Columbus 13 0 3 7 3 0 13.22 2 2 2 5 2

D N High St @ 12th Ave Columbus 11 0 3 7 1 0 14.82 1 3 1 3 3

E W Broad St @ Florence Ave ODOT 8 0 3 4 1 0 17.92 0 0 4 1 3

F N High St @ 15th Ave Columbus 14 0 2 7 4 1 9.98 2 5 2 2 3

G E Broad St / US 40 @ N 3rd St Columbus 20 0 1 7 10 2 6.49 4 6 2 4 4

H E Livingston Ave @ Courtright Rd Columbus 8 0 2 3 1 2 12.65 1 1 4 1 1

I Cleveland Ave @ Morse Rd Columbus 12 2 0 6 1 3 10.16 3 2 1 3 3

J N High St @ E 9th Ave Columbus 14 1 1 6 2 4 9.09 7 1 1 3 2

K E Broad St @ S Hampton Rd Columbus 6 1 2 3 0 0 22.06 2 2 0 2 0

L Refugee Rd @ Tennyson Blvd Columbus 6 1 2 2 1 0 21.70 0 0 2 3 1

M Livingston Ave @ James Rd Columbus 6 0 2 1 3 0 15.83 1 0 2 2 1

N Morse Rd @ Maize Rd Columbus 9 0 1 8 0 0 10.00 1 3 2 2 1

O Refugee Rd @ Citizens Pl Columbus 12 0 1 6 5 0 8.26 2 2 2 3 3

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Dublin Rd

Fisher RdJo

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Eakin Rd

King AveTrabue Rd

Mckinley Ave

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W 5Th Ave

Alkire Rd

Clime Rd

N Wilson Rd

Fishinger Rd

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Frank Rd

Oak St

W Lane Ave

Clev

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Mccoy Rd

Neil Ave

E Weber Rd

N Hague Ave

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Zollinger RdBr

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Innis Rd

Briggs Rd

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Harm

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Lane Rd

E Whittier St

E Hudson St

E Long St

Tremont Rd

Bryden Rd

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Hart Rd

Refugee Rd

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Cole St

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Goodale Blvd

Valleyview Dr

Mock Rd

Thurman Ave

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Holt Rd

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Groves Rd

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CRASH YEAR


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NON-VISIBLE INJURY

NO INJURY 2011 2012 2013 2014 2015

A E Livingston Ave @ Hamilton Rd / SR 317 Columbus 16 0 3 11 2 0 12.10 3 4 2 4 3

B N High St @ 5th Ave Columbus 14 0 3 6 3 2 11.95 3 2 2 2 5

C N High St @ 10th Ave Columbus 12 0 1 5 3 3 7.22 2 6 1 1 2

D Broad St @ High St Columbus 12 1 2 6 3 0 13.78 1 2 5 2 2

E E Broad St @ 3rd St Columbus 11 0 0 2 9 0 4.82 1 3 4 1 2

F Cleveland Ave @ Morse Rd Columbus 11 2 0 6 2 1 11.30 2 3 2 1 3

G Morse Rd @ Maize Rd Columbus 9 0 1 7 0 1 9.38 1 1 3 2 2

H E Broad St @ S Hampton Rd Columbus 9 1 2 3 2 1 15.80 3 2 2 0 2

I Vine St @ Park St Columbus 8 0 2 2 1 3 11.96 4 3 1 0 0

J N High St @ 15th Ave Columbus 7 0 1 4 2 0 10.38 0 1 4 1 1

K N High St @ Long St Columbus 7 0 3 3 1 0 19.54 3 2 1 1 0

L Cleveland Ave @ E 17th Ave Columbus 7 0 0 6 1 0 6.25 1 3 0 3 0

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LEGEND


A High Crash Location

High Crash Density

Low Crash Density

The information shown on this map is compiled from varioussources made available to us which we believe to be reliable.N:\ArcGIS\CORE\O&M\Safety\High_Crash_Locations\2014_2016\TopPedBike\TOP_PED_2012_2016_MAP1

MAP

TOP PEDESTRIAN HIGH CRASH LOCATIONS (2012 TO 2016):

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Notes:1. Equivalent Property Damage Only Index (EPDO) is calculated by the following formula: (37.56 x [# Fatal & Ser. Injury Crashes] + 6.55 x [# Visible Injury Crashes] + 4.44 x [# Possible Injury Crashes] + [# PDO Crashes]) / [# Total Crashes].2. Top Pedestrian High Crash Locations incorporate a weighted rank of the frequency (Total Crashes) and severity (EPDO) of crashes.3. The information shown on this map is compiled from various sources made available to us which we believe to be reliable. N:\ArcGIS\CORE\O&M\Safety\High_Crash_Locations\2014_2016\TopPedBike\TOP_PED_2012_2016_MAP (7/10/17)1

MAP

TOP BICYCLE HIGH CRASH LOCATIONS (2012 TO 2016):



CRASH SEVERITY

EPDO

CRASH YEAR


MINOR INJURY

NONVISIBLE INJURY

NO INJURY 2012 2013 2014 2015 2016

A N High St @ Lane Ave Columbus 11 0 3 4 3 1 13.93 2 3 4 1 1

B Summit St / US 23 @ Chittenden Ave Columbus 9 1 0 6 0 2 8.76 1 1 1 0 6

C W Broad St @ N Front St Columbus 8 0 0 5 2 1 5.33 0 1 2 4 1

D N High St @ Warren St Columbus 6 0 0 5 1 0 6.20 3 0 0 2 1

E Neil Ave @ W 9th Ave Columbus 7 0 0 6 0 1 5.76 3 2 1 1 0

F Summit St / US 23 @ E 14th Ave Columbus 6 0 0 4 2 0 5.85 0 0 0 0 6

G N High St @ E 7th Ave Columbus 6 0 0 4 1 1 5.27 2 1 0 1 2

H N High St @ 15th Ave Columbus 6 0 0 4 1 1 5.27 2 0 2 2 0

I Maxtown Rd @ McCorkle Blvd Westerville 5 0 1 0 1 3 9.00 2 2 0 0 1

J S High St / US 23 @ Greenlawn Ave Columbus 5 0 0 5 0 0 6.55 0 2 0 1 2

K N High St @ Nationwide Blvd Columbus 6 0 0 1 3 2 3.65 1 0 2 0 3

L W North Broadway @ Milton Ave Columbus 4 0 3 1 0 0 29.81 1 0 2 1 0

M North Broadway @ N High St Columbus 4 0 1 1 1 1 12.39 1 0 1 1 1

N Britton Pkwy @ Davidson Rd Hilliard 4 0 0 4 0 0 6.55 0 3 0 1 0

O Hilliard Rome Rd @ Roberts Rd Columbus 5 0 0 2 2 1 4.60 1 1 3 0 0

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Trabue Rd King AveW 5Th AveN W

ilson Rd

Fishinger Rd

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E 5Th Ave

Oak St

W Lane Ave

Nort

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Mccoy Rd

Karl

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Neil Ave

E Weber Rd

Reed

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N Hague Ave

Kenny Rd

Mai

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Zollinger Rd

Innis Rd

Ferris Rd

Clev

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E Whittier St

E Hudson St

E Long St

Tremont Rd

Bryden Rd

Agler Rd

Leonard Ave

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S Front St

Cole St

Goodale Blvd

Valleyview Dr

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W Henderson Rd

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Davidson Rd

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E Rich St

Smiley Rd

E Cooke Rd

Calumet St

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Highland Dr

E North Broadway

Roberts Rd

E Livingston Ave

Johnstown Rd

S Hague Ave

W 3Rd Ave

Alum Creek Dr

Ham

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Scioto Darby Creek Rd

Holt Ave

Park

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E Mound St S Ca

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Mccutcheon RdCemetery Rd

College Ave

Demorest Ave

E 17Th Ave

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Chambers RdS Souder Ave

S Wilson Rd

N Grant Ave

Fairw

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3Rd Ave

W Whittier St

Franklin Park S

Mt Vernon Ave

Easton Way

Starling St

S Grubb St

Britt

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N Eureka Ave

Nort

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Airport Dr

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E Cooke Rd

Cemetery Rd

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TOP BICYCLE HIGH CRASH LOCATIONS (2012 TO 2016):



CRASH SEVERITY

EPDO

CRASH YEAR


MINOR INJURY

NON-VISIBLE INJURY

NO INJURY 2011 2012 2013 2014 2015

A N High St @ Lane Ave Columbus 11 0 1 5 4 1 8.10 2 1 3 4 1

B N High St @ 15th Ave Columbus 7 0 1 4 1 1 9.89 2 1 0 2 2

C Neil Ave @ W 9th Ave Columbus 6 0 0 5 0 1 5.63 0 3 2 0 1

D Maxtown Rd @ Mccorkle Blvd Westerville 5 0 1 1 1 2 10.11 1 2 2 0 0

E N High St @ 5th Ave Columbus 5 0 0 4 0 1 5.44 1 1 2 1 0

F W Henderson Rd @ SR 315 Columbus 5 0 0 3 1 1 5.02 1 1 2 1 0

G W Broad St @ N Front St Columbus 4 0 0 3 1 0 6.02 0 0 1 1 2

H N High St @ 12th Ave Columbus 4 0 0 2 1 1 4.64 2 2 0 0

I N High St @ W Hubbard Ave Columbus 4 0 0 3 0 1 5.16 1 1 1 1 0

J Davidson Rd @ Britton Pkwy Hilliard 4 0 0 4 0 0 6.55 1 0 2 0 1

LEGEND


A High Crash Location

High Crash Density

Low Crash Density

The information shown on this map is compiled from varioussources made available to us which we believe to be reliable.N:\ArcGIS\CORE\O&M\Safety\High_Crash_Locations\2014_2016\TopPedBike\TOP_BIKE_2012_2016_MAP2

MAP

2MAP

Notes:1. Equivalent Property Damage Only Index (EPDO) is calculated by the following formula: (37.56 x [# Fatal & Ser. Injury Crashes] + 6.55 x [# Visible Injury Crashes] + 4.44 x [# Possible Injury Crashes] + [# PDO Crashes]) / [# Total Crashes].2. Top Bicycle High Crash Locations incorporate a weighted rank of the frequency (Total Crashes) and severity (EPDO) of crashes.3. The information shown on this map is compiled from various sources made available to us which we believe to be reliable. N:\ArcGIS\CORE\O&M\Safety\High_Crash_Locations\2014_2016\TopPedBike\TOP_BIKE_2012_2016_MAP (7/10/17)

HIGH-CRASH INTERSECTION METHODOLOGY

1 AUGUST 2017

OVERVIEWMORPC’s method of identifying high-crash intersections is one of many possible ‘network screening’ processes described in the transportation safety literature. The high-crash intersection lists are intended to serve as a starting point for the identification and resolution of traffic safety issues in the region. For any given intersection, a more detailed study is required to fully understand and address the relevant safety problems. Furthermore, the locations on the high-crash intersection list are not necessarily ‘dangerous.’ In many cases, the number of crashes is a function of the number of vehicles that enter the intersection, rather than an indication of a correctable safety problem.

In preparing its high-crash intersection lists, MORPC relies on crash data submitted by law enforcement agencies to the Ohio Department of Public Safety (ODPS). The data received by ODPS is processed by the Ohio Department of Transportation (ODOT), which makes it available to public agencies for download. Based on the information contained in the original crash report, ODOT provides latitude and longitude coordinates, which MORPC uses for its analysis.

To identify the top high-crash intersections, MORPC uses crash data spanning a three-year period. The analysis includes all intersections in MORPC’s transportation planning area except those involving ramps, freeways, and similar limited-access highways. Crashes are attributed to an intersection if they fall within 250 ft. of the center of the intersection, as explained below. No attempt is made to determine whether the crash is related to the engineering aspects of the intersection. It is simply intended to identify problem areas for further study.

The combination of criteria used to develop the high-crash intersection list reflect the fact that traffic safety can be measured in different ways, and there is not a single measure that completely encapsulates the notion of safety. The performance measures used in MORPC’s intersection rankings are well-established metrics in the highway safety literature. The pros and cons of these measures are described in the AASHTO Highway Safety Manual, Vol. 1.

Definitions• Crash Frequency: the total number of crashes within 250 ft. of the given intersection.• Equivalent Property Damage Only Index (EPDO): the relative severity of crashes at a given

intersection. • Crash Rate (MEV Rate): the total number of crashes per million vehicles entering the intersection.

FormulasEquivalent Property Damage Only Index (EPDO) = (37.56 * Fatal & Ser Inj + 6.55 * Vis Inj + 4.44 * Pos Inj + PDO) / N, where

Fatal & Ser Inj = Number of fatal & serious injury crashes at the given intersection;Vis Inj = Number of visible injury crashes at the given intersection; Pos Inj = Number of possible injury crashes at the given intersection;PDO = Number of property-damage only crashes at the given intersection; and N = Total number of crashes at the given intersection (Fatal & Ser inj + Vis Inj + Pos Inj +PDO)

Crash Rate = (N / 3) / (365 * ADT / 1,000,000), whereN = Total number of crashes at the given intersection over 3 years; andADT = Average daily traffic entering the intersection

Rank Sum = Crash Frequency Rank + Severity Index Rank + Crash Rate Rank

MORPC’S REGIONAL HIGH-CRASH INTERSECTION METHODOLOGY


2 AUGUST 2017

MORPC identifies regional high-crash intersections using a two-step process. First, the top 150 high-crash intersections are selected based on the total number of crashes (frequency). These locations are then further analyzed in terms of crash severity and rate. The final ranking reflects all three measures (frequency, severity, and rate).

Crash data downloaded from ODOT is imported into ArcGIS, and a spa-tial join process is used to assign each crash to the nearest intersection. The join is limited to 250 ft., so that crashes farther than 250 ft. from an intersection are not assigned to any intersection. After the spatial join is implemented, the number of crashes is tallied for each intersection, and the top 1,000 locations are selected for further analysis.

The spatial join process in then repeated a few more times, with a smaller number of intersections at each iteration until roughly 150 intersections remain. This iterative process is intended to address the situation where multiple intersections are in close proximity, causing crashes to be split amongst these intersections in the first pass. By constraining the analysis to intersections with a higher number of crashes, the lesser intersections are eventually excluded from consideration.

Although the mechanics differ slightly, the spatial join method is conceptually the same as drawing circles (buffers) around each intersection and counting the number of crashes within each circle, as shown in the image to the right. Unlike the buffer method, the spatial join method results in each crash being assigned to a single intersection.

Once the top 150 high-crash intersections are identified, the severity index and crash rate are calculated for each intersection using the definitions and formulas above. Each intersection is then ranked separately according to crash frequency, severity, and crash rate.

The separate rankings are then summed to produce a combined ranking (Rank Sum) for each intersection. The intersection with the lowest Rank Sum is deemed the top high-crash location on the list. The top 100 intersections resulting from this ranking are included in MORPC’s regional high-crash intersection list.

Since the majority of the intersections on MORPC’s top 100 high-crash intersection list are within the City of Columbus, MORPC also produces a separate list of the top 5 high-crash intersections for each jurisdiction. The ranking on this list is based on crash frequency alone. Severity index is also reported, but does not factor into the rankings.

IDENTIFYING THE TOP 100 CRASH INTERSECTIONS

DEVELOPING THE TOP 100 RANKINGS

HIGH-CRASH INTERSECTIONS BY JURISDICTION

250 ft.

Crashes in red are assigned to the intersection of Broad St. and Lancaster Ave/Reynoldsburg-New Albany Rd. as they are within 250 ft. of the center of the intersection. The blue points outside the red circle represent crashes that are not assigned to an intersection.

ANALYSIS PROCESS


3 AUGUST 2017

Although the number of pedestrian and bicycle crashes in Central Ohio is relatively low compared to other crash types, they tend to be much more severe, and therefore are an important area of concern. MORPC analyzes the locations of crashes involving these unit types differently than the overall high-crash intersection methodology due to several constraints:

•Lower frequency can result in extreme year-to-year variation, especially when factoring in severity. •Pedestrian and bicycle traffic volumes are not measured or estimated for the entire roadway network, limiting the ability to calculate crash rates based on exposure. •The nature of pedestrian and bicycle activity may lead to clusters away from intersections.

Just as with the other analysis processes, crash data from ODOT is imported into ArcGIS. Data associated with these crash points allows for the following steps to focus on either crashes involving pedestrians or crashes involving bicyclists. Because of the lower frequency, the analysis considers five years worth of crashes, rather than the three years used in identifying the Top 100 intersections for all crash types.

Tools inside ArcGIS Spatial Analyst help identify and calculate the relative magnitude or density of pedestrian or bicycle crashes by overlaying a ten square foot grid on top of the crash points, then assigning a score to each grid based on the number of crashes within 500 feet of that grid cell. Various tools are used within ArcGIS to fit a smoothly tapered surface on that grid.

The number of crashes within each of the high-crash clusters is then calculated through a spatial join process where only the pedestrian or bicycle crashes occurring within that cluster are counted. Each high-crash cluster is then ranked separately according to crash frequency and severity. These two rankings are then summed for each cluster (crash frequency is weighted by 0.7 and severity is weighted by 0.3), producing a combined weighted ranking. The cluster with the lowest weighted ranking is deemed to be the top pedestrian/bicycle high-crash location on the list. The resulting list and map include other pedestrian or bicycle crash clusters to help identify patterns that may require further analysis.

PEDESTRIAN AND BICYCLE HIGH-CRASH CLUSTERS

The kernel density tool in ArcGIS converts crash points into a high resolution raster image identifying high-crash clusters, which is then converted into polygon shapes.

Memorandum

TO:

Mid-Ohio Regional Planning Commission

Executive Committee

Officers and Board Members

FROM:

Kerstin Carr, Director

Planning & Environment

DATE:

September 1, 2017

SUBJECT: Proposed Resolution 17-17: “Authorizing the executive director

to accept up to $600,000 in federal, state, local, and private

funding and to enter into a contract to conduct a regional

corridor analysis”

This resolution authorizes the executive director to accept up to $600,000 in federal,

state, local, and private funding and to enter into a contract to conduct a regional

corridor analysis.

In 2014 MORPC, in partnership with Columbus 2020 and the Columbus District

Council of the Urban Land Institute (ULI Columbus), completed the insight2050

growth scenario analysis. That same year, the MORPC Commission passed resolution

35-14 to utilize the data and key trends resulting out of the analysis in MORPC,

regional, and local planning activities.

The insight2050 findings showed that infill and redevelopment patterns are

associated with benefits across several metrics, including lower fiscal impacts to

local governments, reduced vehicle miles traveled, and a reduction in the amount of

land consumed for development. At the same time, with significant demographic

changes and population growth, market demand for more compact, walkable, and

transit friendly environments is increasing. Targeted corridor development has the

potential to provide the benefits associated with infill and redevelopment, as well as

capture new market demand and support smart mobility options.

The City of Columbus, the Central Ohio Transit Authority (COTA), and ULI Columbus

have asked MORPC to lead an analysis of select regional corridors to study the

impact of denser development patterns on a variety of metrics similar to insight2050

as well as to study their relationship with high-capacity transit, inclusive of all

technologies. These entities, along with other local communities, have all committed

funding towards such an initiative. The funds will support the selection of a qualified

consulting firm or team to carry out the analysis, implement a communications plan,

and provide specific recommendations for each corridor.

Attachment: Resolution 17-17

RESOLUTION 17-17

“Authorizing the executive director to accept up to $600,000 in federal, state, local, and private

funding and to enter into a contract to conduct a regional corridor analysis”

WHEREAS, the Mid-Ohio Regional Planning Commission (MORPC), in partnership with Columbus

2020 and the Columbus District Council of the Urban Land Institute, concluded a scenario planning

effort called insight2050 in 2014; and

WHEREAS, the MORPC Commission passed resolution 35-14 to utilize the data and key trends re-

sulting out of the insight2050 project in MORPC, regional, and local planning activities; and

WHEREAS, targeted corridor development has the potential to capture new market demand, support

smart mobility options, and provide benefits associated with infill and redevelopment; and

WHEREAS, the City of Columbus, the Central Ohio Transit Authority (COTA), and the Columbus District

Council of the Urban Land Institute (ULI Columbus) have asked MORPC to lead a corridor analysis of

select regional corridors to study the impact of denser development patterns on a variety of metrics

similar to insight2050 as well as to study their relationship with high-capacity transit, inclusive of all

technologies; and

WHEREAS, the City of Columbus, COTA, ULI Columbus, and other local communities have all commit-

ted funding towards such an initiative; now therefore

BE IT RESOLVED BY THE MID-OHIO REGIONAL PLANNING COMMISSION:

Section 1. That the executive director is authorized to accept up to $600,000 in federal, state,

local, and private funding and to enter into a contract to conduct a regional corridor

analysis.

Section 2. That the executive director is authorized to approve change orders for amounts up to

the financial authorization levels in the MORPC bylaws without further authorization

from this Commission.

Section 3. That the executive director is authorized to take such other action and execute and

deliver such other documents as, acting with the advice of legal counsel, he shall

deem necessary and appropriate to carry out the intent of this resolution.

Section 4. That this Commission finds and determines that all formal deliberations and actions

of this Commission concerning and relating to the adoption of this resolution were

taken in open meetings of this Commission.

Resolution 17-17

Page 2

Matt Greeson, Chair


Effective date: September 14, 2017

Submitted by: Kerstin Carr, Director, Planning & Environment

Prepared by: Kerstin Carr, Director, Planning & Environment

Authority: Ohio Revised Code Section 713.21

For action date: September 14, 2017

Memorandum TO:

Mid-Ohio Regional Planning Commission

Executive Committee

Officers and Board Members

FROM:

Kerstin Carr, Director

Planning & Environment Department

DATE:

September 1, 2017

SUBJECT: Proposed Resolution 18-17: “Adopting regional trail signage guidelines

as prepared by the Central Ohio Greenways Board to establish a

unified trail signage system across the Central Ohio region”

This resolution is to adopt regional trail signage guidelines to establish a unified trail

signage system across the Central Ohio region.

The Central Ohio Greenways (COG) Board was established in 2015 to help fulfill the

vision of our region having a world-class network of trails easily accessible to every

Central Ohioan. A best practices report that looked at seven other regions across the

United States provided recommendations to the COG Board related to marketing,

trail development, programming, and partnerships. One of the recommendations was

the need for a consistent, regionally branded, unified trail signage system that

provides easy wayfinding and information to users and that easily connects to other

regional and state trail networks, such as the Ohio to Erie Trail.

The marketing and trail development working teams of the COG Board worked

together to develop updated regional trail signage guidelines by reviewing other trail

systems’ signage and receiving input from community leaders. While the existing

regional trail signage is well branded and utilized across the region, it is missing

important partner information, isn’t easily adjustable to add additional information,

and differs from the type of signage used by many outlying communities’ trail

systems that connect to Central Ohio’s trail network. The new trail signage guidelines

recommend the use of the so-called “flag poles” for wayfinding signs and offers more

opportunities to recognize different trail names and partners on one single sign. This

has the potential of decreasing the amount of signs at major trail intersections and

ensuring consistency for trail users.

The Sustainability Advisory Committee has recommended that all communities with

regional trails adhere to these guidelines. At the same time, committee members

understand that communities might only replace existing trail signage with the new

signage as new trail segments are being built or as existing signs need to be

replaced.

Memo

Proposed Resolution 18-17

Page 2

The trail signage guidelines are available on the COG website at

www.centralohiogreenways.com.

Attachment: Resolution 18-17

http://www.centralohiogreenways.com/

RESOLUTION 18-17

“Adopting regional trail signage guidelines as prepared by the Central Ohio Greenways Board to es-

tablish a unified trail signage system across the Central Ohio region”

WHEREAS, MORPC’s Sustainability Advisory Committee is a high-level committee of the Commission

that provides guidance to working groups and MORPC members; and

WHEREAS, the Central Ohio Greenways (COG) Board is a subcommittee of the Sustainability Advisory

Committee; and

WHEREAS, the COG Board’s mission is to grow and better connect the regional trail system while en-

suring accessibility for every Central Ohioan; and

WHEREAS, a best practices report identified the need to improve the usage of a major trail system by

providing consistent and regionally branded wayfinding and informational signage; and

WHEREAS, the COG Board developed trail signage guidelines to be used along regional trails; and

WHEREAS, the Sustainability Advisory Committee adopted these trail signage guidelines at its July

19, 2017 meeting; and

WHEREAS, the Sustainability Advisory Committee has recommended that all communities with re-

gional trails adhere to these guidelines, while understanding that communities may only be able to

replace existing trail signage with the new signage as new trail segments are being built or as exist-

ing signs need to be replaced; and

WHEREAS, the trail signage guidelines are available on the Central Ohio Greenways website:

www.centralohiogreenways.com, now therefore

BE IT RESOLVED BY THE MID-OHIO REGIONAL PLANNING COMMISSION:

Section 1. That the Commission adopts the regional trail signage guidelines as presented in the

attachment.




Section 3. That this Commission finds and determines that all formal deliberations and actions

of this Commission concerning and relating to the adoption of this resolution were

taken in open meetings of this Commission.

Matt Greeson, Chair



Submitted by: Kerstin Carr, Director, Planning & Environment

Prepared by: Kerstin Carr, Director, Planning & Environment


For action date: September 14, 2017

Attachment(s): Regional Trail Signage Guidelines

Memorandum

TO: Mid-Ohio Regional Planning Commission

Executive Committee

FROM: Shawn Hufstedler, Chief of Staff & Director of Operations

DATE: September 1, 2017

SUBJECT: Proposed Resolution EC-01-17: “Authorizing the executive director to

make relevant changes to the Mid-Ohio Regional Planning

Commission’s Employee Guidebook”

The Benefits & Compensation Committee’s last revision to the Employee Guidebook

was in 2015. Systematic review of policies are scheduled to take place at least every

four years by legal counsel. The last systematic review by legal counsel was in 2013.

While there are no significant policy changes, there are a few policy additions and

numerous updates, refinements, modifications and formatting changes to the

guidebook.

The following is a brief highlight of the proposed updates to the guidebook, in

addition to any minor clarifications and language clean-up. Specifically:

Section 1 – Classification Plan:

Removed Detailed Position Description (DPD). The DPD is no longer required,

but is available as an optional tool.

Section 3 – Benefits:

Simplification of PTO and Grandfathered Sick Leave Sections (no benefits

changed).

Updated Family Medical Leave Act (FMLA) section.

Clarification and expansion of Tuition Reimbursement/Professional

Development Program. (The expansion specifically relates to additional funds

available for programs like Leadership Columbus.)

Section 4 – Wage and Salary Administration:

Added Breaks for Nursing Mothers.

Removed Compensatory Time as all overtime will be paid at one and one-half

hours for non-exempt employees.

Section 6 – Employee Conduct:

Updated Violence in the Workplace Section.

Updated Drug-Free Workplace Policy, including medical marijuana.

Section 7 – Separation from Employment:

Added language regarding MORPC-owned equipment.

Resolution EC-01-17

Memo

Page 2

Section 8 – Reimbursement and Purchasing:

Updated Financial Authorizations to align with MORPC bylaws.

Updated Purchase Order section to align with accounting system.

Section 9 – Operating Policies and Procedures:

Divided previous Section 8 into two sections creating new Section 9.

Added Gift (Debit) Card Policy.

Updated Email and Internet Acceptable Use Policy.

Updated Public Records Policy.

Updated Smoking Policy to Smoke-Free.

Updated Social Media Guidelines.

Other Employee Guidebook Changes:

Updated Glossary.

Clarified language due to the reorganization/addition of the Operations

Department.

Attachment: Resolution EC-01-17

RESOLUTION EC-01-17

“Authorizing the executive director to make relevant changes to the Mid-Ohio Regional Planning

Commission’s Employee Guidebook”

WHEREAS, as part of the systematic review of personnel policies and procedures by legal counsel,

this Employee Guidebook is revised and updated; and

WHEREAS, the current Employee Guidebook must be updated to reflect policy additions and

numerous updates, refinements, modifications, and formatting changes; and

WHEREAS, the Commission authorized the Executive Committee to act on behalf of the full

Commission in the review and adoption of policies maintained in the Employee Guidebook

periodically as needed; now therefore

BE IT RESOLVED BY THE EXECUTIVE COMMITTEE OF THE MID-OHIO REGIONAL PLANNING

COMMISSION:

Section 1. That the updated Employee Guidebook becomes effective September 7, 2017, and

will supersede all previous updates, and is hereby adopted by the Executive

Committee.

Section 2. That the adoption of the refinements, updates and new policies have been reviewed

by legal counsel.




Section 4. That this committee finds and determines that all formal deliberations and actions of

this committee concerning and relating to the adoption of this resolution were taken

in open meetings of this committee.

_______________________________

Rory McGuiness, Chair

EXECUTIVE COMMITTEE


Submitted by: Shawn Hufstedler, Chief of Staff & Director of Operations

Prepared by: Shawn Hufstedler, Chief of Staff & Director of Operations


For Action date: September 7, 2017

Attachments: Employee Guidebook – Redline

Updated Employee Guidebook

EMPLOYEE GUIDEBOOK 111 Liberty Street, Suite 100 Columbus, Ohio 43215MORPC Offices Phone: 614-228-2663 www.morpc.org

Updated: January 1, 2016; November 6, 2014; July 10, 2014; June 4, 2014; February 6, 2014 Last Full Update – September 12, 2013September 7, 2017


Columbus, Ohio 43215

T 614.228.2663

TTY 614.228.2663

Classification Plan .......................................................................... Section 1

Hiring Process ................................................................................. Section 2

Benefits ............................................................................................ Section 3

Wage and Salary Administration ................................................. Section 4

Performance Management Process ............................................ Section 5

Supervisor Employee Relations .................................................... Section 6

Separation from Employment ...................................................... Section 7

Reimbursement and Purchasing ................................................. Section 8

Operating Policies and Procedures .............................................. Section 9

Glossary of Terms ............................................................................. Glossary

Appendix ........................................................................................... Appendix

TABLE OF CONTENTS

Employee Guidebook Index

Page

SECTION 1. CLASSIFICATION PLAN 1

Position Description 2

Employment Classification 2

Full-time Employees 2

Part-time Employees 2

Temporaries 2

Student Interns 2

Classification Changes 2

SECTION 2. APPOINTMENT PROCESS 3

Hiring and Recruitment Notice 3

Posting Procedure 3

Advertising and Recruiting 3

Interviewing and Selection 4

Screening Criteria 4

Resumes 4

Telephone Screen 4

Interviews 4

General Employment Application 5

Rating and Selecting Candidates 5

Pre-Employment Drug Testing 5

Reference Check 5

Background Check 5

Offer of Employment 5

Employment Mailing 5

Resume Files – Rejection Letters 6

Orientation Program 6

Initial Introductory Period 6

SECTION 3. BENEFITS 8

Health Insurance 8

Good Health Incentive 8

Flexible Spending Accounts 8

Short Term Disability 9

Long Term Disability 9

Employee Assistance Program 9

Term Life Insurance 9

Supplemental Life Insurance 9

Ohio Public Employees Retirement System 10

Medicare 10

Deferred Compensation 10

Columbus Municipal Employees Federal Credit Union 10

Workers’ Compensation 10

Leaves of Absence with Pay 10

Paid Time Off (PTO) 10

PTO Leave Cash-out for Separating Employees 11

PTO Leave Cash-out Option 11


Page

Prior Public Service PTO Credit 12

Grandfathered Sick Leave 12

Grandfathered Sick Leave Cash-out Option 13

Grandfathered Sick Leave Time Off Cash-out for Separating Employees 13

Parental or Adoption Leave 14

Serious Illness Leave 14

Bereavement Leave 14

Special Leave 14

Jury Duty 14

Military Leave 15

Holidays 15

Personal Leave Hours 15

Family Medical Leave 15

Reasons for FMLA Leave 16

Definitions 16

How is Leave Designated as an FMLA Leave? 17

Rules Applicable when both Spouses/Domiestic Partners are MORPC Staff 17

Reduced Schedule for Intermittent Leave 18

Notice 18

Required Certification Based on Health Issues 19

Certification Related to “Active Duty” or “Called to Active Duty” 19

Paid or Unpaid Leave 19

Restoration to Position 19

Maintenance of Health Benefits 19

Requests for FMLA Leave & Questions 20

Non-FMLA Unpaid Leave 20

Paid Time Off (PTO) and Grandfathered Sick Leave Donation Program 20

Calculation 20

Eligibility Conditions 21

Leave Donation Form 22

Educational Opportunities 23

Tuition Reimbursement/Professional Development Program 23

Seminars, Conference, Training 24

H-1B Sponsorship 24

Star Program 25

Employee Longevity Incentives 25

Employee Commuter Benefits 25

Rideshare Matching Services 25

COTA Bus Pass Policy 26

Bicycle to MORPC 26

Summary of Major Benefits 27

Full-time (40 hours) 27

Part-time (30-39 hours) 28


Part-time (Less than 20 hours) 30

State of Ohio Public Employees Prior Service Credit Form 31

SECTION 4. WAGE AND SALARY ADMINISTRATION 32

Promotions 32


Page

Pay Guidelines/Overtime 32

Pay Period 32

Time Records 32

Non-Exempt Employees 32

Exempt Employees 33

To Report Concerns or Obtain More Information 33

Breaks for Nursing Mothers 33

Direct Deposit 34

Online Payroll Service System 34

Failure to Comply 34

Payroll/Personnel Records 35

Payroll Deductions 35

Working Hours 35

Standard Working Hours 35

Flexible Working Hours 35

Alternative Work Schedule 35

Full Day Alternative Work Schedule Policy 36

Half Day Alternative Work Schedule Policy 37

Alternative Work Schedule Application 38

MORPC’s Telecommuting Policy 39

Benefit of Telecommuting 39

Telecommuting Defined 39

Characteristics of the Employee Eligible to Telecommute 39

Characteristics of the Job or Task for Telecommuting 40

Approval Process 40

The Review Process 41

Measuring Productivity of the Telecommuter 41

Flex Time for Exempt Employees 41

Lunch Period 41

Tardiness 41

Absences 42

Reporting Procedures 42

Discipline 42

Severe Weather and Emergency Conditions 42

Franklin County Snow Emergency Levels 42

SECTION 5. PERFORMANCE MANAGEMENT PROCESS 44

Performance Summary: Employee Performance Evaluation 44

Interim Evaluations 44

Coordinating the Performance Evaluation 45

Completed Evaluation 45

Performance Improvement Plan 45

SECTION 6. EMPLOYEE CONDUCT 47

General Policy Statement 47

Dress Code 47

Equal Employment Opportunity Policy 47

Nondiscrimination in Planning Activities 48


Page

Code of Ethics Policy 48

Employee Political Participation 50

Gifts 51

Conflict Resolution Procedure 51

Disciplinary Action 52

Disciplinary Action Procedures 53

Verbal Warning 54

Written Warning 54

Suspension 54

Violence in the Workplace 54

Drug-Free Workplace Policy 55

Coverage 56

Drug Awareness Program 56

Support for Employees Who Voluntarily Seek Help 57

Prohibited Conduct 57

Testing 59

Post-Offer Employment Drug Testing 59

Reasonable Suspicion of Drug and/or Alcohol Use Testing 59

Testing Procedures 60

Consequences for Violation of This Policy 60

Reservation of Rights 60

Outside Employment 60

Nepotism 61

Harassment 62

SECTION 7. SEPARATION FROM EMPLOYMENT 64

Resignation 64

Letter of Resignation 64

Layoff 64

Involuntary Termination 64

Recovery of Unearned PTO Leave 64

Final Paycheck 65

Retirement 65

Notice of Retirement 65

Rehire Procedures 66

Separation from Employment Procedures 66

Exit Process 66

COBRA Health Care Insurance Coverage 66

Release of Information 66

Retention Agreements 67

Severance Pay 67

SECTION 8. REIMBURSEMENT AND PURCHASING 68

Reimbursement of Travel and Business Expense Policy 68

General Policies 68

Definition of Public Purpose for MORPC 68

Expense Reimbursement – General 69

Overnight Travel Expense Policy 69


Page

Prior Approval Necessary 69

Travel Arrangements 69

Travel Reimbursements 69

Transportation Expenses 69

Saturday Night Stayovers 69

MORPC Vehicle, Private Vehicle Mileage and Parking 70

Ground Transportation 70

Reimbursement for Meals 70

Meal Allowances 70

Lodging 71

Telephone Calls 72

Local Travel Expense Policy 72

Local Meal and Meeting Expense Policy 72

Executive Director and MORPC Commission Member Expenses 73

Employee Relocation Expenses 73

Miscellaneous Expenditures 73

Appreciation Awards 73

Hosting Conferences, Meetings and Other Events 74

Tax-Exempt Status 74

Purchasing 74

Purchase Order Procedures 75

Purchase Order Request 75

Purchase Order 75

Purchases of $2,000 or Less 75

Purchases in Excess of $2,000 76

How to Obtain a Purchase Order 76

Purchases on Open Accounts 76

Procedures for Specific Purchases 77

Subscriptions 77

Memberships 77

Publications 77

Office Supplies 77

Airline Tickets 77

Registrations 77

Temporary Service 77

Hiring and Recruitment Advertising 77

Weatherization Materials 77

Emergency Purchases 78

Disadvantaged Business Enterprise Program 78

Policy 78

Administration 79

DBE Liaison Officer 79

Transportation Systems & Funding Department Role 79

Payments 79

Payments to New Vendors 79

Contracts 79

Contract Procedures 79

Memberships and Publications 79


Page

SECTION 9. OPERATING POLICIES AND PROCEDURES 80

Gift (Debit) Card Policy 80

Vehicles 80

MORPC Vehicles 80

Procedures for Use 80

Agency Seat Belt Use Policy 81

Vehicle Idling and Fuel Conservation Conduct Policy 81

Refueling Agency Vehicles 81

Parking and Traffic Violations 81

Point Accumulation 81

Private Vehicles 82

All Vehicles 82

Parking 82

Maintenance, Repairs & Changes for Office Equipment/Furniture/Facility 82

Conference Room Policy 83

Procedure to Use Conference Room 83

AudioVisual Equipment Use Policy 83

Recording Meetings 83

Requesting Equipment 83

Copier Use for Large Jobs 83

Telephones 83

Personal Calls 83

Cellular Phone Policy 83

Collect Calls 84

Calls from Irate Citizens 84

Coordinating Phone Calls and Mail to Officers 84

Mail Services and Delivery 84

Incoming Mail 84

Ougoing Mail 84

Email and Internet Acceptable Use Policy 85

Purpose 85

Policy 85

Acceptable and Prohibited Use 85

Internet and Email Usage Monitoring Policy 86

Public Records Policy 87

Record Request 87

Production of Requested Records 87

Cost of Public Records 87

Electronic Records 88

Open Meetings Act 88

Notification 88

Public Notice of Meetings 88

Building Policy 89

Smoking 89

Housekeeping 89

Wall Hangings 89

Exit Doors and Hallways 89

Maintenance 89

Signs and Promotional Displays 89


Page

Steps and Approvals Prior to Erecting Signage 89

Facility Security and Safety 90

Lobby Doors and Employee Entrance 90

Key Fobs 90

Employee Parking 91

Business Hours 91

Employee Access 91

Power Outage/Power Surge 91

Personal Possessions and Lockable Space 91

Lost and Found 91

Incident Reporting: Theft, Vandalism, Vagrants, etc. 91

Business Cards 91

Business Card Changes 91

Reorder 92

General Office Supplies 92

Records Retention and Maintenance 92

Centralized Coordination 92

Department Records Designee Guidelines 92

Records Storage 92

Environmental Policy Statement 93

Statement, Goals & Objectives 93

Public & Government Affairs Procedures 93

Media Relations 93

Graphic Design Policy and Logo Usage 94

Public Outreach & Communication 94

Newsletter 94

Other Publications 94

Information Requests 94

Public Speaking Requests and Audio/Visual Presentations 95

Website 95

Social Media Guidelines 95

Employee Guidebook Section 1 – Classification Plan

1

11430501v1 Revised 9/7/2017

SECTION 1 – CLASSIFICATION PLAN

The Mid-Ohio Regional Planning Commission (“MORPC”, the “Commission” or “agency”)

Classification Plan is composed, which shall govern payroll and personnel matters, consists of the

MORPC Staff Organizational Chart and, the Pay Range and Authorized Staff Positions by Job Title

Table, which shall govern all payroll and personnel mattersand position descriptions.

The Pay Range and Authorized Staff Positions by Job Title Table represents the annual pay range for

each full-time position and the established positions as recommended by the Executive Director and

authorized by the Executive Committee. No established position shall be assigned a pay rate higher

than the maximum or lower than the minimum pay rate except by written authority of the Executive

Director. For Department Heads, such an exception must be authorized by the Executive Committee.

For all positions including department head level, the Executive Director is authorized to determine

the required number of authorized staff and, their organization within the agency, and to hire, grant

promotions and grant wage adjustments. All such changes must be in writing.

The human resources directorOperations Department is responsible for maintaining the

classification plan covering all job titles, including jobposition descriptions for each position. The

human resources directorOperations shall administer and prepare amendments to the classification

plan with the approval of the Executive Committee. All actions affecting the classification plan shall

be within the limits established by the overall MORPC budget. All actions affecting individual

employees shall be within the annual compensation guidelines and limits set by the Executive

Committee.

Both the job description and the detailed The position description areis a communication toolstool

designed to clarify functions, employer expectations, responsibilities and interrelationships for each

position. They areIt is also used to evaluate the performance of each position.

The detailed position description and job description should and to determine when

accommodations may be updated to reflect material changes in responsibilities as they occur. At all

times, however, MORPC reserves the right to modify employee job duties and requirements, with or

without formally revising the job description and/or detailed position description. Revisions to job

descriptions must be coordinated and reviewed by the director of human resources. Revisions to

detailed position descriptions should be routed to the department head and a copy forwarded to

director of human resources to promote department and agency consistency. A master file of

current job descriptions is maintained by the Human Resources Department. reasonable.

A master file of current position descriptions is maintained by Human Resources.

The job description assignment of a job within MORPC’s classification plan is based on the content of

POSITION DESCRIPTION


2

11430501v1 Revised 9/7/2017

the position description and the pay range. The position description summarizes the major

responsibilities associated with a specific job title. Each major area of responsibility shouldmust

relate to position, department, and agency goals and objectives. It provides a brief description of the

position responsibilities with concrete examples of the types of duties performed. The jobposition

description delineates the essential functions, required knowledge, skills and abilities needed to

successfully perform the position responsibilities. It also provides educational, technical or formal

training requirements.

The assignment of a job within MORPC’s classification plan is based onposition description shall be

updated to reflect material changes in responsibilities as they occur. At all times, however, MORPC

reserves the content ofright to modify employee job duties and requirements, with or without

formally revising the jobposition description and the pay range. Requested revisions. Revisions to

jobposition descriptions shouldmust be submittedrouted to the director of human resources for

reviewDepartment Head and coordinated and reviewed by Operations to ensurepromote department

and agency consistency. Because the jobposition description summarizes the job responsibilities

and qualifications, changes should be infrequent.

The detailed position description is a communication tool designed to explain specific

responsibilities. It should be used by the employee and the supervisor as a guide to clarify

expectations.

A detailed position description is created for each position to provide a detailed explanation of each

of the major areas of responsibility outlined in the job description. The detail included in the detailed

position description provides greater clarification of duties for each position while the job description

summarizes major duties associated with a job title. For example, three (3) detailed position

descriptions would be created for three positions with the job title of principal planner to clarify the

specific duties associated with each position.

Each major area of responsibility listed in the job description should be defined in greater detail in

the detailed position description. Weights are assigned to each defined major area of responsibility

in the detailed position description totaling 100%. The weight assigned to each major area of

responsibility should represent the percentage of time spent, level of difficulty and importance of the

item.

Each major area of responsibility should be related to position responsibilities, agency goals and

objectives. The tasks and weights become the foundation of the detailed position description and

should be written out by the supervisor and discussed with the employee. The specific duties and

responsibilities included in the detailed position description will generally require revisions more

frequently than once a year.

Ideally, a detailed position description is created for each new employee within the first 10 days of

employment. The employee’s supervisor should prepare a draft of the

detailed position description, with the appropriate participation by the employee, and carefully review


3

11430501v1 Revised 9/7/2017

it with the new employee in order to clarify the position responsibilities, expectations and

performance objectives. This process forms the basis of the working relationship and sets the tone

for future discussions. The supervisor is responsible for maintaining current, complete and accurate

detailed position descriptions for each employee. An electronic copy of the detailed position

description should be forwarded to the Human Resources Department where a master file of agency

detailed position descriptions is maintained.

At the end of the employee’s six-month introductory period and following each annual evaluation, the

detailed position description should be reviewed with the employee. When changes occur as a result

of this process, the detailed position description should be revised and a copy of the revised detailed

position description should be forwarded to the Human Resources Department.

Full-time Employees:

Full-time status refers to an employee who is regularly scheduled to work at least 40 hours per week

or, for employees on an alternative schedule, an average of 40 hours per week. Full-time employees

are entitled to all benefits and opportunities in this manual.

Part-time Employees:

Part-time status refers to an employee who is regularly scheduled to work less than 40 hours per

week. Part-time employees are eligible for benefits as listed in (Section 3)..

Temporaries:

TemporaryDependent upon need, temporary employees are utilized on a short-term hourly basis

dependent upon need. Temporary workers generally do not receive benefits unless otherwise

provided by applicable law. Temporary employees hired and put on MORPC payroll may work an

assignment for a maximum of six (6) months. A Purchase Requisition or, unless explicitly authorized

for a longer period by the Executive Director. A Payroll Authorization form, containing appropriate

signatures, specific details of the work to be performed, expected length of temporary employment

and task number should be forwarded to the Human Resources Department. The director of human

resources. Human Resources will contact the appropriate sources to hire a temporary worker.

Student Interns:

Interns are utilized from various academic or professional programs. Compensation is based upon

the guidelines set forth in the program sponsoring the intern and/or upon

pre-approved MORPC and departmental guidelines. An intern may not work more than 1,500 hours

in any calendar year and generally does not receive benefits unless otherwise provided by applicable

law. In some cases, interns may remain as employees beyond graduation, generally for a semester.

Classification Changes:

EMPLOYMENT CLASSIFICATION


4

11430501v1 Revised 9/7/2017

It is required that any changes affecting an employee’s classification be documented by the

supervisor and forwarded to the directorDirector of human resourcesOperations for review and

approval. Classification changes affect personnel, insurance and payroll records, therefore a new

payroll authorizationPayroll Authorization form will need to be completed and submitted to the

payroll officer upon completion of all necessary signatures.

Employee Guidebook Section 2 – Hiring Process

5 11430501v1 Revised 9/7/2017

SECTION 2 – APPOINTMENTHIRING PROCESS

As an equal opportunity employer, MORPC fully supports all applicable local, state and federal laws

and regulations and does not discriminate against applicants for employment or employees

becauseas a result of race, religion, color, gender/sex, sexual orientation, age (40 or older),, national

origin, ancestry, disability, military status, Vietnam era/disabled veteran status or any other

characteristic protected by applicable law in any aspects of its personnel policies, working conditions

or relationships with employees and applicants for employment. This provides accessapplies to all

programs without regard to the above referenced classification. If you believe that you are a

personQualified persons with a disability and youwho believe you need a reasonablethey may require

an accommodation to enable you to perform the essential functions of yourthe job, please should

contact the Human Resources Department to begin ourdetermine whether there is a reasonable

accommodation processthat would not create undue hardship.

MORPC’s Equal Employment Opportunity Policy is contained in (Section 6) of this manualguidebook.

The directorDirector of human resourcesOperations, who is the EEO officer, isand other members of

the Human Resources Team are available to assist supervisors in the coordination of the hiring and

recruitment process. The Human Resources Team also monitors the hiring process documentation

for Operations and hiring department use.

The Hiring and Recruitment Notice, which is located on the MORPC lounge in the HR section under

Formsintranet, initiates the advertising and recruitment process. All necessary authorizations must

be acquired prior to the initiation of a formal recruitment process and the jobposition description

must be attached prior to submitting to the directorDirector of human resourcesOperations for

approval. Upon receipt of the Hiring and Recruitment Notice, the director of human resourcesHuman

Resources will meet with those involved to review the jobposition description, job title, detailed

position description, pay grade, newspaper advertisementjob posting, recruitment strategy and

process.

Job postings are to inform current employees of vacancies, transfers and promotional opportunities

within MORPC. Advertisements and notices of job openings are typically posted publicly in the

lunchroom and at the receptionist desk. Apublicly on www.morpc.org/about-morpc/overview/job-

opportunities. A link to or a copy of the job posting is also sent via email to the staff. SomeThe

Executive Director has the discretion not to post some transfers and promotions may not be posted

upon executive director’s discretion.. All notices of job openings will specify the date the position

was posted. Employees, who wish to apply for an internal position, must complete an Internal

Applicationinternal application (available on MORPC's intranet) and submit a resume within three (3)

business days from the originalinternal posting date. The Internal Application can be found on the

MORPC lounge in the HR section under Forms. unless otherwise extended. Job postings will

HIRING AND RECRUITMENT NOTICE

POSTING PROCEDURE


6 11430501v1 Revised 9/7/2017

generally expire in 15-30 days from the date posted.

Job openings not identified as “internal only”,” are advertised externally through several recruitment

sources. Examples include but are not limited designed to: encourage a diverse applicant pool.

The Columbus Dispatch, Call & Post, Private Industry Council, Columbus Urban League, Ohio Civil

Rights Commission, Goodwill Rehabilitation Services Commission, OBES/Disabled Veteran Outreach,

Franklin County Departmentfollowing describes the typical interview and selection process. The

process may be adjusted, with Executive Director approval, to better assess candidates for a

particular position. The revised process should be applied consistently for all candidates selected for

each stage of Human Services, MORPC’s external website, CareerBoard, LinkedIn, etc. the process.

Screening Criteria:

The interviewer(s) (Supervisor, Manager or Department Head) must prepare a list of initial screening

criteria, and an interview questionnaire (examples of which may be acquired from Human Resources

Department).Operations). Testing, if any, may only be used if job related and specifically requested

by the Supervisor and approved by the director of human resourcesOperations prior to the receipt of

resumes. The jobposition description is an essential source for the preparation of the written

documentation. It is critical to the interviewing and selection process that all candidates for

interviews be selected based on the same criteria and hashave the opportunity to respond to the

same interview questionnaire. The interviewer’s Supervisor and the director of human resources

shouldOperations Department will review the initial screening criteria, the interview questionnaire

and testing, if applicable. All screening criteria shouldwill be forwarded to director of human

resourcesOperations for review and approval and for the hiring record.

Resumes:

When resumes and/or applications are received, acknowledgement postcards are sent, and the

director of human resources Human Resources screens the resumes and/or applications. The for

minimum qualifications, an electronic copy of the resumes and/or applications are then forwarded to

the interviewer(s) (Supervisor, Manager or Department Head) to select candidates to be interviewed

according to the screening criteria established. Resumes and/or applications of candidates not

selected for interviews should be clearly labeled as such and promptly returned to the Human

Resources Department. Resumes are retained for six (6) years.one year. Resumes and/or

applications are considered “active” for 60 days.

Telephone Screen:

Typically the Human ResourcesOperations Department conducts a telephone screen interview if

needed. Under certain circumstances, however, (e.g., an exceptionally large number of potential

candidates for interviewing), the interviewer(s) (Supervisor, Manager or Department Head) may

ADVERTISING AND RECRUITING

INTERVIEWING AND SELECTION


7 11430501v1 Revised 9/7/2017

conduct a telephone screen, utilizing a short version of the interview questionnaire. The jobposition

description shouldshall be explained to the potential candidate in order to allow for self-elimination.

Not all positions will have a telephone interview conducted; the Department Head and director of

human resourcesOperations Department will determine if a telephone screen is needed for the

position. All interview questions must be approved by Operations.

Interviews:

The director of human resourcesOperations will schedule and atapprove questions for all rounds of

interviews. At least one other staff membertwo MORPC Team Members will generally participate in

all interviews in conjunction with the Supervisor, Manager or Department Head. Candidates who

have not submitted a resume onlyan employment application will be required to arrive 15 to 2030

minutes early in orderprior to complete MORPC’s employment application. The receptionist should

be given a list of the names, dates and times of candidates scheduled for interviews. When a

candidate completes the General Employment Application and other required forms, the

receptionistpredetermined Operations Team Member will notify the director of human resources who

willall interview participating members and then greet the candidate in the lobby and escort the

candidate to the scheduled meeting place. TheAll participating members must complete and return

to Operations an interview questionnaire must be completed for each candidate interviewed and

returned to the director of human resources..

General Employment Application:

The MORPC General Employment Application form must be filled out completely and signed by each

applicant prior to conducting the interview. The interviewer(s) (Supervisor, Manager or Department

Head) shall return the application to the candidate if spaces are left blank prior to the interview. The

Upon completion of the interviewing process, the original General Employment Application should,

along with all interview packet documents, shall be forwarded to the director of human

resourcesOperations for filing, upon completion of the interviewing process.

Rating and Selecting Candidate:

Second interviews may be scheduled as appropriate. The individuals who interviewed candidates for

a position will generally confer for purposes of rating candidates and selecting the candidate who

best fit the selection criteria. The final decision regarding hiring will generally be made by the

Supervisor with input from other interviewers as needed. Before an offer of employment can be

made the Executive Director must participate in at least one interview session.

Post Pre-Employment Drug Testing:

Offers of employment will be conditional upon successful completion of applicable drug testing.

Employment Testing:

In order for employment testing to occur, among other things, it must be demonstrated that the skills

being tested are necessary for performance of the job. Employment testing may occur if the


8 11430501v1 Revised 9/7/2017

supervisor, manager or department head and director of human resources have identified a

determination of need. Tests must be consistent for similar positions and job titles regardless of

department. MORPC will conduct any and all job testing in accordance with applicable state and

federal lawsapplicant background check.

Reference Check:

Upon selection of a candidate, the director of the human resourcesOperations will conduct a formal

reference check, which includes verification of information provided on the General Employment

Application form such as education, past employment, criminal history and driving record.

Additionally, personal and/or professional references may be contacted.

Criminal Background Check:

MORPC will conduct a criminal background check prior to making an offer of employment or, when

appropriate, a job offer may be conditioned upon successful completion of a criminal background

check.

Depending on the position, MORPC may conduct a credit check of an applicant in contention for a

position. This will generally involve positions where applicants will have access to MORPC funds,

credit card information, or banking access.

Offer of Employment:

Upon request from the Hiring Manager and with approval of the executive director, the director of

human resourcesExecutive Director, Operations will extend a conditional offer of employment. The

conditional offer of employment is contingent upon successfully completing the drug testing and

reference procedures. Immediately upon making a formal offer of employment, the Hiring Manager

shall be notified in order to initiate the introductory process.

Employment Mailing:

A confirmation letter will be, generated by the Human Resources DepartmentOperations from the

Executive Director, will contain the start date and time, job title, department, immediate Supervisor’s

name and salary. The Human Resources DepartmentOperations will notify all involved concerning

the new employee.

Resume Files – Rejection Letters:

All resumes, employment applications and interviewing questionnaires shouldshall be organized and

forwarded to the Human Resources Department, including the materials for the selected candidate.

Once the new hire accepts the employment offer, letters and background checks have occurred,

notice will be sent to those candidates interviewed, but not selected. The materialmaterials

pertaining to the new employee will be retained in their personnel file.


9 11430501v1 Revised 9/7/2017

Staff from the Human Resources Department

Operations will conduct an orientation program with each new hire, generally during their first

working hoursdays at MORPC. At that time, paperwork is documents are completed and handouts

andalong with policies are briefly explained. When applicable, an order for business cards is initiated

by the director of human resources, routed to the Public & Government Affairs Department to place

the order. The new employee is also taken on a tour of the building. Training and departmental

orientation is the responsibility of the supervisorSupervisor and this shall take place during the first

few weeks of beginning employment.

A brief computer orientation will be conducted by a member of the information technology

groupInformation Technology Staff for all new employees within a week of their hire date.

For the first six months in a new position with MORPC, the employee is in an introductory status,

which allows the new employee a period of time to understand the position’s duties and the level of

performance expected. New employees will be given assignments and opportunities, which are

reflective of the duties and responsibilities listed in their detailed position description. Appropriate

training as well as specific goals and deadlines, shouldwill be established by the new employee's

department or Supervisor. Frequent, clear communication and feedback are critical to the success

of the working relationships established during this period.

The introductory meeting shouldperiod shall result in a written statement by the Supervisor, with the

Department Head’s review, as to whether or not the employee satisfactorily meets expectations and

understands the position’s responsibilities. The new employee will sign the statement, after adding

an additional comment if they feel it is necessary. The statement shouldshall then be signed by the

Supervisor and Department Head and forwarded to the Human Resources Department for the

employee’s personnel file. This statement may be in the form of the agency evaluation form, a

completed orientation plan, or other format acceptable to Human Resources.

If there are any performance concerns during and at the successful conclusion of the six-month

introductory period, the employee must show clear signs of improvement in order to be retained on

staff. If improvement does not occur after coaching and feedback from the Supervisor, either during

or at the conclusion of the six-month introductory period, the employee will be informed of any

shortcomings and may be dismissed.

At the discretion of the Supervisor, and in consultation with the director of human

resourcesOperations, the employee may be given an extension of the introductory period to correct

performance deficiencies, with specific performance goals and deadlines for meeting those goals.

An employee, who does not satisfactorily perform the duties of his/her position during the

introductory period, may be disciplined, up to and including immediate terminationseparation at any

time during the introductory period and/or any extension thereof. At all times, including during the

ORIENTATION PROGRAM

INITIAL INTRODUCTORY PERIOD


10 11430501v1 Revised 9/7/2017

introductory period and after completion of the introductory period, an employee’s status with

MORPC is as an employee-at-will, meaning that either the employee or MORPC may terminate the

employment relationship, with or without notice, and for any reason that is not unlawful.

Employee Guidebook Section 3 – Benefits

11

11430501v1 Revised 9/7/2017

SECTION 3 – BENEFITS

“The agency offers certain employees various benefits and insurances, including health, life, short-

term, long-term disability, etc., and it may pay a percentage of the costs of such benefits. A summary

of benefits offered by the agency is set forth below. Benefit information in this guidebook, however,

is merely a summary. You can find the detailsDetails of many of these programs can be found in the

Plan Documents maintained by Human Resources and in the summary plan descriptionsSummary

Plan Descriptions (SPD). Plan Documents are the official documents regarding employee benefit

plans and supersede all references to employee benefits in this guidebook or the benefits summary.

The agency, in the course of business, or as mandated by federal or other government statutes, may

choose, or be required to amend or revise benefit plans offered to employees. Such amendments or

revisions shall not be applied discriminatorily among similarly situated employees. To the extent

permitted under applicable law, and as elected by an employee, the agency will deduct the employee

portion of premiums for benefits elected by an employee from an employee’s compensation on a

pre-tax basis.”.

MORPC participates in the Franklin County group insurance program regarding health, vision, dental

and prescription drug insurance. Eligible full-time and part-time employees who are regularly

scheduled to work at least 30 hours per week may elect coverage. Employees may decline

coverage, but may not decline separate components of coverage. Insurance providers, coverage

limits, deductibles and other plan provisions are subject to change from time to time. MORPC pays a

portion of the costs for insurance coverage, with the remainder paid by the covered employee

through payroll deductions. The amount to be paid by the covered employee varies depending on

different factors, who is covered on the plan and income. These amounts are provided by Operations

prior to the Open Enrollment Period each year. The employee’s share may be on a pre-tax basis for

employees who choose to participate in the MORPC Section 125 Plan and is subject to change. All

eligible employees will receive a Franklin County benefits packet, which contains additional

information about insurance benefits.

Health insurance coverage generally begins on the first day of the month after 30 days of

employment (e.g., a start date of January 15 would result in coverage beginning on March 1). The

benefits packet from Franklin County should be consulted for specific details of current coverage.

Employees with questions or claim information should utilize the toll-free telephone numbers, listed

in the benefits packet and on insurance cards. If an employee needs further assistance with matters

related to insurance coverage or claims processing, please contact a staff member in the Human

Resources Department.

For employees who have other available health insurance coverage available to their spouse and

want to remain on MORPC’s healthcare plan, there will be a $50 surcharge per pay. The former

incentive payment in lieu of taking MORPC’s healthcare program will not be available in 2016. Any

employees that accepted the incentive in lieu of healthcare in 2015 will be permitted to continue to

HEALTH INSURANCE


12

11430501v1 Revised 9/7/2017

receive the incentive through March 31, 2016 in accordance with the previously established

incentive.

A

Good Health Incentive(s) may be offered as determined by the Executive Director and communicated

to employees. These incentives may change over time to promote healthy living and control group

health care costs.

Effective 1-1-16, Medical and Dependent Flexible Spending Accounts are being offered to MORPC

employees.

Flexible Spending Accounts (FSAs) allow you to deduct dollars from your paycheck – before they are

taxed – and use those dollars to pay for eligible out-of-pocket health and dependent care expenses.

There are specific IRS rules that apply so if you have any questions, please contact the Human

Resources Department.

Non-temporary employees who are regularly scheduled to work 30+ hours per week are

automatically enrolled intoin a Short Term Disability Plan once they have completed their six (6)

month introductory period. Beginning no earlier than two weeks after an eligible incident, the Short

Term Disability Plan, administered by a third party, will pay 60% of gross earnings for up to 11 weeks.

All grandfathered sick leave must be used before the Short Term Disability Plan begins to pay the

benefit. Note that coverage may change based on MORPC’s agreements with the third party

administrator.

See plan documentation for further information. Note that all claims are subject to the plan

guidelines, eligibility criteria and discretion.

For an eligible incident, once an employee has exhausted his/her 11 weeks of Short Term Disability,

the third party administrator will pay 60% of gross earnings up to retirement age under the Long

Term Disability Plan. The payment from the Long Term Disability Plan will be offset by any other

disability payments received such as OPERS and/or Social Security. Note that coverage may change

based on MORPC's agreements with the third party administrator.



GOOD HEALTH INCENTIVE

FLEXIBLE SPENDING ACCOUNTS

SHORT TERM DISABILITY

LONG TERM DISABILITY


13

11430501v1 Revised 9/7/2017

Full-time and part-time employees and/or family members who are eligible for, and elect to

participate in the MORPC health insurance plan may participate in the United Behavior Health

and/or Northwestern Mutual Employee Assistance Program (“EAP”). An individual may elect to

participate in the EAP for reasons such as, stress or burnout, emotional problems, career and

vocational issues, difficulties with many types of relationships, financial, health and medical issues.

Participation in EAP is confidential unless disclosure of information is expressly authorized by the

participant in writing or otherwise required under applicable law.

All full-time and part-time employeeemployees who electsare eligible to participate in the MORPC

health plan (i.e. group insurance program) will also receive $50,000 term life and accidental death

and dismemberment insurance through the Franklin County Group Plan, at no cost to the employee.

Additional life insurance may be purchased at competitive rates during the open enrollment period

for the employee, spouse/domestic partner and/or eligible dependent children. Enrollment

information will be provided at the time of open enrollment.

Participation in the Ohio Public Employees Retirement System (OPERS) is mandatory for all

employees except those exempted by OPERS regulations. MORPC employees’ wages are not subject

to Social Security taxes. OPERS may be contacted directly at 614/-462-3357.

Federal law requires a payroll deduction for Medicare for all employees hired on or after April 1,

1986.

Employees are eligible to participate in the state of Ohio or County Commissioners Association of

Ohio Deferred Compensation Programs. These programs offer several options, including fixed

annuities and variable annuities on a pre-tax basis. Employees wishing to become enrolled should

contact the state or county representative directly. Appropriate names and telephone

numberscontact information of representatives can be acquired from the human resourcesHuman

Resources section located on the intranet site.

The credit union offers a savings program, share drafts and various types of loans. Employees

wishing to participate should contact the credit union directly. Appropriate telephone numbercontact

information can be acquired from the Human Resources Department.

EMPLOYEE ASSISTANCE PROGRAM

TERM LIFE INSURANCE

SUPPLEMENTAL LIFE INSURANCE

OHIO PUBLIC EMPLOYEES RETIREMENT SYSTEM

MEDICARE

DEFERRED COMPENSATION

COLUMBUS MUNICIPAL EMPLOYEES FEDERAL CREDIT UNION


14

11430501v1 Revised 9/7/2017

Employees may be eligible for Workers’ Compensation benefits in accordance with state law for an

injury or occupational disease that occurs or is contracted in the course of and arising out of their

employment, provided the disability was not purposefully self-inflicted and all other eligibility

requirements for benefits have been met. An employee must report all accidents as soon as safely

possible to their Supervisor and director of human resourcesHuman Resources. It is the employee’s

responsibility to initiate a Workers’ Compensation claim. Applicable forms may be acquired from the

Human Resources Department. Failure to report an injury or promptly submit a claim application

promptly may cause the claim to be contested and/or disallowed.

Leaves of absence with pay include grandfathered sick leave, PTO, serious illness leave, maternity,

paternity, adoption leave, funeralbereavement leave, special leave, jury duty, military leave, and

official holidays observed by MORPC.

Annual Leave Converts to Paid Time Off (PTO):

All balances of Annual Leave will be converted to PTO (Paid Time Off) on a one-for-on basis effective

1/1/16. Cash-out rules for PTO will generally mirror Annual Leave cash-out rules, excepting the

below changes. Employees will be allowed to ‘go negative’ in the PTO balance with prior approval

during the year of transition in 2016. This will allow for any planned time off earlier in the year since

employees used to have access to their full Annual Leave allotment beginning January 1st of each

year.

In 2016, the PTO schedule will be as follows in the 2016 chart, depending on years of service.

Starting in 2017, the PTO schedule will be as follows in the 2017 and beyond chart, depending on

years of service.

PTO hours are for full-time and part-time employees, who are regularly scheduled to work at least 20

hours per week, and may be used for reasons such as: observances of religious holidays not

otherwise observed by MORPC, leave for deaths not covered by funeralbereavement leave and/or

time off for rest, vacation, relaxation and/or other personal reasons.

Employees will be permitted to take PTO hours with the prior approval of the employee’s Supervisor

and/or Department Head. Employees may not take more PTO hours than they have accrued as of

the date of use (i.e., PTO balances may not be negative). Advanced notice of the leave shouldPTO

shall be given as practicable.

The PTO year shall be January 1 through December 31. The The PTO earnings schedule is shown

below. PTO hours are accrued in the amount indicated annually and for each pay period. When an

employee qualifies for increased PTO becauseas a result of longevity, the increased rate of the

WORKERS’ COMPENSATION

LEAVES OF ABSENCE WITH PAY


15

11430501v1 Revised 9/7/2017

employee’s available PTO for the balance of the calendar yearPTO accrual is calculated and accrued

starting at the based on the chart below. The increased rate of PTO begins to accrue each pay period

beginning ofwith the pay period that includes the calendar year. In most cases, employees may take

PTO, whichemployee's anniversary date, or adjusted anniversary date based on any prior service

credit. PTO is available but possibly not earned.accrued when an employee is in Leave Without Pay

status.

IfWhile negative PTO balances should not occur, if the resignation or separation of an employee

should occur with the employee having taken available but unearned PTO, the amount of unearned

leavePTO taken will be deducted from the employee’s final paycheck. AnyWhen an official holiday,

as set forth in this guidebook, which shall occuroccurs during an employee’s scheduled leave, PTO,

that day shall not be considered a day of PTO. PTO leave shall be charged at a minimum of one-

half1/4 hour increments.

Prior to 2015, all new hires were required to use all of their earned annual leave by the December

31st of their first year. Effective in 2015, new hires will not be required to use all of their earned

leave by the end of the year.

Prior to 2015, employees at all levels were required to use 80 or 100 hours of annual leave

depending on their years of service. Effective in 2015, theThe minimum annual PTO leave usage

requirement will be consistent atis 80 hours at all levels. In any event,per calendar year-end annual

leave balances prior to 2015 could not exceed 480 hours for all full-time employees and ais pro-

rated amount for all part-time employees (e.g., 240 hours for employees, based on their regularly

scheduled to work 20part-time hours per for a full two-week). pay period. New employees are not

required to use a minimum number of PTO hours during the calendar year in which they were hired.

Balances of PTO hours in excess of 480640 hours (or a pro-rated amount) for part-time employees,

based on their regularly scheduled part-time hours) as of December 31, or at the time of separation

from employment, will be forfeited. Effective in 2016 the PTO accrual maximum will increase to 640

hours.

Employees may not elect to take unpaid time off in lieu of using available PTO.

Years of Continued Service:

Years of Service:

PTO Leave Schedule

2016 3-7 8-14 15-20 21+

1st Year 2nd

Year 3-7

Years 8-14

Years 15-20

Years 21+

Years

Annual 80 96 124 144 184 220

Accrual Per Pay (26 pays) 3.08 3.69 4.77 5.54 7.08 8.46

PTO Leave Schedule


16

11430501v1 Revised 9/7/2017

2017 and Beyond 3-7 8-14 15-20 21+

1st Year 2nd

Year Years Years Years Years

Annual 96 120 160 184 224 264


If you failan employee fails to return to work at the end of the approved leavePTO, MORPC may

terminate your

the employee's employment. Employees, who are granted PTO for more than 30 consecutive work

days, must contact the Human Resources Department to confirm the employee’s intention to return

to work at least 3 days prior to the date the leave expires.

PTO Leave Cash-Out for Separating Employees:

Upon terminationseparation of employment for any reason, the employee’s final paycheck will

include payment for any earned but unused PTO. Separating employees may request to receive the

cash-out over an extended period (not to exceed one year without the express written consent of the

executive directorExecutive Director), rather than in a lump sum on theirthe employee's final

paycheck.

PTO Leave Cash-Out Option:

This option to convert (“cash-out”) PTO to cash is available to all employees who have at least ½

houreight (8) hours of earned, unused leavePTO as of the end of the month on a quarterly basis

based on calendar quarter (March, June, September, December), for payment as part of the

employee’s first paycheck in the following month. The rate of pay is based on the last day of the

previous quarter. The maximum earned, but unused PTO hours that can be cashed out by an

employee in any calendar year is the employee’s earning amount for that year, i.e., 96, 120, 160,

etc., hours. When considering a cash-out, employees should keep an adequate balance of PTO for

planned time off and unforeseen needs.

Per the Ohio Public Employees Retirement System (OPERS) basic rules for an annual conversion

plan: “The maximum amount of converted PTO that can be considered earnable salary by OPERS is

the amount the employee earns in one calendar year, less any amounts taken during the calendar

year. To be considered earnable salary the leavePTO also must have been earned in the calendar

year it was converted. This concept is considered the LIFO method (last in, first out). The only

exception is that leavePTO conversion may occur in January for the prior calendar year. In this case

the amount considered earnable salary would be the amount of leavePTO earned in the prior year

minus the amount of leavePTO taken in the prior year.”

As a result of LIFO method required by OPERS, any cash-out requested and approved in excess of the

allowable OPERS conversion amounts will not be considered earnable salary by OPERS. For

example, if an employee thatwho earns 160 hours per year uses 100 hours during the year ended

December 31st31, a conversion request for 160 hours will result in 60 hours of OPERS earnable


17

11430501v1 Revised 9/7/2017

salary and 100 hours of non-earnable salary will be cashed out. All cash-outs requested will be

considered OPERS earnable salary until the maximum OPERS earnable salary has been reached per

this policy.

Once an employee converts a specified number of PTO hours to cash, the same amount of hours will

be deducted from the employee’s unused PTO balance. This cash-out provision does not reduce nor

can it be substituted for mandatory PTO hours discussed above, i.e., 80 hours.

The conversion of PTO hours to cash is voluntary and can be requested by submitting an election

form to the finance department by the announced due date.

Prior Public Service Annual Leave (Vacation/PTO): Credit:

An employee who has worked for the State of Ohio or any qualifying political subdivision of the State

of Ohio, (absent a collective bargaining agreement which specifically excludes the right) may apply

for prior public service credit for PTO earnings calculations. MORPC does not honor any unused

annual leave that an employee may have had with any previous employer. When properly certified,

MORPC will include an employee’s time of service with a previous public employer when determining

the employee’s MORPC PTO earnings rate. Any employee may obtain the Prior Service Credit form

from the human resourcesHuman Resources intranet web site under Forms. It will be the

responsibility of the employee to ensure that the form is completed and certified by the previous

employer. Only prior service that is properly certified will be counted toward the employee’s years of

service.

Grandfathered Sick Leave:

Effective 1/1/16,Grandfathered sick leave will no longer be accrued per year. Any sick leave (earned

but not used by 12/31/15 will remain on the books, grandfathered under the current rules for sick

leave useprior to January 1, 2016) or cash-out.

Employees are encouraged to make up sick leave during the same time card period in order to

reduce the amount of time charged to the employee’s PTO or sick leave account. Make up time

must be approved in advance by the employee’s immediate supervisor. When time off for PTO or

sick leave is to be made up, the employee should record zero hours on the time card for the time off

and record the additional hours worked to make up for the time off as the hours are worked.

You may use grandfathered sick leave or PTObe used for one of the following reasons affecting the

employee or a member of the employee’s immediate family: illness, injury, medical, dental, or optical

examination or treatment, and/or quarantine because of contagious disease or mental health

illness. Grandfathered Sick Leave must be charged in 1/4 hour increments. Employees may not

elect to take unpaid time off in lieu of using available paidgrandfathered sick leave. Requests to use

paidgrandfathered sick leave shall be submitted to the employee’s supervisorSupervisor at least 30

days in advance of the need for grandfathered sick leave when the need for leave is foreseeable.

When the leave is not foreseeable, the employee shouldshall provide notice as early as practicable.

MORPC may require the requesting employee to submit a certificate from a certified healthcare


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11430501v1 Revised 9/7/2017

professional substantiating the need, anticipated duration and/or reason(s) for leave. MORPC

reserves the right to have any employee examined by its own doctor at its own expense to

substantiate the grandfathered sick leave request.

If an employee has a remaining balance of grandfathered sick leave of less than 0.25 hours (which

by definition cannot otherwise be used), this remnant balance of hours will be added to the

employee's PTO hour balance for more flexible use and the corresponding grandfathered sick leave

balance will be eliminated.

Grandfathered Sick Leave Cash-Out Option

This option to convert accrued but unused grandfathered sick leave hours to cash is available to all

employees who have a grandfathered sick leave balance in excess of 80 hours (pro-rated hours for

part-time employees) as of the end of the month on a quarterly basis based on calendar quarter

(March, June, September, December), for payment as part of the employee’s first paycheck in the

following month. SickGrandfathered sick leave hours converted may not reduce the employee’s

unused grandfathered sick balance below 80 hours for full-time employees, pro-rated hours for part-

time employees. The cash-out option is limited to a total maximum of 80 hours per employee per

calendar year (pro-rated hours for part-time employees). Employees will be paid 33.33% of their

current hourly rate of pay for each hour of grandfathered sick leave converted to cash. Every

grandfathered sick leave hour converted to cash will be deducted from the employee’s unused

grandfathered sick leave balance.

As a result of the LIFO method required by OPERS (see “Annual Leave Cash-Out Option” section), any

cash-out requested and approved in excess of the allowable OPERS conversion amounts will not be

considered earnable salary by OPERS. For example, a full time employee earned 80 hours per year

and uses 10 hours during the year ended December 31st, a conversion request for 80 hours will

result in 70 hours’ worth of OPERS earnable salary and 10 hours’ worth of non-earnable salary to be

cashed out at the 33.33% amount. All cash-outs requested will be considered OPERS earnable

salary until the maximum OPERS earnable salary has been reached per this policy.

The conversion of grandfathered sick leave hours to cash is voluntary and can be requested by

submitting an election form to the Finance Department by the announced due date. Prior public

service sick leave hours are not eligible for conversion to cash by MORPC. All grandfathered sick

leave cash outs are not considered earnable salary by OPERS.

Grandfathered Sick Leave Time Off Cash-Out for Separating Employees

Upon terminationseparation of employment for any reason, employee may elect to be paid for a

percentage of the balance of accrued but unused grandfathered sick leave through the separation

date, up to a maximum of 1,500 hours, unless otherwise instructed. Separating employees may

request to receive the cash-out over an extended period (not to exceed one year without the express

written consent of the Executive Director), rather than in a lump sum on their final paycheck.


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11430501v1 Revised 9/7/2017

Compensation for accrued but unused grandfathered sick leave up to a maximum of 1,500 hours

will be paid for unused grandfathered hours earned at MORPC at 33.33% of the employee’s final

rate of pay. Unused prior service sick leave will not be compensated at separation unless the prior

service was with an employer paid by an Ohio County Auditor warrant.

If any employee of MORPC, regardless of term of service, dies while in paid status (prior to

separation), unused grandfathered sick leave up to a maximum of 1,500 hours earned at MORPC

shall be paid to the estate of the deceased employee at 33.3% of the accrued hourly rate of pay.

The remaining two-thirds balance, subject to a $10,000 limit, shall be paid to the estate in addition

to the first one-third at 33.33% of their current hourly rate of pay.

Maternity, Paternity,Parental Or Adoption Leave

This paid leave is a benefit that will pay 100% of employee’s pay for two (2) weeks for maternity,

paternity, or adoption leave. and in place of serious illness leave, where applicable. This leave runs

concurrently with FMLA leave, where applicable. The employee must still request leave and have it

approved by their Supervisor and Department Head.

where applicable. The employee must still complete a Request for Leave form and have it approved

by supervisor and department head.

Serious Illness Leave

This paid leave is a benefit that will pay 100% of employee’s pay for two (2) weeks for a serious

illness. This leave runs concurrently with FMLA leave, where applicable. The employee must still

request leave and have it approved by their Supervisor and Department Head. Serious illness leave

will be awarded only to employees that receive benefits from the Short- Term Disability Plan as

determined by the third party administrator.

Bereavement Leave

Full-time employees shall be entitled to forty (40) hours per calendar year of bereavement leave with

pay for the death of a member of the employee’s immediate family, regardless of where the funeral

or interment may be located. Part-time employees are entitled to a pro-rated amount of

bereavement leave. Employees must complete an Application/Declaration of Leave form tostill

request bereavement leave and must receive advanced approval from their immediate Supervisor.

Bereavement leave for other relatives or friends not defined as immediate family will not be granted,

and employees should request annual leavePTO in those circumstances. (See Glossary for definition

of immediate family).

Special Leave

Special leave is time off with pay available to full-time employees for personal emergency situations

(e.g., an unforeseen, unusual or nonrecurring act of nature or emergency such as home fire, flood, or

burglary and/or extraordinary situations not otherwise covered in this manual) or for work-related

situations as determined by the Executive Director (e.g., in response to emergencies, unusual or

nonrecurring work situations approved within the timeframe established by the Executive Director


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11430501v1 Revised 9/7/2017

when use of flex time cannot be accommodated, and/or extraordinary situations not otherwise

covered in this manual). (Revised and approved effective 7-10-14)

Special leave must be requested through the use of the Application/Declaration of Leave form.. The

immediate Supervisor, Department Head and Executive Director must approve all special leave

requests. A maximum of two days (16 hours per year) of special leave may be requestedawarded.

Jury Duty

Employees required to serve on jury duty must submit an Application/Declaration of Leave

formrequest leave to their immediate Supervisor as soon as possible prior to jury duty. The

immediate Supervisor, Department Head and Executive Director must approve all jury

duty leave, whether paid or unpaid. Full-time employees on jury duty will be paid their regular pay for

time spent on jury duty. Jury duty leave for part-time employeesPart-time employees regularly

scheduled to work 30+ hours per week will be paid their regular pay for time spent on jury duty, up to

their regularly scheduled amount of hours per week. Jury duty leave for part-time employees

regularly scheduled to work less than 30 hours per week, temporaries and student intern employees

is unpaid. Employees serving on jury duty for a partial day are expected to report for work for the

balance of the work day.

Military Leave

In accordance with applicable Ohio law, a regular full-time or part-time employee who is a member of

the Ohio organized militia or other reserve components of the armed forces of the United States,

including the Ohio National Guard, is entitled to a leave of absence with pay for the time he/she is

performing service in the uniformed services for periods up to one month, for each calendar year in

which he/she is performing service in the uniformed services. One month means 22, 8-hour work

days ofor 176 hours. Under certain limited circumstances, and in accordance with applicable law,

an employee may be entitled to up to $500 in pay for service greater than a month in a calendar

year.

In order toTo receive paid military leave, the employee must submit to the Executive Director the

published order authorizing the call or order to the uniformed services or a written statement from

the appropriate military commander authorizing the service.

MORPC will provide unpaid military leave in accordance with the Uniformed Services Employment

and Reemployment Rights Act (“USERRA”) and any other applicable federal and state law(s).

Holidays

The official holidays observed by MORPC shall be as follows:

New Year’s Day

Martin Luther King Day

President’s Day


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11430501v1 Revised 9/7/2017

Memorial Day

Independence Day

Labor Day

Columbus Day

Veteran’s Day

Thanksgiving Day

Christmas Day

Each full-time employee in paid status shall be entitled to eight hours of pay for each of the listed

holidays. Eligible part-time employees in paid status receive pro-rated amount of hours based on

their scheduled average daily work hours per week worked during the six (6) months immediately

preceding the holiday.. Holidays falling on a weekend will usually be celebrated on either the

preceding Friday or the following Monday.

Personal Leave Hours

At times the Executive Director may offer personal leave hours to the agency, dependent upon

budget availability. The personal leave hours may be awarded from 0 - 24 hours annually.

In accordance with the Family and Medical Leave Act (“FMLA”), Eligible Employee(s) (defined below)

may qualify for up to twelve (12) or twenty-six (26) work weeks (depending on the reason) of unpaid

leave for the reasons specified below.

An “Eligible Employee” is one who: (a) has been employed by MORPC for at least twelve (12)

months,¹, (b) has worked at least 1,250 hours in the twelve (12) months immediately preceding the

beginning of the first day of the leave; and (c) works at a work site where 50 or more employees work

within 75 miles.

Reasons for FMLA Leave:

A. Eligible Employees may qualify for up to twelve (12) weeks of unpaid leave in a year for any of

the following reasons:

1. For birth of a Son or Daughter, and to care for the newborn child (“Birth Leave”);²”);

2. For placement with the employee of a Son or Daughter for adoption or foster care

(“Placement Leave”);²”);

3. To care for the employee’s spouse/domestic partner, Son or Daughter who has a Serious

Health Condition (“Family Health Leave”);

FAMILY MEDICAL LEAVE


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11430501v1 Revised 9/7/2017

4. To care for the employee’s Parent who has a Serious Health Condition (“Parent Health

Leave”);

5. Because of a serious health condition that makes the employee unable to perform the

functions of the employee’s job (“Employee Health Leave”); or

6. Because of any Qualifying Exigency arising out of the fact that the employee’s

spouse/domestic partner, Son, Daughter, or Parent is a covered military member (excluding

members of the Regular Armed Forces) who is on active duty (or has been notified of an

impending call or order to active duty) in support of contingency operation (“Exigency

Leave”). Qualifying Exigencies may include attending certain military events, arranging for

alternative childcare, addressing certain financial and legal arrangements, attending certain

counseling sessions, and attending post-deployment reintegration briefings.

B. Eligible Employees may qualify for up to twenty-six (26) work weeks of unpaid leave in a year for

the following reason:

In order to

1. To care for a covered service member with a serious illness or injury, if the employee is the

covered service member’s spouse/domestic partner, Son, Daughter, Parent, or Next of Kin

(“Covered Service Member Leave”).

Definitions

For purposes of the FMLA year, MORPC used the “rolling” twelve-month period measured backward

from the date an employee uses any FMLA leave, except in the case of Covered Service Member

Leave (defined below), when MORPC uses a rolling forward twelve-month period.

A. “Son or Daughter” means a biological, adopted or foster child, a stepchild, a legal ward, or a

child of a person standing in loco parentis. For all leaves except Exigency Leave and Covered

Service Member Leave (below), the Son or Daughter must also be either under 18 years old or

age 18 or older and incapable of self-care because of a disability as determined under the ADA.

B. “Parent” means the biological, foster or adoptive parent, a stepparent, or a legal guardian.

C. “Covered Service Member” means a member of the Armed Forces (including National Guard or

Reserves) and who is undergoing medical treatment, recuperation, or therapy; is otherwise in an

outpatient status; or is otherwise on the temporary disability retired list, for a serious injury or

illness incurred by the member in the line of duty on active duty in the Armed Forces.

A.D. A “Serious Health Condition” is an illness, injury, impairment, or physical or mental condition

that involves:

1. Inpatient/overnight care and any period of incapacity or subsequent treatment in connection

with such inpatient care; or

2. Continuing treatment by a health care provider, which means:

a. incapacity involving more than 3 consecutive calendar days with either:

(i) 2 or more in person treatments within 30 days of the first day of incapacity by

or under the order/referral of a health care provider, or

(ii) 1 treatment followed by a regimen of continuing treatment; (in both situations

the first healthcare provider visit must occur within 7 days of the first day of

incapacity);

b. a period of incapacity or subsequent treatment relating to conditions treated in (a);


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11430501v1 Revised 9/7/2017

c. a period of incapacity due to pregnancy or for prenatal care;

d. any period of incapacity or treatment for a chronic health condition which continues

over an extended period and which may also be episodic and requires a minimum of

2 visits/year;

e. a period of incapacity which is permanent or long term incapacity for which treatment

may be ineffective and which requires the supervision of a health care provider; or

f. a period of absence for multiple treatments following restorative surgery or a

condition that is likely to result in incapacity for more than 3 consecutive calendar

days without medical intervention and any period of recovery relating to such

treatments.

B.A. “Son or Daughter” means a biological, adopted or foster child, a stepchild, a legal ward, or a




“Parent” means the biological, foster, or adoptive parent, a stepparent, or a legal guardian.

C.A. “Covered Service Member” means a member of the Armed Forces (including National Guard or




For purposes of Covered Service Member Leave, “serious injury or illness” means a condition that

may render the service member medically unfit to perform the duties of the member’s office, grade,

rank, or rating.

“Next of Kin” means nearest blood relative or the relative identified in writing by the service member.

How Is Leave Designated as an FMLA Leave?

Designating a leave as "FMLA leave" is not something that an employee voluntarily elects or declines

to use. If an eligible employee needs time off for one of the reasons set forth above, the leave will be

treated as FMLA leave. Supervisors have been provided with information to assist them in

understanding when leaves are FMLA-qualifying. Supervisors should contact Human Resources to

first determine if an employee in need of leave is eligible for FMLA.

If MORPC believes that an employee's absence is due to the reasons above, it will treat the leave as

FMLA-qualifying. Regardless of whether the employee or MORPC initiates application of the FMLA,

employees will be given a packet of information and forms to be completed. Human Resources will

coordinate with the payroll, so that available grandfathered sick time, PTO time, or other form of paid

leave time can be properly applied.

Qualifying Exigencies may include attending certain military events, arranging for alternative

childcare, addressing certain financial and legal arrangements, attending certain counseling

sessions, and attending post-deployment reintegration briefings.

Rules Applicable When Both Spouses/Domestic Partners Are Employed By MORPC:


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11430501v1 Revised 9/7/2017

If both spouses/domestic partners are employed by MORPC and Eligible Employees, they are entitled

to a combined total of twelve weeks of leave, rather than twelve weeks each, for Birth Leave,

Placement Leave, or Parental Health Leave.

When both spouses/domestic partners are employed by MORPC and Eligible Employees, they are

entitled to a combined total of up to 26 weeks of leave, rather than 26 weeks each for (1)

Covered Service Member Leave, or (2) Covered Service Member Leave in combination with Birth

Leave, Placement Leave or Parental Health Leave, during the single twelve-month period in which

the Covered Service Member Leave is the first taken by either spouse/domestic partner.

When the leave taken includesfor both Covered Service Member Leave and Birth, Placement or

Parental Health Leave, the limitation of a combined total of up to 12 weeks leave during any 12-

month period applies to the portion of leave taken as Birth, Placement or Parental Health Leave.

Reduced Schedule or Intermittent Leave:

Exigency Leave may be taken on an intermittently (taking leave in blocks of time) or on a reduced

leave schedule (reduction of normal weekly or daily work schedule).

Employee Health Leave, Family Health Leave, or Covered Service Member Leave may be taken

intermittently or on a reduced leave schedule when medically necessary.

Birth or Placement Leave may only be taken intermittently or on a reduced leave schedule if

approved by MORPC.

Except in the case of Exigency Leave, MORPC may require an employee taking scheduled leave

intermittently or on a reduced leave schedule to transfer positions temporarily if

the position has equivalent pay and benefits and better accommodates the scheduled intermittent

or reduced leave schedule than the employee’s regular employment position. An employee must

make reasonable efforts to schedule intermittent or reduced leave planned medical treatment so as

not to unduly disrupt MORPC’s operations.

Once intermittent leave or reduced leave schedule is initially granted, the employee must

subsequently specifically reference either the qualifying leave reason or the need for FMLA leave

when scheduling leave or calling off work in order to qualify as FMLA leave.

Notice:

An employee ordinarily must provide 30 days advance notice when the need for leave is foreseeable.

If the need for leave is not foreseeable, the employee must give notice as early as practicable. If the

need for leave is because of a Qualifying Exigency and is foreseeable, the employee must give notice

as soon as is reasonable and practicable. MORPC may deny or delay commencement of the leave


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11430501v1 Revised 9/7/2017

period if the eligible employee does not meet the notice requirements.

Required Certifications Based on Health Issues:

MORPC will require that a Family Health Leave, Employee Health Leave, or Covered Service Member

Leave be supported by certification from a bona fide health care provider. The certification form

required to be completed by the healthcare provider is available from Human Resources Department

and must be completed and returned to Human Resources Department within 15 calendar days

after receipt of the certification paperwork, unless it is not practical to do so and the employee can

provide a reasonable explanation for the delay. Unreasonable delay in submitting the required

certification after the deadline for submission has passed will result in denial of FMLA leave.

Additional medical opinions may be required for Employee Health Leave or Family Health Leave.

Periodic reports during the leave regarding the employee’s status and intent to return to work will be

required. The employee must provide a return to work slip before the employee may return to work

from an Employee Health Leave of more than three (3) consecutive days.

Certification Related to “Active Duty” or “Called to Active Duty”:

If an employee is requesting Covered Service Member Leave, the leave must be supported by a

certification that the service member’s serious illness or injury was incurred in the line of duty on

active duty in the Armed Forces. If an employee is requesting Exigency Leave, the leave must be

supported by a certification that the employee’s covered family member is on or has been called to

active duty in the Armed Forces in support of a contingency operation. The certification forms are

available from the Human Resources Department.

Paid or Unpaid Leave:

MORPC requires an employee to substitute any grandfathered sick leave, PTO, Maternity, Paternity or

Adoption leave, Serious Illness leave, or special leave for any part of the 12 or 26-week period of

leave. Once all paid leave is used, the remainder of the FMLA shall be unpaid. MORPC may

designate as FMLA leave any absence related to injuriesillness for which the employee is receiving

workers’ compensation or short or long term disability benefits.

Restoration to Position:

AnUnless an employee is a “key employee” (among the highest paid 10% of all the employees),

Eligible EmployeeEmployees who takestake leave shall be entitled upon return from such leave;

1. to be restored to the position of employment held by the employee when the leave

commenced; or

2. to be restored to an equivalent position with equivalent benefits, pay, and other terms and

conditions of employment.

If you failan employee fails to return to work at the end of the approved leave, MORPC may terminate


26

11430501v1 Revised 9/7/2017

yourtheir employment. Employees who are granted FMLA leave for more than 30 consecutive

working days must contact the Human Resources Department to confirm the employee’s intention to

return to work at least 3 days prior to the date the leave expires.

Limited Exemption for Certain Highly Compensated Employees:

The FMLA contains specific provisions regarding the exemption of highly compensated Employees

from the above restoration provisions.

Maintenance of Health Benefits:

Group health insurance will be maintained for the duration of the leave on the same terms as if the

employee had not taken the leave, as long as the employee pays the normally paid premium amount

normally paid by the employee.. If possible, you should contact the finance departmentFinance

concerning premium payments before taking leave. In some circumstances, MORPC may recover

the premium it paid to maintain health coverage for an employee who fails to return to work from the

FMLA leave. Additionally, should the employee return to work and MORPC has paid the employee’s

share of the health insurance premium during the employee’s absence; MORPC retains the right to

recover that sum from the employee.

Requests for FMLA Leave and Questions:

If you are considering requesting leave under this policy, or if you have questions about the policy,

please contact the Human Resources Department. . For more information, see the Employee Rights

& Responsibilities located on Appendix A at the rearprovided by Human Resources upon activation of

the guidebookFMLA.

Following exhaustion for available FMLA leave and applicable paid leave, or if an employee is not

eligible for FMLA leave or needs leave for a non-FMLA-qualifying reason and has no PTO, a leave of

absence without pay of up to six months may be granted to an employee by the executive director

when the executive directorExecutive Director who determines, in his/her sole discretion, that the

leave will not jeopardize the productivity of the relevant position or harm the program within which

the employee is assigned.

If any non-FMLA unpaid leave time exceeds 20 working days (160 hours) within any 12-month

period, the employee’s next annual wage increase will be pro-rated based on the amount of non-

FMLA unpaid leave taken. Grandfathered sick leave and PTO will not accrue during a non-FMLA

unpaid leaveIeave. Holidays, which occur during a period of unpaid leave, will not be paid. MORPC

reserves the right to fill an employee’s position during any non-FMLA unpaid leave, unless otherwise

provided by applicable law.

NON-FMLA UNPAID LEAVE


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11430501v1 Revised 9/7/2017

The PTO Donation Program is intended to allow MORPC employees who have completed their 6 -

month introductory period to donate earned PTO and/or grandfathered sick leave to a designated

employee within the agency who has a critical need for leave due to a serious illness or injury.

For employeesEmployees who wish to donate PTO or grandfathered sick leave to an eligible

employee, the donor employee must retain an earned PTO balance of at least eighty80 hours. In

order toTo donate PTO or grandfathered sick leave, a minimum of 8- hours must be donated and the

donor employee must complete a Leave Donation Request Form. Donor employees must still take

(use) a minimum of 80 hours of PTO in the year of the donation as required above. Upon completing

the form, the donor certifies that he or she is donating the leave voluntarily and understands that the

leave will not be returned.

The eligible employee may receive donated PTO or grandfathered sick leave in increments to a

maximum of 480 hours per calendar year. Donor needs to donate 8 hours minimum, but recipient

may receive less than 8 hours based on the following calculation.

Calculation:

The donation shall be converted to a dollar amount based upon the donor’s salary rate, and credited

to the donated employee’s PTO bank at his/her hourly rate. The donor employee may not recover

unused donated PTO or grandfathered sick leave.

Eligibility Conditions:

The following conditions must be met to be eligible to receive Donated Leave:

The employee has an extended or catastrophic illness or injury;

The employee has exhausted all earned PTO, grandfathered sick leave, compensatory flex

time, special leave, and serious illness leave; and

The employee does not qualify for disability insurance benefits, or workers' compensation

coverage.

PAID TIME OFF (PTO) AND GRANDFATHERED SICK LEAVE DONATION PROGRAM


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11430501v1 Revised 9/7/2017

LEAVE DONATION FORM - DONOR APPLICATION

FOR PAYROLL PERIOD ENDING:__________________

1. DONOR INFORMATION

Donating Employee: (Last) (First) ____________________________ ____________________

Department:_____________________

Total Hours Donated (Must be earned leave) _____________ Paid Time Off (PTO) Hours donated (Must be minimum of 8 hours) _____________ Grandfathered Sick Leave Hours donated (Must be min. of 8 hours)

2. PERSON TO RECEIVE DONATED LEAVE

Donated leave may not be used to supplement other benefit programs (e.g., disabilitydisab’lity

insurance, workers' compensation, retirement benefits) (Recipient): (Last) (First) ___________________________ ____________________

Department:____________________

3. CERTIFICATION

I hereby certify that this request is made voluntarily. I was not coerced, intimidated or financially

induced into donating PTO and/or grandfathered sick leave. By signing I hereby relinquish all rights

to the PTO or grandfathered sick leave hours shown above and the benefits accruing or attached to

the same. I understand that the donation of leave is irrevocable and irreversible and that no leave

will be refunded to me. I certify that I will have a remaining balance of 80 hours or more of PTO

after making this donation.

Date:___________________ ___________________________________________ Signature of Donating Employee Date:___________________ ___________________________________________ Human Resources Department Date:___________________ ___________________________________________ Finance Department

//////////For Finance Department Use Only////////////

1. Donor: 2. Recipient: Hours Donated: Value Recorded: Hourly Rate: $ Hourly Rate: Donation Value: *Hours Received:

* (Donor Total divided by Recipient Rate):

–Distribution:


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11430501v1 Revised 9/7/2017

Original - Finance Department Copy: HR/Employee File

Tuition Reimbursement/Professional Development Program:

MORPC encourages and supports employees’ efforts to broaden the skills and knowledge which lead

to job enrichment at MORPC. Full-time employees who have completed their six (6) month

introductory period are eligible for the MORPC Tuition Reimbursement/Professional Development

Program. If approved, MORPC will reimburse staff up to $3,000 per year for courses or instruction

working towards an Associates or Undergraduate Degree, or $5,000 per year for Graduate Degree,

provided by colleges, universities or other approved agencies and groups that are directly applicable

to the employee’s job duties. Other relevant extensive professional development programs (such as

Leadership Columbus) may be approved for up to $5,000 per year as well.

Employees working to achieve or maintain a certification in their field of work (e.g. PE, SHRM, CPA,

AICP, Housing Professional Certification, etc.) are also eligible for up to $3,000 reimbursement for

the cost of coursework and testing upon completion of certification. For professional development

programs, certification renewal, and coursework that does not require testing upon completion,

reimbursement prior to course completion, or direct payment to the vendor is acceptable in a

manner consistent with MORPC finance processes and procedures.

Some programs allow for students to test out of classes. MORPC will reimburse for the cost of these

tests subject to and included within the same limits and parameters noted above and below

including successful outcome of the test (i.e. placing out of the class).

Part-time employees (less than 30 hours per week) are eligible to participate at the expiration of

their six-month introductory period and will be reimbursed up to $1,500 for Undergraduate Degree or

Certification and $2,500 for Graduate Degree.

Permission for use of the tuition reimbursement/professional development programTuition

Reimbursement/Professional Development Program must be obtained prior to course registration

from the immediate Supervisor, Department Head and director of human resources.Human

Resources. The process for acquiring the appropriate approvals shouldshall be initiated by the

employee requesting reimbursement well in advance of course registration deadline dates. The

procedure for acquiring approval for tuition reimbursement/professional development begins with

the MORPC Tuition Reimbursement/Professional Development Application form which may be

obtained on-line from the MORPC loungeintranet in the HRHuman Resources section under Forms.

Payments are made on a reimbursement basis after the employee has completed the course with a

grade of “C” or better or achieved certification. Course attendance is to be on the employee’s own

time. Original receipts for eligible expenses and the grade report (“C” or better) or proof of

successful completion of the course studies, or certification will be required prior to reimbursement.

EDUCATIONAL OPPORTUNITIES


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11430501v1 Revised 9/7/2017

Employees will not receive their actual reimbursement until after the successful completion of the

course study or certification.

Other fees, parking, the purchase of books, etc. and are not eligible for reimbursement unless

otherwise approved by the Executive Director.

The director of human resources utilizingUtilizing the MORPC Tuition/Professional Development

Authorization for Reimbursement Approval form, Human Resources will make approval for

reimbursement of eligible expenses. The form will also serve as the means, after appropriate

receipts are attached, by which the Finance Department will be notified of the amount of

reimbursement. Any employee, who receives tuition reimbursement/professional development

reimbursement and leaves the agency within one year of the reimbursement for any reason, must

repay the agency in full.

Additional professional development, such as professional coaching or other MORPC-provided

development opportunities, may be paid via direct payment to the vendor or reimbursed via

MORPC’s reimbursement policies upon submission of adequate documentation.

Seminars, Conferences and Training:

When MORPC determines, in its sole discretion, that it would be a benefit to the agency and the

employee, MORPC may pay the necessary expenses incurred by an employee to officially represent

the agency by attending:

Professional seminars

Conferences

Training sessions

Other official meetings or gatherings

Department Heads are responsible for monitoring and recommending participation in seminars,

conferences and training within departmental budgetary constraints.

The Human Resources Department is responsible for approving all professional development

training whether paid from a department budget or the Human Resources’ Resources budget. The

Executive Director has final approval authority for all recommended actions. Approval must be

requested on the Prior Approval for “Travel Request/Authorization” form if out-of-town travel is

required; otherwise a purchase requisitionorder is required. (See (see Section 8)).

The following are guidelines to determine the appropriateness of participation in seminars,

conferences, training or continuing education: obtaining information necessary to the agency for

completion of its goals or objectives; receiving training in new procedures, techniques, or concepts in

planning directly applicable to MORPC’s work; improving management or supervisory skills;

improving capabilities for work with the public; assisting a staff member in acquiring skills necessary

to their job function; and/or to take professional exams. The director of humanHuman Resources

will assist in the determination and assessment of various programs.


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11430501v1 Revised 9/7/2017

Upon completion of a seminar, conference or training, a copy of the certificate of completion

shouldshall be returned to the Human Resources Department within five days of taking the course.

MORPC will pay up to $1,000 of an existing employee’s costs incurred in renewing an H-1B visa if

the employee has completed theany six month introductory period, including for a transfer or

promotion, and is satisfactorily meeting all of the requirements of the employee’s position.

MORPC’s Employee Recognition Program is called the Star Program which became effective July 1,

2011. Each Department Head may send recommendations to the Human Resources Department

Director of Operations for employees or teamteams that deservesdeserve to be recognized for

achievements during that particular quarter. The recommendations must be thorough and go into

detail as to why this employee or team deserves to be recognized. The recommendation can be

made by anyone in the agency and then forwarded on to the head of the department where the

employee or team works. The Department Head, after reviewing the recommendation, will forward it

on to the Human Resources Department Director of Operations for review, which will then be

forwarded on to the Executive Director for review and approval. All approved recommendations will

be put into a random drawing atevaluated by the Executive Director after the end of each quarter.

Two winnersWinners will be picked by the executive director.selected each quarter by the Executive

Director – usually an individual winner and all members from one winning team. Individual winners

win $250 before taxeswill receive one day off with pay (8 hours PTO added to be split between team

members.their accrued balance, pro-rated for part-time employees) and team members will receive

½ day off with pay (4 hours of PTO added to their accrued balance, prorated for part-time

employees).

Individuals that were approved for recognition and were not winners of the random drawingbut were

not selected will receive a non-monetary recognition certificate. All those approved for recognition,

including the winners of the random drawing, will be showcased in the Regional eSource.

At the end of the year, there will be a drawing of all approved recommendations that were submitted

during the year, includingexcluding the quarterly winners, and one winner will be randomly selected

and receive $500 before taxes. Youone day off with pay (8 hours PTO added to their accrued

balance, pro-rated for part-time employees). Employees must still be a MORPC employeeemployees

at the time of the drawing to be eligible.

The Recommendation Form is located on MORPC’s internal websitethe MORPC intranet in the

HRHuman Resources section under forms.

H-1B SPONSORSHIP

STAR PROGRAM


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11430501v1 Revised 9/7/2017

After one year of employment, an employee will receive a one (1) year certificate. For service in five

(5) year increments, employees will receive a gift catalog appropriate for their year of service to

select an Employee Longevity Incentive of their choice.

It is the intention of the agency to provide benefits to employees that support MORPC’s mission. To

this end, MORPC reaffirms its commitment to support alternative transportation efforts to aid

employees getting to and from work. In addition to those benefits described here, the Executive

Director may authorize additional incentive programs to encourage employees to utilize alternative

transportation modes.

Rideshare Matching Services:

RideSolutionsGohio Commute is a MORPC program created to enable commuters to participate in

alternative forms of transportation, such as carpooling, vanpooling and transit. RideSolutionsGohio

Commute encourages commuters to share the ride to work to reduce single occupant vehicle use

and achieve cost savings and a cleaner environment in the Central Ohio region.

Gohio Commute Rideshare Matching Services:

RideSolutions can assist staffemployees interested in commuting to the worksite in a carpool or

vanpool. StaffEmployees can obtain a free personalized rideshare match list, with names of other

commuters interested in carpooling or vanpooling to downtown Columbus. Participating in the

carpool or vanpool can save employees money, reduce auto emissions and help alleviate traffic

congestion. For more information contact the RideSolutionsGohio Commute staff on extension

4133.

COTA Bus Pass Policy:

It is the intention of the agency to provide benefits to the employees that support MORPC’s mission.

To this end, MORPC reaffirms its commitment to support alternative transportation efforts to aid

employees getting to and from work. The agency will provide a monthly subsidy, as funds allow, for

employees to use the COTA buses for this purpose.The agency will provide an 80% subsidy, as funds

allow and subject to change, to assist employees with purchasing COTA one-day passes (minimum of

5) or monthly bus passes. This subsidy is designed to encourage alternative forms of transportation,

increase the parking spaces available for MORPC guests and to be useful for the employee as a

means of transportation to and from worksite. Bus passes must be used regularly by the employee

for commuting to and from work and will not be available for purchase for employee’s family

members or friends. If an employee purchases a monthly bus pass subsidized by MORPC and also

drives a vehicle to work regularly, the director human resourcesHuman Resources will determine

whether the employee’s privilege to purchase a bus pass will be withheld along with other

disciplinary actions as warranted.

EMPLOYEE LONGEVITY INCENTIVES

EMPLOYEE COMMUTER BENEFITS


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11430501v1 Revised 9/7/2017

MORPC also provides a one-day bus pass to staff that want to use the bus for business purposes

instead of his/her car.

Bicycle to MORPC:

Employees commuting by bicycle may use the bicycle rack located at the rear of the building or the

locked bicycle room provided inside the building. There is a shower and lockers that staff may use

located in the building.

MORPC is also a corporate sponsor to the COGO Bike Share program and will reimburse staff for any

preapproved bicycle trips made for business purposes. A bike helmet is available at the front desk.


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11430501v1 Revised 9/7/2017

FULL-TIME EMPLOYEES

SUMMARY OF MAJOR BENEFITS*

PAID TIME OFF (PTO) Time off hours depending on the length of continuous service

HOLIDAYS 10 Federal Holidays

MAJOR MEDICAL &

HOSPITALIZATION

DENTAL CARE

VISION

PRESCRIPTION DRUG

EAP

Employee cost share for individual and family plans.

Benefits generally become effective on the first day of the month

after 30 days of employment.

SHORT TERM DISABILITY Short term disability benefits after 2 week waiting period

LONG TERM DISABILITY Long term disability benefits kicks in after Short Term is exhausted

MATERNITY, PATERNITY OR

ADOPTION LEAVE

2 weeks paid leave

SERIOUS ILLNESS LEAVE 2 weeks paid leave

LIFE INSURANCE $50,000 of term coverage with election of health insurance plan

coverage

SUPPLEMENTAL LIFE Additional life insurance for employee, spouse/domestic partner,

children. The premium for this additional coverage is 100%

employee funded.

OPERS Ohio Public Employees Retirement System – Participation is

mandatory

MEDICARE Employee contribution 1.45% matched by MORPC for employees

hired on or after April 1, 1986

DEFERRED

COMPENSATION

Deferred Compensation plan available through the State of Ohio

and the County Commissioners Association of Ohio

CREDIT UNION Columbus Municipal Employees Federal Credit Union for checking,

savings and loans or other services

ALTERNATE WORK

SCHEDULE

Flexible and staggered working hours may be available to benefit

employee’s individual requirements, when work flow permits

Requests for alternative work hours must be approved by

immediate Supervisor, Department Head, Director of Operations

and Executive Director.

EMPLOYEE DEVELOPMENT Tuition reimbursement program, seminars, conferences and

training offered to develop employees


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11430501v1 Revised 9/7/2017

COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who

choose to commute by bus

PART-TIME EMPLOYEES


(For Employees Working 30-39 Hours Per Week)

Does not include Interns or Temporaries

PAID TIME OFF (PTO) &

HOLIDAYS

Pro-rated PTO and holiday leave

MAJOR MEDICAL &

HOSPITALIZATION

DENTAL CARE

VISION

PRESCRIPTION DRUG

EAP







ADOPTION LEAVE

2 weeks paid leave



coverage



employee funded.


mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE







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11430501v1 Revised 9/7/2017





PART-TIME EMPLOYEES





HOLIDAYS



mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE











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11430501v1 Revised 9/7/2017

PART-TIME EMPLOYEES


(For Employees Working Less Than 20 Hours Per Week)



mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE










*The above summaries are provided for ease of reference only. Employees should refer to the

applicable policy in this Guidebook and the relevant plan document, where applicable, for

information regarding these and other benefits.


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11430501v1 Revised 9/7/2017

State of Ohio Public Employees Only

Prior Service Credit (Must be completed and certified by former employer)

Name of Employee:

Employee’s Signature Authorizing Release of Information:

If Not Applicable, Signature:

Social Security Number:

In response to a request for certification as to the above-named individual’s prior employment with

this agency:

1. This is to certify that the above-named individual was continuously employed by this public

employer during the period(s) of time from (Please indicate whether the individual was in a full-time or

part-time status. Certification will not be processed unless full or

part-time status is indicated for each period of employment.)

FT PT # of hrs: Beginning: Ending:



# of uncashed sick leave hours:

2. I am unable to certify the information you requestrequested in paragraph one because:

This agency has no record of employment for the above-named individual such that I cannot

certify the requested information to you.

Although this agency has a record of employment of the above-named individual, this

agency’s records are incomplete such that I cannot certify the requested information,

including:

Signature of Certifying Agent:

Name: Phone:

Position:

Name of Public Employer:

Street Address:

City, State, Zip Code:

Email: Date of Certification:

Please direct this request to

Deborah Murphy, Shawn Hufstedler

Director of Operations Human Resources, Administration & Information

Technology

MORPC

111 Liberty St., Suite 100

Columbus, OH 43215

FOR MORPC HR DEPARTMENT USE ONLY

Initial Director of Human Resources

Date Received

Date to Finance


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11430501v1 Revised 9/7/2017

This document is subject to recertification by MORPC with the certifying agent. No faxes will be accepted.

Employee Guidebook Section 4 – Wage and Salary Administration

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11430501v1 Revised 9/7/2017

SECTION 4 – WAGE AND SALARY ADMINISTRATION

The agency budget for employee wage or salary increases may vary from year to year based on

computationcomputations developed by the Executive Director and the Finance Department, which

must be approved by the Executive Committee each year.

Promotions:

Department budgets, which are updated every six months, must bear the cost of promotions. The

Department Heads must work with the Executive Director, the Finance Director and the director of

human resourcesOperations to budget and plan for promotions. An employee in an introductory

status or an employee with active formal discipline within the past 12 months or unsatisfactory

performance is not eligible for a promotion. Employees who are promoted are put on a six month

introductory period in the new position. For budgetbudgetary reasons, promotions will only be

approved with an effective date of January 1 or July 1 unless there isare special circumstances that

require a different date and approved by the finance director, human resources directorFinance

Director, Director of Operations and the Executive Director.

Promotions for all grade levels including Department Head require the approval of the Executive

Director. Finance Department must be given accurate budget information for promotions every six

months in order that sufficient payroll is appropriated and adequate funding is identified and built

into the budget.

Pay Period:

ThereMost years there are twenty-six pay periods in the calendar year. The basic pay period is for

two weeks, with paydays normally scheduled every other Friday. New employees will be paid on the

next regularly scheduled payday following two weeks of employment. Depending on the employee’s

starting date, this may be for a partial pay period.

Time Records:

It is MORPC policy and practicestrives to accurately compensate employees in accordance with all

applicable laws. Employees are expected to record and submit their time worked via the online

electronic timesheet function in a timely manner, in accordance with submission deadlines listed in

the "Time Sheet Due Date Schedule" posted on the MORPC Intranet. To ensure that you are paid

properly for all time worked and that no improper deductions are made, you are encouraged to

review your paycheckspaystub/payroll direct deposit advice form promptly. If you believe a mistake

has occurred or if you have any questions, please use the pay reporting procedure outlined below.

Non-exempt Employees:

PAY GUIDELINES/OVERTIME


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11430501v1 Revised 9/7/2017

If you areEmployees classified as a non-except employee, youexempt must accurately record your

hours worked each day by completely and accurately completing a weeklyan electronic time card by

every Friday and on the last work day of the month. Your time cardtimesheet as noted above. The

timesheet must accurately reflect all regular and overtime hours worked, any absences, late arrivals,

and early departures. If you fail to log in and meal breaks. When you receive each paycheck,

pleaseout of the system, you must have a Supervisor note any adjustment. Please verify immediately

that you were paid correctly for all regular and overtime hours worked for each work period after

each pay.

Unless you are authorized in advance by your supervisorSupervisor, you should not work any hours

beyond your regular work hours. Do not start work early, finish work late, work during a meal break

or perform any other extra or overtime work unless you are authorized to do so and that time is

recorded on your time cardtimesheet. You may not perform andany “off-the-clock” work (i.e., work

performed but not recorded on your time cardtimesheet). Although you will be paid for all hours

worked, any employee who fails to report or inaccurately reports any hours worked will be subject to

disciplinary action, up to and including termination.

It is a violation of MORPC policy for any employee to falsify time cardstimesheets, or to alter another

employee’s time cardtimesheet. It is also a serious violation of MORPC policy for any employee or

manager to instruct another employee to incorrectly or falsely report hours worked or alter another

employee’s time cardtimesheet to under-report or over-report hours worked. If any manager or

employee instructs you to (1) incorrectly or falsely under-report or over-report your hours worked, or

(2) alter another employee’s time cardtimesheet to inaccurately or falsely report that employee’s

hours worked, you shouldshall report it immediately to the director of human resourcesOperations or

the Executive Director.

Exempt Employees:

If you areEmployees classified as an exempt employee, you receive a salary which is intended to

compensate youthem for all hours youthey may work for MORPC. While yourthe salary may be

modified from time to time, the salaryit will be a predetermined amount that will not be subject to

deductions for variations in the quantity or quality of the work you performperformed, except as

provided by applicable law (see examples below).

Your salary is subject to certain deductions in addition to the customary tax and benefit withholdings.

For example, your salary can be reduced for the following reasons under applicable law:

AbsencesFull-day absences for personal reasons when annual leavePaid Time Off (PTO) is

not available.

Absences for sickness or disability when PTO or paid sick time is not available.

Full day disciplinary suspensions for infractions of MORPC’s written policies.

Family and Medical Leave absences (either full or partial day absences) once accrued paid

sick, annual leavePTO and special leave time has been exhausted.

To Report Concerns or Obtain More Information:


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11430501v1 Revised 9/7/2017

If you believe you have been subject to any improper deductions, or your pay does not accurately

reflect your hours worked, or the wages paid are incorrect, you should shall immediately report the

matter to your Supervisor or Finance. If the Supervisor or Finance is unavailable or if you prefer, you

shall contact the Chief of Staff & Director of Operations or the Executive Director.

immediately report the matter to your supervisor. If the supervisor is unavailable or if you prefer, you

should contact the chief of staff/finance director, Shawn Hufstedler at (614) 233-4136 or

[email protected] or director of human resources, Deborah Murphy, at (614) 233-4106 or

[email protected] or the executive director, William Murdock at (614) 233-4101 or

[email protected].

Every report will be investigated and corrective action will be taken where appropriate. MORPC will

not permit retaliation against individuals who report alleged violations of this policy or who cooperate

in MORPC’s investigation of such reports. Disciplinary action, up to and including discharge,

however, will be taken against any employee participating in such retaliation.

New mothers who are non-exempt employees may take reasonable breaks to express milk for

nursing children, for up to one year. Lactation breaks should be taken in the designated mother’s

room, which has been set up to offer privacy. Please lock the door from the inside.

Nursing mothers who wish to refrigerate expressed milk should bring a cooler bag to be labeled with

your name and stored in the refrigerator. It is your responsibility to take expressed milk home timely

and to ensure it does not become contaminated.

Based on Ohio Revised Code requirements, Franklin County manages the payroll payments for

MORPC employees. It is the policy of Franklin County, Ohio that all employees paid by the County

Auditor’s Office be required to use the Direct Deposit feature to receive payroll related payments. In

accordance with state and federal requirements regarding Direct Deposit of payroll, the employee

shall select an eligible financial institution of his/her choice to accommodate the receipt of Direct

Deposit payments. This direct deposit policy conforms to Franklin County Auditor requirements and is

subject to change.

All employees newly hired shall be required to participate in the Direct Deposit feature. These

requirements must be met within thirty (30) days of the hire or appointment date and are as follows:

1) identify an eligible financial institution that will serve as a personal depository for the employee or

2) be granted an exemption by the County Auditor for reasons stated below.

An employee may be exempted from participating in the Direct Deposit feature if he/she does not

have an account at an eligible financial institution, and further provides evidence that he/she cannot

obtain an account at an eligible financial institution.

BREAKS FOR NURSING MOTHERS

DIRECT DEPOSIT


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11430501v1 Revised 9/7/2017

In the role of prescribing the manner in which agencies make disbursements, the Franklin County

Auditor has exclusive authority to grant any exemption from the Direct Deposit requirement. A

personal exemption may only be granted for the reason stated above (i.e., unable to acquire an

account at a financial institution) or other specific situation that the Franklin County Auditor may

deem to be an extreme hardship. An employee desiring to request an exemption from the Direct

Deposit requirement shall do so by completing a “Direct Deposit Personal Exemption Request

Form.”” provided by the Franklin County Auditor.

Payment related policies may change at Franklin County’s discretion and MORPC and MORPC

employees will follow those revised policies as applicable.

Online Payroll Service System

As part of the Direct Deposit feature to receive payroll related payments, employees shall enroll in

the Online Payroll Service System. operated by the Franklin County Auditor. This system gives

employees convenient access to electronic copies of Payroll Direct Deposit Advice Forms.

Failure to Comply

If an employee fails to comply with the Direct Deposit Payroll Policy, or provides incorrect information

in an attempt to comply with a direct deposit payroll policy, the Franklin County Auditor’s Office may

cause the direct deposit of the employee’s compensation into the financial institution designated by

the Franklin County Auditor for the employee’s benefit. Access to the compensation deposited in the

account held for the benefit of the employee may be enabled through a debit card issued to the

employee.

An employee who fails to provide written authorization for the direct deposit of his/her compensation

or comply with the requirements of the financial institution designated by the Franklin County Auditor

may be subject to progressive discipline for failing to comply with the terms of the Direct Deposit

Payroll Policy.

Payroll/Personnel Records

It is required that any changes affecting an employee’s personnel/payroll records which includes, but

is not limited to: name, address, telephone number, emergency contact telephone number, marital

status, number of dependents, or any other matters affecting personnel/payroll records, be reported

by the employee in writing to the director of human resourcesOperations within five business days of

the change.

Payroll Deductions


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11430501v1 Revised 9/7/2017

Certain deductions are made from an employee’s paycheck as required by law, in accordance with

certain benefit plans, or as requested by the employee. These deductions are itemized in the pay

statement which appears on yourthe electronic Payroll Direct Deposit Advice Form. Mandatory

deductions include, but are not limited to: OPERS contribution and State, Localstate, local and

Federalfederal taxes. Optional deductions include, but are not limited to: Deferred Compensation

benefits, various supplemental insurance programs, and credit union savings programs. Deductions

other than those required by law will be made only upon express, written authorization by the

employee.

Hours of work are delineated into the following categories:

Standard Working Hours:

The standard working hours for full-time employees are from 8 a.m. to 5 p.m., Monday through

Friday.

The Finance Department will spot check time cardstimesheets throughout the year. At the end of

each half of the year (June 30) and (December 3031) cumulative hours, which include vacation,PTO,

grandfathered sick leave, holidays, maternity/paternity leave, serious illness leave, bereavement

leave, special leave, and time worked, must total 1,032, 1,040 hours or 1,048 hours

(accountingFinance will advise).) for fulltime, exempt employees.

StaggeredFlexible Working Hours:

StaggeredFlexible working hours, generally between 7 a.m. to 4 p.m., 7:30 a.m. to 4:30 p.m., 8:30

a.m. to 5:30 p.m., and 9 a.m. toand 6 p.m., may be selected if approved in advance by the

supervisorSupervisor and the department headDepartment Head.

The ability to have an alternative work schedule is a benefit offered to full-time MORPC employees

based on the nature of the position held, and at the discretion of the Department Head. Staff

wishing to participate in the alternative work schedule program shouldshall discuss the ramifications

for the department and agency with their immediate Supervisor prior to the implementation of an

Alternative Work Schedule. Requests for alternative work schedule shouldshall be submitted to the

employee’s immediate Supervisor using the Alternative Work Schedule Application form found in this

section or onlineon MORPC’s intranet in the HRHuman Resources section under forms.

ApprovalsSupervisor and Department Head approvals or denials of alternative work schedule

requests by the immediate supervisor, including the reason for the approval or denial, shouldshall be

in writing.

WORKING HOURS

ALTERNATIVE WORK SCHEDULE


45

11430501v1 Revised 9/7/2017

All requests for alternative work schedules that have been approved by the Department Head and

Supervisor will be reviewed by the director of human resourcesOperations and forwarded to the

Executive Director for final approval or denial.

Non-exempt employees will not be permitted to work a schedule under which the non-exempt

employee is regularly scheduled to work more than ten (10) hours during any given work day or forty

(40) hours during a one week period.

If a staff member abuses the program by not documenting or following their schedule or submitting

incorrect time cardstimesheets, they may lose the privilege of participating in this program and may

be subject to disciplinary action, up to and including immediate terminationseparation.

Consistent with the Standard Working Hours, at the end half of the year (June 30) and (December

31) cumulative hours, which include vacation,PTO, grandfathered sick leave, personal leave,

holidays, other paid time and time worked, must total 1,032 hours, 10401,040 hours, 1,048 or

1,048056 hours for the half year period (accountingfinance will advise). Based on when these days

occur, some adjustment in the alternative work schedule may be necessary so that the cumulative

hours will equal the correct total for each six month period.

EmployeesAn employee working an Alternative Schedule need tomust work with his/her manager in

regards to scheduling of meetings in order to accommodate alternative work schedules, whenever

possible. Employees are required to attend MORPC All Staff meetings or other required meetings

regardless of their work schedule.

Full Day Alternative Work SchedulesSchedule Policy:

The full day alternative work schedule policy is available to exempt employees only. The plan

consists of eight nine-hour days and one eight hour day within a two-week period.

Annual leavePTO will be charged by the hour and not by the day. Annual leavePTO that is taken a

week at a time will be charged at 40 hours per week. Annual leavePTO taken by the day will be

charged according to the number of hours scheduled to be worked. For example: if an employee

wanted to take an annual leavea PTO day during a week when they were scheduled to work nine-

hour days, their annual leavePTO balance would be chargecharged nine hours. However, if the

employee wanted to take five days off during the same week, their annual leavePTO balance would

be charged 40 hours. That employee would then continue their two-week schedule the following

week.

Sick

Grandfathered sick leave, in all instances, will be charged by the number of work hours actually

taken based on the hours scheduled to work. For example: if an employee was scheduled to work a

nine-hour day but was sick, their grandfathered sick leave balance would be charged nine hours. If

an employee takes grandfathered sick leave for a whole week in which the employee works nine-

hour days, 45 hours would be charged against their grandfathered sick leave balance. Employees

are encouraged to make up sick leave when possible.


46

11430501v1 Revised 9/7/2017

All holidays are counted as eight hours and not nine hours. When holidays occur, they must be used

as the eight-hour day of the schedule.

If a holiday occurs on the scheduled day off, that employee may take an alternative day off,

preferably the day before or the day after the holiday as the scheduled day off. Regardless of

holidays, each participating employee must account for a minimum of eight nine hour days and one

eight hour day during any two week period.

Half-Day Alternative Work Schedule Policy:

A half-day alternative work schedule is available to full-time exempt and non-exempt employees. The

plan consists of four nine hour days and one four hour day within each week. The four hours off

shouldshall not be recorded on the timecards as hours worked.

Annual leavePTO and grandfathered sick leave will be charged by the hour and not by the day. Any

leave taken for a full day will be charged according to the number of hours scheduled to be worked

for that day. Holidays are counted as eight hours and not nine hours.


47

11430501v1 Revised 9/7/2017

MORPC ALTERNATIVE WORK SCHEDULE APPLICATION

Name: ______________________________________ Date: _______________________________________________

Department:____________________________________________________________

Department: _________________________________________________________________ Supervisor: __________________________________________________________________________________

____________________________________________ Status: [ ] Exempt [ ] Non-exempt Alternative Work ScheduleFlex-Time policy requested: [ ] Full Day (Exempt

Employees Only) [ ] Half-Day PROPOSED ALTERNATIVE WORKFLEXTIME SCHEDULE: Time off under the alternative work schedule mustmay not be taken on Monday or Friday.

Monday ____________________________

during the core hours of 9 a.m. to 3 p.m. Tuesday ____________________________

, Wednesday ____________________________

and Thursday ____________________________.

Monday start lunch end Tuesday start lunch end Wednesday start lunch end Thursday start lunch end Friday ____________________________start lunch

end Immediate supervisorSupervisor: Please note whether request is approved or denied, giving

reasons for the decision. _______________________________________________________ _______________________________________________________


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11430501v1 Revised 9/7/2017

_______________________________________________________ _____________________________

_________________________________ __________________________ Immediate Supervisor Date ______________________________________________________________

__________________________ Department Head Date ______________________________________________________________

__________________________ Director HR of Operations Date

______________________________________________________________

__________________________ Executive Director Date

MORPC’s aim is to have its employees perform their job in the most productive work environment

possible. At times, specific jobs or tasks may be accomplished more productively by the use of an

alternative work arrangement such as telecommuting.

Benefit of Telecommuting:

Telecommuting may result in benefits to the employee, through increased morale and retention; to

MORPC, through decreased office space costs and overhead; and to the community at large, through

decreased traffic congestion.

Telecommuting Defined:

Telecommuting is defined as an employment arrangement in which work delegated from the

employee’s Manager or Supervisor is regularly scheduled and conducted during the employee’s

normal work hours from a remote location, such as their home. For some job titles, work may be

done at odd hours and not necessarily at any specific time of the day or night. This telecommuting

policy will allow an employee to telework outside the office up to three days a week. The Department

Head and Manager will select the number and which days an employee may telecommute.

Characteristics of the Employee Eligible to Telecommute:

In determining eligibility for telecommuting, the Manager, Department Head and employee

shouldshall review the criteria listed below. To be eligible to telecommute, the employee must:

MORPC’S TELECOMMUTING POLICY


49

11430501v1 Revised 9/7/2017

Be a non-temporary exempt employee.

Be familiar with the types of tasks that he/she is responsible for accomplishing.

Be neither on a work-improvement plan (WIP) nor on probation for any reason.

Possess a high level of job skills and knowledge of equipment to be used.

Require moderate to low supervision, maintain high level of productivity, use good

judgment, and be able to self-manage.

Have a good time management and organizational skills; consistently meet

deadlines, and have good communication skills.

Take the initiative on projects, follows through with work, and be a self-motivated,

independent worker.

Have worked for MORPC for a minimum of six (6) months and have successfully

completed the introductory period.

Characteristics of the Job or Task for Telecommuting:

Limited face-to-face interaction with customers, clients, employees, or the public in

general, and the job task has phases of work in which the employee spends most of

the time working by him/herself.

Day to day work does not require serving as a back-up to an agency administrative

support team.

A majority of the work product is quantifiable (such as meeting quotas, producing a

project on time, and crunching numbers of data).

Necessary resources are available for remote work (for example, access to files and

the proper computer equipment).

Schedules and workflow can be at least partially controlled by the employee.

Security measures and computer firewalls used to protect information are sufficient

to protect confidential information at the remote site.


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11430501v1 Revised 9/7/2017

Working on a major project that requires a great deal of independent thought and

action (this would be a short-term request for telecommuting).

Approval Process:

The employee shouldshall request a telecommuting arrangement from his/her immediate Manager

or Supervisor. If the employee and the position are considered by the Manager or Supervisor to be a

possible telecommuting “fit”, the Manager or Supervisor will request the employee to submit the

“Telecommuting Application” to the Department Head and to human resourcesOperations for

recommended approval.

The Telecommuting Application requires that the employee list the days and times during which the

employee is expected to work and how output will be tracked. and monitored. The employee

shouldshall designate a place in the home as the workplace.

The immediate Manager and Department Head shall comment and make recommendations on the

Application and submit it to the director of human resourcesOperations for any comments and

recommendations. The Department Head, in consultation with the director of human

resourcesOperations has the discretion to deny or recommend for approval any telecommuting

request. The Executive Director must provide final approval for all telecommuting arrangements.

MORPC may require the employee to provide and/or maintain any equipment necessary for the

telecommuting arrangement, including for example, computer, telephone lines and charges, modem

and fax.

Upon approval by the Executive Director, the employee must sign a Telecommuting Agreement. If

any of the characteristics of the job/task or the employee performance should change such that they

would no longer be compatible with telecommuting under this policy, or if the Manager or

Department Head otherwise believes it to be in the best interest of the department and/or MORPC,

the Manager and Supervisor may request to the Department Head and Executive Director to modify

or terminate the Telecommuting Agreement at any time. The Manager needs to notify the director of

human resources of any change, modification or termination within 10 days of the requested action.

In addition, the employee has the option to request modification or termination of the

Telecommuting Agreement.

The Telecommuting Agreement is not a contract of employment, and nothing in this Policy or any

Telecommuting Agreement alters the at-will nature of employment relationship, under which the

employment relationship may be terminated at any time by either the employee or the employer for

any lawful reason, or for no reason.

The Review Process

Measuring Productivity of the Telecommuter:


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The employee who desires to participate in this program must explain how their productivity will be

measured by their Supervisor. Examples of a participant measurement options would be measuring

work-task output; focus groups to obtain hands-on feedback; evaluating communication efficiency

and participation in surveys to measure perceptions. Annually the employee and Supervisor shall

agree upon a regular review process, that is not in conflict with MORPC’s other Policies and

Procedures.

Non-exempt employee compensatory time off is at a rate of one and one-half hours for each hour of

employment for which overtime payment is required under applicable law.

In certain instances, MORPC may award flex time to full-time exempt employees, who work more

than 40 hours during a workweek. Flex time is awarded at a rate of one hour for one hour of work

and must be used within 6 months of being earned.the current 6 month period (i.e. the period

ending June 30 or December 31).

Exempt employees may not accumulate more than 40 hours of flex time during a 6 month period.

Allocation of hours must balance at 6 months. (June 30 and December 31). There is no carry-over or

cash out for flex time hours not used during that 6 month period. Must have supervisory approval.

The mandatory unpaid lunch period for full-time non-exempt MORPC employees will beis a one-half

hour30 minute minimum to 1 hour maximumgenerally between 11 a.m. and 2 p.m. at a time that

does not result in the employee working for more than 6 hours continuously.

Employees are expected to be punctual each working day. Immediate Supervisors are responsible

for discussing problems concerningconcerns regarding habitual tardiness with the employee.

Persistent tardiness will result in disciplinary action, up to and including dismissal. If an employee

will be late, they shouldshall contact their immediate Supervisor as early as practicable, but no later

than 30 minutes after the employee’s scheduled starting time. If the immediate Supervisor is not

available, a message including expected arrival time, shouldshall be left with the department

administrative assistant or the receptionist for forwarding to the Supervisor.

FLEX TIME FOR EXEMPT EMPLOYEES

LUNCH PERIOD

TARDINESS

ABSENCES


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Employees are generally expected to consistently report to work as scheduled. An employee who fails

to meet this expectation may be subject to discipline, up to and including immediate dismissal.

When making decisions regarding disciplinary action for attendance, MORPC will not consider any

absence(s) approved as FMLA leave.

Reporting Procedures:

When an absence is foreseeable, employees shouldshall report the absence to their Supervisor 30

days prior to the absence. If the absence is not foreseeable, employees shouldshall report the

absence to their supervisor as soon as practicable, but notSupervisor no later than 30 minutes after

their scheduled starting time. when practicable. If the immediate Supervisor is not available, a

message should(via email, phone, etc.) shall be left with the department administrative assistant or

the receptionistother designee for forwarding to the Supervisor. Employees are expected to call

each day of absence. Immediate supervisor shouldSupervisor must notify the director of human

resourcesHuman Resources when an employee is absent due to illness or injury for more than three

(3) consecutive days. Supervisors not reporting such absences to Operations are subject to

disciplinary actions.

An employee must inform their Supervisor a minimum of one day in advance if they expect to be

absent from the office for work-related reasons. The employee shall inform their Supervisor in regard

to the nature of their work, length of absence and where they can be located.

Discipline:

Failure to timely report an absence in accordance with this policy and/or excessive absences from

scheduled work may be grounds for disciplinary action, up to and including dismissal. Any employee

who is absent from work for more than three (3) consecutive work days without authorized leave and

without notice to their Supervisor, shall be subject to dismissal and will be considered to have

abandoned their position.

including termination. Any employee who is absent from work for three or more successive work

days without authorized leave and without notice to their supervisor, shall be subject to dismissal

and will be considered to have abandoned their position.

Due to Work Assignments:

Safety is high priority for MORPC. If an employee does not feel safe traveling to work due to severe

weather or emergency conditions, requested usage of available PTO time will be approved. Flex time

is also available for use in accordance with the flex time policy.

An employee must inform their supervisor a minimum of one day in advance if they expect to be

absent from the office for work-related reasons. The employee should inform their supervisor in

regard to the nature of their work, length of absence and where they can be located.

SEVERE WEATHER AND EMERGENCY CONDITIONS


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In the event of severe weather conditions (i.e. Snow emergency level 2 or 3) or other emergencies,

the Executive Director may decide to close MORPC for the remainder of the dayoffice. As such, the

director of human resourcesChief of Staff & Director of Operations or chief of staffdesignee(s) will

notify employees as soon as possible. Time off will be documented on the timesheet and vacation

can be used or staff may make up time over the next two pay periods, with the exception of non-

exempt employees, who must have supervisor approval in order to make up time, since the time

must be made up during the same week as the time they were off. Any employee, who was on a

previously approved leave day during a declared emergency, shall be charged leave for which

approval was already given prior to the emergency period.granted.

Franklin County Snow Emergency Levels

Level 1 – Snow Alert

Roadways are hazardous with blowing and drifting snow. Roads are also icy, drive carefully.

Level 2 – Snow Advisory

Roadways are hazardous with blowing and drifting snow. Only those who feel it is necessary to drive

should be out on roadways. Contact your employer to see if employees should report to work.

Level 3 – Snow Emergency

All roadways are closed to non-emergency personnel. No one should be out during these conditions

unless it is absolutely necessary to travel. All employees should contact their employer to see if they

should report to work. Those traveling on the roadways may subject themselves to arrest. The

MORPC offices will be closed in the event a Level 3 Snow Emergency is issued.

If an employee lives in or passes through another county that has similar emergency levels, the

employee should not come to work in the case of a Level 3 Snow Emergency. Time off with pay will

be granted to the employee in a manner consistent with an office closing.

Employee Guidebook Section 5 – Performance Management Process

54 11430501v1 Revised 9/7/2017

SECTION 5 – PERFORMANCE MANAGEMENT PROCESS

The formal performance management process is a tool designed to foster communication between

Supervisor and employee to achieve MORPC goals and objectives on a regular basis. Performance

evaluations are conducted to reward positive performance, to correct unsatisfactory performance

and set appropriate short and long-term goals. All performance evaluations are completed with an

effective date annually on a common review date of January 1stfor the calendar year.

The performance evaluation will provide support and documentation for pay increases, promotions,

demotions, layoffs or terminations. It will provide an opportunity for the Supervisor and the

employee to discuss job duties and expectations. The evaluation process promotes discussion in

regards to career path, alternative career paths and necessary training requirements. It also

determines the appropriateness of a pay increase, if it is warranted and available within the

approved budget.

The staff of the

Human Resources Department is available to support all aspects of the performance management

process.

Performance Summary: Employee Performance Evaluation:

Near the end of the planning cycle or shortly after, the employee shouldshall meet with his/her

Supervisor to assess the employee’s performance. In the Performance Evaluation

Formperformance evaluation, the discussions that employees have had with their Supervisor

throughout the year are formally reaffirmed and documented. If the performance evaluation process

has been successfully followed, both the staff and the supervisor shouldSupervisor will come into the

performance evaluation meeting with a clear view of the performance level the staff member has

achieved.

The employee’s Performance Evaluation Formperformance evaluation will provide the employee with

an overall performance rating for the year. The employee’s performance will be rated on a scale that

includes four categories: “Exceptional”, Successful”, "Marginal”, and “Unsatisfactory” – defined

below.predetermined scale. Completing the performance evaluation on time is very important.

Completing the Performance Evaluation Forms on time is very important. The agency has adopted a

common review date of January 1st – a deadline by which all performance evaluations shall be

completed and reviewed by the director of human resources. Employees can encourage the

completion of his/her Performance Evaluation Form by forwarding to his/her supervisor/manager a

brief overview of his/her performance for the year.

The recommended pay increase, if any, should beis based upon skills, market conditions, internal

equity, and the employee’s overall performance rating. Payroll Authorization (PA) forms will not be

processed until the completed Performance Evaluation Form performance evaluation has been

received and reviewed by the director of human resources. ThereHuman Resources. As there is no

retro-pay so, Human Resources must receive all evaluations must be receivedby the prescribed time

in the Human Resources Department by no later than the first week of December. All

writtenperformance management process. All performance evaluations and recommended pay

increases will be reviewed by the director of human resourcesChief of Staff & Director of Operations


55 11430501v1 Revised 9/7/2017

prior to Supervisor or Department Head conducting the performance evaluation meeting with the

employee. The directorDirector of human resourcesOperations may offer advice and assist with

additional comments or suggestions.

Interim Evaluations:

Although the formal performance evaluation process is conducted every twelve months, it may be

helpful or necessary to conduct interim evaluations to clarify expectations. If an employee is

performing at a level considerably above or below the expectations of their goals and objectives for

the current year, the Supervisor may choose to conduct a formal interim performance evaluation to

recognize positive achievements or in hopes of alleviating the problem or problemsissue(s)

associated with a low level of performance.

New hires shouldmust receive an interim evaluation at the end of their 6 -month introductory period.

The interim evaluation shouldis intended to be viewed as a positive tool in order to receive feedback

on the tasks, goals and objectives the employee is responsible for during the year.

Each task within the major areas of responsibility in the detailed position description and the

employee’s performance appraisal should be carefully analyzed in order to assign a performance

rating.

A commentary on other applicable factors should be added to the standard portion of the evaluation.

These factors should include professional development, training, skill, attendance, noticeable

achievements, accomplishments, behaviors and even attitude.

Following the narrative of the completed performance evaluation, a summary should be provided to

bring closure to the formal written performance evaluation. After carefully reviewing the

performance, a composite rating should be indicated on the last page of the performance evaluation

form.

The performance ratings are as follows:

Exceptional:

This level of performance is above and beyond what is outlined in the job description; exceeds what

is expected for the position; and adds unique contributions to the department of the agency which

have substantial and significant impact.

Successful:

This level of performance is consistent with the duties and responsibilities of the position. (95% of

employees should fall into this category)

Marginal:

Any performance that falls below what is expected and improvement is needed relative to the duties

and responsibilities of the position.

Unsatisfactory:

The performance is unacceptable in all respects relative to the duties and responsibilities of the

position.


56 11430501v1 Revised 9/7/2017

The employee should have the opportunity to review the evaluation a minimum of three to five days

prior to the scheduled performance evaluation meeting. This provides ample time to prepare for

constructive participation in the evaluation meeting. The performance evaluation process is not

complete without the employee’s input.

The formal performance evaluation meeting should be

The formal performance evaluation meeting is conducted in a professional environment free of

interruption and conducive to open communication. The employee and their immediate supervisor

shouldSupervisor will attend the meeting. The employee shouldwill be encouraged to provide input

concerning each major area of responsibility in the performance evaluation form.

The supervisor shouldSupervisor will encourage feedback from the employee, provide support and

suggestions for improvement in areas where performance is low, recognize accomplishments and

positive performance, as well as provide direction and goals for the future. Goals should include any

training, which will improve the employee’s performance/contribution to MORPC outcomes and

goals.

If the employee feels the evaluation does not trulyaccurately represent actual job performance and a

satisfactory conclusion cannot be reached between the employee and the Supervisor, the employee

may appeal to the next level of supervision. A meeting shouldmust then be scheduled with the

employee, the supervisor and the department head these three parties to discuss those areas of

concern in hopes of eliciting a positive result. agreed upon by all parties. In the event that the

parties involved cannot resolve the areas of disagreement, the director of human resourcesHuman

Resources may be consulted and/or participate, if requested.

Payroll Authorization:

At the conclusion of the formal performance evaluation meeting the director human resources will

initiate and route to the supervisor the Payroll Authorization (PA) form for signatures. It is critical that

the PA form be filled out completely and accurately. Salary increases can potentially be delayed if

the PA form is delayed or incorrect.

Completed Evaluation:

Prior to reviewing the evaluation with the employee, the director of human resourcesHuman

Resources shall review all staff evaluations. The exception to this could be department

head’sDepartment Head’s evaluations. The employee and supervisor should each retain a copy,

depending on the format of the evaluation for future reference. . The evaluation with the original

signatures shouldmust be forwarded to the director human resourcesHuman Resources in a yellow

envelope stamped with the year of the performance evaluation and the employee’s

name.confidential manner. The original evaluation will be placed in the employee’s personnel file.

Envelopes for routing the signed evaluation can be requested from Human Resources.

CONDUCTING THE PERFORMANCE EVALUATION


57 11430501v1 Revised 9/7/2017

Any time during the employment of an employee, a manager and/or supervisorSupervisor may deem

it appropriate to place their employee on a performance improvement plan (PIP) to give guidance,

and structure to an employee who may have difficulty in performing their job duties.

The PIP will also initiate the employee to be placed on a probation status. In general, employees

placed on a PIP may be given up to 90 days to improve performance andin a substantial and

sustained manner, and to meet the performance goals outlined in the PIP, so as to avoid further

discipline, up to and including termination.

At the beginning of the 90 days, the Manager/Supervisor and employee will meet to create the PIP

and getobtain a clear understanding of the expectation of the Manager/Supervisor for the employee

to achieve a “competent”satisfactory rating at the end of the 90 days.

The employee will not receive abe eligible for merit increase while working under a PIP. Upon

successful completion of a performance improvement plan period, a discretionary merit-based

increase may be approved if in the PIP. view of the Department Head, Human Resources and the

Executive Director, the employee has demonstrated substantial and sustained improvement. If, at

the conclusion of the 90 days (or lesser period), the manager/supervisorSupervisor determines that

the employee has not improved in performance, the result can be a “last chance” periodExecutive

Director reserves the right to extend the PIP period, or termination of terminate employment without

further notice.

PERFORMANCE IMPROVEMENT PLAN

Employee Guidebook Section 6 – Employee Conduct

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SECTION 6 – SUPERVISOR – EMPLOYEE RELATIONSCONDUCT

General Policy Statement:

Supervisors, Managers and Department Heads are responsible for the development of positive

employee relations within their respective areas. The director of human resourcesOperations is

available to assist in this process as requested.

After one year of employment, an employee will receive a one (1) year certificate. Then for service in

five (5) year increments, employees will receive a gift catalog appropriate for their year of service to


MORPC’s members and clients will continue to dictate our dress code. While many of them have

adopted a is business casual unless the situation dictates traditional business attire, such as

meeting with members that have a traditional business dress code, not all have or attending an

event where traditional business attire is expected, etc. There are also certain places and events

where casual dress is not acceptable. If employees have a member or client meeting, they

shouldshall dress accordingly – either traditional business or business casual.

Our business casual dress code offers a comfortable alternative to suits, dress shoes and the

formality of the traditional office. Keep in mind that business casual never means sloppy. It does

not include shorts or other types of recreational attire. Employees shouldshall also avoid worn,

frayed, wrinkled, stained, see-through or tight-fitting clothing.

In order to

To provide equal employment and advancement opportunities in all individuals’, employment

decisions at MORPC will be based on merit, qualifications, and abilities. MORPC does not

discriminate in employment opportunities or practices on the basis of race, color, religion, sex

(including or gender, gender identity, pregnancy, childbirth or related medical conditions),, national

origin, ancestry, age, disability, Vietnam era/disabled veteran status, military status, sexual

orientation, genetics or any other characteristic protected by applicable law. This EEO Policy governs

all aspects of employment, including selection, job assignment, compensation, discipline, separation

and access to benefits and training.

MORPC will make reasonable accommodations for qualified individuals with known disabilities

unless doing so would result in an undue hardship. If you believe that you are a person withan

employee has a disability and you believe you needneeds a reasonable accommodation to enable

you to perform the essential functions of yourthe job, pleasethe employee should contact the

director of human resourcesOperations to begin ourthe accommodation process.

DRESS CODE

EQUAL EMPLOYMENT OPPORTUNITY POLICY


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MORPC prohibits harassment of any individual on the basis of any characteristic listed above. For

information regarding MORPC’s policies for addressing complaints of harassment, please refer to

MORPC’s Policy Againstpolicy against Harassment located in this Section.

This EEO Policy governs all aspects of employment, including selection, job assignment,

compensation, discipline, termination and access to benefits and training.

Any employeesemployee with questions or concerns about any type of discrimination in the

workplace are encouraged to bring these issues to the attention of MORPC’s director of human

resourcesHuman Resources or the Executive Director. Employees can raise concerns and make

reports without fear of reprisal, harassment, intimidation, threats, coercion or discrimination.

MORPC maintains an audita record and reporting system to determine overall compliance with its

equal employment opportunity mandates and to respond to any specific complaints applicants or

employees file with MORPC’s director of human resources or its executive director.Human Resources

or the Executive Director. Overall responsibility for implementation of MORPC’s equal employment

opportunity programs and for affirmative action compliance activities is assigned to MORPC’s

executive director, who may be reached at 614-233-4101Executive Director.

Equal Opportunity With Respect toNondiscrimination in Planning Activities:

It is MORPC’s policy to carry out all planning programs and activities in such a manner that no person

shall, on the grounds of race, color, national origin, religion, sex, age, disability or any other legally

protected statussexual orientation, gender identity, genetic information, age, disability, military

status (past, present or future), creed, marital/familial status, limited English proficiency, or status

with regard to public assistance, be excluded from participation in, be denied the benefits of, or be

subjected to discrimination with respect to planning, programs or activities.

Members, committee members and employees of MORPC are subject to the Ohio Ethics Law and

related statutes. It is necessary for members, employees and committee members to be aware of

and abide by the prescribed code outlined in Resolution 45-94 which is listed below.

Section 1:

A. That no member, committeescommittee member or employeesemployee of the

Commission shall receive or agree to receive directly or indirectly, compensation,

anything of value or the promise of anything of value other than from the Commission

or the governmental unit which they serve and represents on the Commission, which

compensation or thing or value is of such a character as to manifest a substantial

and improper influence upon them with respect to their duties.

Section 2:

CODE OF ETHICS POLICY


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A. That no member, committee member or employee of the Commission shall authorize,

or employ the authority or influence of their office to secure authorization of any

public contract in which they, a member of their family, or any of their business

associates has an interest.

B. During their term of office or within one year thereafter, occupy any position of profit

in the prosecution of a public contract authorized by them or by the Commission, of

which they are a member at the time of authorization, unless the contract was let by

competitive bidding to the lowest and best bidder.

C. Have an interest in the profits or benefits of a public contract entered into by or for

the use of the Commission.

D. Have an interest in the profits or benefits of a public contract that is not let by

competitive bidding when required by law, and that involves more than $150 dollars.

E. Authorize or employ the authority or influence of their office to secure the investment

of public funds in any share, bond, mortgage or other security, with respect to which

they, a member of their family, or any of their business associates either has an

interest, is an underwriter, or receives any brokerage, organization or servicing fees.

Section 3:

That no member, committee member or employee of the Commission shall take part in discussion,

vote or use the authority or influence of their office on any case, proceeding, application or other

matter which comes before the Commission in which they, a member of the family, any of their

private business associates, or any private entity of which they are an owner or agent, has a definite

and direct fiduciary or pecuniary interest which conflicts with the duties of the member.

Section 4:

That no present or former member, committee member or employee of the Commission shall

represent a client, or act in a representative capacity, or any matter before the Commission or any

other government agency in which they have personally participated while an officer or employee of

the Commission. This prohibition will apply during Commission service and for one year thereafter.

Section 5:

That if it appears that a member, committee member or employee of the Commission has violated or

is about to violate this resolution, the chair of the Commission or any committee thereof, upon being

apprised of the violation or potential violation shall rule that the member, committee member or

employee in violation or about to be in violation is out of order and may not participate in vote,

recommendation or discussion. If such violation has already occurred, the chair may take the matter

up for reconsideration if such violation has had an effect on the recommendation or decision of the


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staff or any committee or the Commission.

Section 6:

That if a complaint is made to the Commission against a member, committee member or employee,

an officer of the Commission shall give to the person against whom the complaint is made 10 days

written notice of such complaint and direct the complaint to the Executive Committee.

The Executive Committee shall seek advice from counsel on whether the member, committee

member or employee has a conflict of interest and shouldshall abstain from any vote or

recommendation. If necessary, the matter will be referred to the Ohio Ethics Commission or the

appropriate prosecuting attorney for an advisory opinion or investigation.

Section 7:

That the Executive Director is authorized to take such other action and execute and deliver such

other documents as, acting with the advice of legal counsel, he shall deemdeemed necessary and

appropriate to carry out the intent of this resolution.

Section 8:

That this Committee finds and determines that all formal deliberations and actions of this

Commission concerning and relating to the adoption of this resolution were taken in open meetings

of this Commission.

As a private citizen, most employees may freely engage in political activity such as contributing to

candidates, working on campaigns (e.g., phone banking, literature drops, parades, canvassing, etc.).

Employees may not, under any circumstances, participate in political activities while being paid by

MORPC or using MORPC’s resources.

Section 1:

Nothing in this policy shall be construed as preventing employees from participating in any political

party or organization, from attending political party or organization meetings or events, or from

expressing their views on political matters, so long as these views are clearly articulated as being

those of the individual and not that of MORPC and the employee’s political activities do not interfere

with his or her ability to effectively perform official duties, occur during non-working hours and do not

use MORPC money, property, equipment or resources. Nor shall this policy be construed as

prohibiting, restraining or in any manner limiting an individual’s right to vote with complete freedom

in any election.

No employee shall engage in any political activity during scheduled work hours or when using

MORPC vehicles, property, resources or equipment. Prohibited political activity includes, but is not

EMPLOYEE POLITICAL PARTICIPATION


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limited to:

Requesting or soliciting contributions or anything of value for any political candidate

or any partisan political cause;

Using MORPC time, resources or property to urge another to support or oppose a

political candidate or partisan political advertising;

Distributing, wearing or displaying campaign literature, buttons, badges, signs or

other items of political advertising;

Circulating a nominating petition in support of a political candidate;

Organizing, planning or in any other way participating in the administration of any

political campaign.

Section 2:

No employee shall use his/her public office or position for the purpose, or with the effect of:

Coercing or intimidating any individual to contribute to, support or oppose a political

candidate or partisan political cause, or to refrain from contributing to, opposing or

promoting any political candidacy or partisan political cause;

Committing an unauthorized act, or refraining from performing a job duty in order to

influence any political candidacy or partisan political cause;

Using official authority or position, directly or indirectly, to influence or attempt to

influence any other individual to participate in any political activity;

Discrimination against any employee or applicant on the basis of political

contributions or permitted political activities.

Section 3:

Any employee who intends to campaign for an elected public office must notify the Executive Director

in writing of the office he or she intends to seek. The terms and conditions under which the

employee may continue employment as she or he seeks or holds such office will be determined in

accordance with applicable state or federal law and based upon the employee’s ability to continue to

fulfill his or her responsibilities to MORPC. Any employee who works on programs that are funded in

whole or in part with federal funds is governed by The Hatch Act (5 U.S.C. §§ 1501 – 1508) and is

prohibited from running for elected partisan office.

Employees may not accept or solicit a gift of any kind from a client, supplier or vendor representative

other than promotional items of de minimuminimis value (such as (t-shirtsapparel, coffee mugs,

pens or key chains). Employees are prohibited from accepting meals, trips, entertainment or any

other thing of value, other than items of de minimuminimis value, from any client, vendor supplier or

other entity that does or seeks to do business with MORPC. Employees are not permitted to give

unauthorized gifts to clients or suppliers, except for certain promotional “premiums” (such as t-

shirtsapparel, coffee mugs, pens or key chains) imprinted with MORPC’s logo or promotional

GIFTS


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information.

It is MORPC’s intention to resolve known conflicts promptly. Conflicts will be dealt with, in a

sequential processhandled within established timeframes to facilitate proper resolutions. Time

frames established are reasonable, but may be changed in special circumstances with the approval

of the Executive Director. A conflict is defined as any unresolved question or dispute regarding

conditions of employment, or a disagreement concerning employee relations or working conditions

between MORPC and the employee. Certain problems or concerns, however, that are not subject to

the discrimination offenses, such as failure to be promoted, substance abuse issues, transfers,

displacement, rates of pay, employee benefits, work assignments, and changes in policies and

procedures.

Employees shouldshall try to resolve disputes regarding working conditions informally through

discussion with their immediate Supervisor or other appropriate member of management. A formal

conflict resolution shouldshall only be initiated if informal efforts fail to resolve the matter.

Employees with concerns should also refer to the specific Equal Employment Opportunity Policy,

Discrimination Complaint Procedure and the Workplace Harassment policies and procedures in this

section. MORPC intends to resolve conflicts appropriately in a timely manner; therefore, a conflict

may be resolved at any step in the procedure.

A formal conflict resolution must follow the steps below:

Step 1 The employee bringing forth the conflict, (the complainant), must present a written

conflict resolution to their immediate Supervisor within 10 working days of the

occurrence of the event, decision or act(s) giving rise to the conflict statement. The

only exception to this time limit would be if either party, by circumstances beyond

their control, were unable to initiate the proper procedures. If a written conflict

statement is not presented within the 10-day period, it may not be considered

further. If the conflict is with the immediate Supervisor, the conflict statement

shouldshall be filed with the next highest level of supervision. The supervisor

shouldSupervisor shall investigate the matter and reply in writing to the complainant

within ten working days after the written conflict resolutions statement is presented

to them.

Step 2 If the conflict has not been settled satisfactorily in Step 1, the complainant must

forward the written conflict resolution statement and the Supervisor’s reply to their

Department Head within three working days following receipt of the Supervisor’s

reply. The department head shouldDepartment Head shall investigate and make

inquiries into the matter and provide a written reply to the complainant within ten

working days.

Step 3 If conflict has not been settled satisfactorily in Step 2, the complainant must submit

the conflict resolution statement and replies to the director of human

CONFLICT RESOLUTION PROCEDURE


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resourcesHuman Resources who will review the matter (which may includinginclude

holding a meeting with the complainant) and respond to the employee in writing

within ten working days following the receipt of the conflict resolution statement.

Step 4 If no satisfactory solution is reached in Step 3 and the complainant wishes to pursue

the matter, the director of human resourcesHuman Resources will submit the conflict

resolution statement and all the replies to the Executive Director within three actual

working days of receiving notification from the complainant that they wish to pursue

the conflict resolution. The Executive Director will investigate the matter, which may

include meeting with the employee, the Department Head and the director of human

resources.Human Resources. After investigation, the Executive Director will render a

decision and communicate the decision in writing to the employee, Department Head

and the director of human resourcesHuman Resources within 20 working days of the

Executive Director’s receipt of the conflict resolution statement.


the matter; the complainant must notify the director of human resourcesHuman

Resources that he/she wishes to pursue the matter within three working days of

receipt of the Executive Director’s decision. The director of human resourcesHuman

Resources will take steps to ensure that the Executive Committee will hear all

relevant facts regarding the conflict at the next scheduled Executive Committee

meeting. The complainant may address the Committee if they wish. The Executive

Committee will tender a decision and communicate the decision appropriately to the

complainant and all levels of supervision within 45 days following the hearing. The

Executive Committee’s decision will be final and binding and will be recorded in

Executive Committee minutes.

Guidelines for the acceptable conduct of employees are necessary for the orderly operations of the

agency and for the benefit and protection of the rights and safety of all employees. The following

guidelines, and others which may be established from time to time, as well as procedures for

disciplinary action are outlined in this section to promote understanding of what is considered

unacceptable conduct and to encourage consistent action in the event of violations. The director of

human resourcesHuman Resources must be consulted prior to any disciplinary action.

Any employee may be subject to disciplinary action by their immediate Supervisor, Department Head

and/or the Executive Director due to the employee’s failure to perform duties in an acceptable

manner or for personal actions, which discredit the agency.

Grounds for disciplinary actions include, but are not limited to, the following examples. This list is

not exhaustive, and does not intend to cover all possible offenses. It is only intended as a guideline

to be used by the agency.

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Refusing to comply with an authorizeda reasonable job-related directive of a

supervisor.

Stealing and/or causing destruction of agency property, and/or violating or refusing

to comply with pertinent laws and regulations when such conduct impairs efficiency

or could bring MORPC into public disrespect.

Conviction of a crime.

Being discourteous to the public, a MORPC board member or a MORPC employee.

Habitual tardiness.

Unauthorized or excessive absence.

Abuse of grandfathered sick leave or other types of leave.

Reporting for work or duty under the influence of alcohol, medical marijuana, or

prescriptions or the illegal use of drugs.

Falsification of any records or employment data and/or failure to report agency

related accidents or injury.

Giving, taking or accepting a bribe.

Failure to take proper care of or abuse of agency property.

Gross carelessness or bad faith in making and meeting financial obligations on

behalf of MORPC.

Failure to satisfactorily perform one’s job duties or responsibilities.

Playing of dangerous or inappropriate tricks, jokes or other dangerous pranks upon

others.

Disregarding the safety and comfort of fellow employees.

Engaging in prohibited workplace harassment.

Failure to comply with provisions set forth in this manual or other MORPC policies.

Disciplinary Action Procedures:

For any suspected disciplinary issues, the Supervisor will conduct a prompt and complete

investigation. Whenever an employee commits an offense warranting disciplinary action, their

Supervisor may begin with one or more of the actions listed below, depending on the seriousness of

the offense committed and the employee’s prior receipt of formal discipline. All investigation reports

and disciplinary actions must be reviewed with the director of human resources and and approved by

the executive director prior to any actions being takenHuman Resources.

Depending on the severity and frequency of the conduct, MORPC may bypass any or all of the below

steps and terminate an employee without utilizing any progressive discipline steps.

Verbal Warning:

Depending on the severity of the offense and the employee’s disciplinary history, the first action of

formal discipline may be a verbal warning to the employee, which includes a clear description of the

problem, what the employee should have done, steps the employee must take to correct the

problem, the time frame for the corrective steps to be completed and action to be taken if problem is

not corrected. The supervisor shouldSupervisor shall document a summary of the verbal warning

and forward a copy to the director of human resourcesHuman Resources to be placed in the

employee’s personnel file. If this does not correct the situation within the reasonable time frame


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established the supervisor shouldSupervisor shall then issue additional discipline after consulting

with the director of human resourcesHuman Resources.

Written Warning:

In cases where the verbal warning has not been successful or where the employee’s conduct is of a

more serious nature, a written warning is to be employed. It is a written statement that shouldshall

include a clear description of the problem, what the employee should have done, the steps to be

completed and the action to be taken if the problem is not corrected. If the employee received a

verbal warning regarding a similar problem(s), it shouldshall be noted.

Both the employee and the Supervisor must sign the written warning. Additional comments may be

added, if necessary. The employee shouldshall receive a copy of the warning, and the original shall

be forwarded to human resourcesHuman Resources to be retained in the employee’s personnel file.

The Executive Director shall be informed of and provided a draft of all written warnings. At the

discretion of the Executive Director, disciplinary action may result in suspension with or without pay

for a designated period of time. Disciplinary action may also include terminationseparation of

employment. The appropriate disciplinedisciplinary action is at the sole discretion of MORPC.

Documentation of disciplinary action will be included in the employee’s personnel file.

It is MORPC’s policy to promote

Suspension:

If an employee is given repeat warnings without a change In behavior, or if an employee violates a

work rule that involves the health or safety of MORPC employee, an employee may be suspended,

with or without pay.

MORPC promotes a safe environment for its employees. The agency is committed to working with its

employees to maintain a work environment free from violence, threats of violence, harassment,

intimidation and other disruptive behavior.

Violence, threats of violence, harassment, intimidation and other disruptive behavior in our

workplace will not be tolerated; that is; all reports of incidents will be taken seriously and will be

dealt with appropriately. Such behavior can include, but is not limited to, oral or written statements,

gestures, or expressions that communicate a direct or indirect threat of physical harm. Individuals

who commit such acts may be removed from the premises and will be subject to disciplinary action,

criminal penalties or both.

MORPC needs employee cooperation to implement this policy effectively and to maintain a safe

working environment. Employees must not ignore violent, threatening, harassing, intimidating or

other disruptive behavior. If an employee observes or experiences such behavior by anyone on

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agency premises, whether they are an agency employee or not, the employee must report it

immediately to a Supervisor or Manager. Supervisors and Managers who receive such reports

shouldshall seek advice from the director of human resourcesHuman Resources regarding

investigating the incident and initiating appropriate action. (Please note: ThreatsIn the event of a

threat or assaults that require immediate attention by police should be reportedassault, please call

911 immediately, dialing 8 first by calling 9-911if the call is being placed on a MORPC landline).

MORPC will support all efforts made by Supervisors and Managers in dealing with violent,

threatening, harassing, intimidating or other disruptive behavior in our workplace and will monitor

whether this policy is being implemented effectively.

MORPC prohibits anyone from possessing or carrying weapons Weapons of any kind on agency

property, which includes the building, parking lot, and MORPC owned or may not be brought into

MORPC's buildings, work locations, or MORPC-owned, -leased, or -controlled vehicles, regardless of

whether the person is licensed to carry a weapon under applicable Ohio law.. The use or possession

of other items intended to be used to cause harm, including knives, pipes, screwdrivers, or the like,

is also prohibited. Persons with concealed-carry permits are required to keep any weapons in locked

vehicle trunks, locked vehicle glove boxes, or locked vehicle storage containers. This rule applies to

employees, visitors, volunteers, vendors, and any other person entering or using MORPC premises.

This policy shall not prohibit the following persons from carrying a firearm on MORPC property: (1)

with the exception of law enforcement officers; and (2) or persons who have been givenwith other

express written consent by MORPC to carry a weapon while performing specific tasks on MORPC

behalf. Non-employees who are licensed to carry a concealed weapon and who attempt to carry the

weapon onto MORPC premises may store the weapon in accordance with Ohio law in their

automobile while atauthorization from MORPC.

No MORPC employee shall carry a weapon of any kind while on MORPC property, including MORPC

owned or controlled vehicles, or during work hours or in the performance of the employee’s work

responsibilities. The malicious use of other items not intended as weapons; i.e., pipes, screwdrivers,

etc. is also prohibited.

MORPC intends to prosecute all violators of this policy.

MORPC reserves the right to inspect and investigate potential violations of this policy in abased on

any reasonable manner and scope, including undertaking propertysuspicion. Such inspections may

include searches. of MORPC reserves the right to search any and all-owned or -leased property,

desks, storage drawers and cabinets, office cubicles, vehicles, and any other work areas provided by

MORPC, when MORPC has a reasonable basis for doing so and the search is reasonable in its

scope.. Any weapon uncovered in a search may be confiscated. When warranted confiscated items

may be and turned over to appropriate law enforcement authorities.

Nothing in this statement shall be construed as creating any duty or obligation on the part of MORPC

to take any actions beyond those required of an employer by existing law.


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Employees, who fail to comply with any partViolations of this policy, will subject toresult in discipline

up to and including termination, and the notification of law enforcement, as well as criminal

prosecution where warranted.

In keeping with MORPC’s concern for the health and safety of its workforce and the public, and in

compliance with the federal Drug-Free Workplace Act, MORPC adopted this Drug-Free Workplace

Policy.

It is the policy of MORPC to provide a safe working environment free of drugs and alcohol that may

adversely affect the workplace or members of the public. To foster public safety and a safe, healthy

and productive work environment, MORPC has a Drug-Free Workplace Policy and provides access to

services for employee assistance. Our goal is to provide help for our employees who have substance

abuse problems while, at the same time, ensuring that our workplace is operating safely and

efficiently. The Drug-Free Workplace program provides MORPC with reasonable measures to ensure

that an employee’s problem does not jeopardize the successful operation of our business, or

otherwise negatively affects MORPC, our employees or the general public.

MORPC’s commitment to a public safety and a safe, healthy and productive work environment is

jeopardized when any employee uses controlled substances, (including medical marijuana), illegal

drugs or alcohol on the job, comes to work under the influence, or possesses, distributes or sells

controlled substances or illegal drugs in the workplace.

Everyone shares responsibility for maintaining a safe work environment and coworkers should

encourage anyone who may have a substance abuse problem to seek help.



Policy.

As used in this policy, “substance abuse” shall include the use of any illegal drug or controlled

substance, the misuse of any legally prescribed drug, or the abuse of alcohol. As used in this policy,

“abuse of alcohol” shall include the use of alcohol on the job, while on MORPC business, in MORPC-

supplied vehicles, or during working business hours, as well as reporting to work under the influence

of alcohol. As used in this policy, “controlled substance” shall include all substances listed in

Schedule I through V of Section 202 of the Controlled Substances Act, 21 U.S.C. 812, including

marijuana used for medicinal purposes.

As a condition of employment, each MORPC employee must:

A. Comply with MORPC’s Drug-Free Workplace Policy;

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B. Notify MORPC of any criminal drug statute conviction (state or federal) within five days of the

conviction.

Any employee who violates this policy will be subjected to disciplinary action, up to and including

terminationseparation of employment.

MORPC provides an Employee Assistance Program to its staff. This service is free of charge and is

kept strictly confidential. See Human Resources for more information or see the agency intranet.

Coverage:

The Drug-Free Workplace Policy covers all employees of MORPC. Implementation of the Drug-Free

Workplace Policy is subject to restrictions contained in federal, state and local laws.

Employees of MORPC are our most valuable resource and, for this reason, their health and safety are

our number oneNumber One concern. Any substance abuse, which imperils the health and well-

being of our employees or threatens our business, and will not be tolerated. Substance abusers

tend to be less productive, less reliable and prone to greater absenteeism. This, in turn, can result in

increased costs, delays and risks to other MORPC workers. Employees have the right to work in a

drug-free environment. In addition, substance abuse inflicts a terrible toll on the nation’s productive

resources and the health and well -being of American workers.

Early recognition and treatment of substance abuse is important for successful rehabilitation.

Whenever feasible, MORPC will assist employees in overcoming substance abuse problems by

providing information on treatment for substance abuse, which is primarily the individual employee’s

responsibility.

To assist employees and their families to understand and to avoid the perils of substance abuse,

MORPC will use this program in an educational effort to prevent and eliminate substance abuse that

may affect the workplace. The Drug Awareness Program will inform employees about: (1) the

dangers of substance abuse in the workplace; (2) MORPC’s Drug-Free Workplace Policy; (3) the

availability of treatment and counseling for employees who voluntarily seek such assistance; and (4)

sanctions for violations of MORPC’s Drug-Free Workplace Policy.

Support For Employees Who Voluntarily Seek Help

Employees with substance abuse problems should request assistance from MORPC. MORPC will

treat all such requests as confidential (subject to disclosure to those with a business need to know

and any legal obligations MORPC may have to disclose information) and will refer the employee to

the appropriate treatment and counseling services. Employees, who voluntarily request MORPC’s

assistance in dealing with substance abuse problems may do so without jeopardizing their continued

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employment, provided the employee’s performance is maintained at acceptable levels as

determined by MORPC. At a minimum, these terms include the immediate cessation of any

substance abuse and participation, where required by a program, in periodic unannounced testing

for a twenty-four 24-month period following enrollment in the program.

MORPC supports early diagnosis, sound treatment efforts for substance abuse, and encourages

employees to seek help voluntarily for themselves or a family member. To assist employees in

obtaining treatment, MORPC offers full-time employees the services of United Behavioral Healtha

MORPC provided Employee Assistance Program (EAP). It provides an assessment, referral and

counseling service for employees with substance abuse and other personal problems. The service

may be accessed 24 hours a day, 365 days a year, by calling 800-354-3950. This information is

available on the MORPC intranet or by seeing a Human Resources team member.

For those employees not covered under MORPC’s medical benefit plan or EAP program, a referral

network to community-based services can be accessed by contacting MORPC’s director of human

resources.

Independent of MORPC, any employee may anonymously call the HOPE Hotline at (614) 228-4673

for support and referral services.

Employees who undergo voluntary counseling or treatment and who continue to work are subject to

the same job performance and behavior standards as other employees. As in the case with other

employees, those employees seeking voluntary counseling or treatment who fail to meet

performance standards will be subject to disciplinary action. Requests for counseling and/or

treatment by an employee areis considered voluntary only if the request is made before the

employee is referred for testing.

Prohibited Conduct:

To ensure a safe, healthful and productive work environment for all employees, MORPC has

determined that the following employee conduct is prohibited:

A. Unlawful manufacture, distribution, dispensation, possession, or use of drugs, including

prescription or over-the-counter drugs, or other controlled substance on MORPC property,

including MORPC owned or controlled vehicles, or while conducting MORPC business.

B. Consumption, possession, manufacture, distribution, dispensation, sale or storage (including

desk, locker, automobilein desks, lockers, vehicles or other repositoryproperty) of alcohol on

MORPC property, while conducting MORPC’s business, in MORPC supplied vehicles, in

vehicles being used for business purposes or during employee’s work hours.

C. Being under the influence of or impaired by medical marijuana or an illegally used drug on

MORPC property, while conducting MORPC business, in MORPC supplied vehicles, or in

vehicles being used for business purposes or during employee’s working hours. Prescription

or over-the-counter drug use must be within the limits of a valid prescription and/or


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manufacturer’s guidelines. Such use must not adversely impair the individual’s ability to

function safely and effectively or adversely affect judgment or perception.

1. Being under the influence of alcohol is defined as blood alcohol of 0.02% or higher.

2. Being under the influence of medical marijuana or an illegally used drug is defined as

a verified positive drug test result.

Note: Should a situation occur which involves an employee who is on call and is contacted to

report for duty, and the employee believes that they may be under the influence; the

employee is required to notify their designated Supervisor or Manager who shall determine if

the employee in question shall report to work.

D. Illegal possession, use, manufacture, distribution, dispensation, sale of or involvement with a

controlled substance, (including medical marijuana), drugs or alcohol off the job that leads to

adverse publicity forplaces MORPC in a negative light or impacts MORPC’sits credibility with

any outside concernin the community, or has the potential for that publicity or

impactdamaging its reputation.

E. Switching, altering or committing any other misconduct pertaining toAltering or tampering

with any breath, urine or blood sample.

F. Refusing to consent to testing or refusing to submit a breath, urine, or blood sample for

testing based on reasonable suspicion to believe an employee may be under the influence of

or impaired by medical marijuana, prescription drugs, alcohol, illegal drugs, or any other

prohibited substance.

G. Falsification of any information during a drug testing procedure.

H. Disclosure of information to individuals, other than on a need-to-know basis, pertaining to:

drug/alcohol testing referrals; results of such testing; or treatment referrals.

I. For those employees referred to treatment by MORPC; failing to adhere to any of the

requirements of the rehabilitationRehabilitation Agreement.

J. Conviction under any criminal drug or alcohol statue for a violation occurring in the workplace

or occurring while conducting MORPC business and failure to notify MORPC of such a

conviction within five days of the conviction.

K. For those employees driving a vehicle, operating power tools or heavy equipment, failure to

notify a Supervisor or Manager of the use of a prescription drug, which may adversely impact

the employee’s ability to safely perform his/her job duties. MORPC may temporarily place

the employee in a less safety sensitive position during the course of the drug’s prescription.

L. Refusing to sign the Drug-Free Workplace Policy Acknowledgement form, Substance Abuse

Testing Consent form, or Rehabilitation Agreementa rehabilitation agreement.

M. Violating any laws or government regulations.

Testing:


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Testing positive for controlled or prohibited substances will result in initial denial of a workers’

compensation claim and of any unemployment claim that may be filed following a termination.

Testing:

The methods that may be used to determine the presence of alcohol and/or drugs in the system

under this policy include a urine, breath, saliva and/or blood test. For the safety of our employees,

MORPC may test for drugs and/or alcohol in the following circumstances:

Post-offer Employment Drug Testing:

Applicants will be advised in connection with their application for employment that, once offered a

position, they will be required to submit to a drug screen within a 48 hour period following the offer

of employment. Failure to consent to such a screen or a verified positive drug test result will

disqualify an applicant for employment.

Reasonable Suspicion of Drug and/or Alcohol Use Testing:

MORPC will test an employee for drugs and/or alcohol when a Supervisor and/or Manager have

reasonable, individualized suspicion of drug and/or alcohol use in violation of this policy.

“Reasonable Suspicion” mustwill be based on specific, objective criteria, including but not limited to:

observation of drug use or possession; direct observation of the physical symptoms of being under

the influence of a drug, such as impairment of motor functions or speech; a pattern of abnormal

conduct or erratic behavior observed by a Supervisor trained to recognize the signs of drug use;

arrest or conviction for a drug-related offense, or the identification of an employee as the focus of a

criminal investigation into illegal drug possession, use or distribution; information that is provided by

a reliable and credible source or can be independently corroborated; or newly discovered evidence

that an employee tampered with a previous drug test. A determination of reasonable suspicion shall

be the sole judgment of MORPC.

Post-accident Drug and/or Alcohol Testing:

Employees who are involved in a work related accident andwhere there is reason to believe

that medical marijuana, alcohol, prescription drugs, illegal drugs, or any other prohibited

substance may have caused/contributed to the accident. For purposes of this policy, the

term “accident” means an accident that results in personal injury requiring immediate

medical attention or major property damage.

Government Required Drug and/or Alcohol Testing:

MORPC will comply and institute drug and/or alcohol tests when required by any applicable

government regulations.

Follow-up Drug and/or Alcohol Testing:

All employees referred by MORPC for treatment, and who undergo a treatment program for

substance abuse, will be subjected to unannounced testing for the use of a range of

substances, including but not limited to marijuana, illegal use of drugs, and/or testing for


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alcohol use when such testing is job-related and consistent with business necessity,

including when there is reasonable suspicion that the employee has consumed alcohol or is

under the influence of an illegal drugor impaired from being able to perform his or her job.

Follow-up testing applies during the two-year period following completion of the treatment

program.

Testing Procedures:

A. Drug and alcohol testing will be performed, utilizing urine, breath, saliva and/or blood

samples by a local medical facility or laboratory selected by MORPC.

B. Testing will be conducted for the presence of controlled substances, as described in this

policy, and any additional confirming tests that are required will be performed.

C. The testing collection agency selected by MORPC shall adhere to all commonly accepted

medical and legal safeguards relating to collection, chain of custody and other requirements,

to ensure optimal reliability and validity of the test results.

Consequences for Violation Of This Policy:

MORPC has established the Drug-free Workplace Policy and Procedures in order to protect our

employees, members and our agency from the effects of substance abuse. Employees who violate

this policy, and/or fail to cooperate with drug and/or alcohol testing willmay be subject to discipline,

up to and including immediate terminationseparation.

Employees who are found in violation of this policy may be given the opportunity to continue

employment subject to their successful participation in a treatment program at the employee’s

expense (or through their health plan). A follow-up test and random tests will be given to such

employees. Any employee failing a second alcohol/drug test will be terminated.

Employees referred to treatment will be required to sign a Rehabilitation Agreement. Employees

undergoing counseling, treatment or rehabilitation for substance abuse that continue to work must

meet all established standards of conduct and job performance.

Reservation of Rights:

MORPC reserves the right to interpret, change or rescind this policy in whole or in part, with or

without notice. In addition, changes to applicable federal or state laws or regulations may require

MORPC to modify or supplement this policy. This policy does not create a binding employment

contract or modify an existing contract with any MORPC employee.

Outside employment is permitted only with prior approval from the Supervisor, Department Head and

Executive Director. Their approval will consider whether a conflict of interest exists and whether the

nature of the outside employment could impair the performance of the employee’s job duties and

OUTSIDE EMPLOYMENT


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responsibilities or otherwise impact the agency. A staff member shouldshall submit an explanation

of intent in writing to their immediate Supervisor detailing the type of work and when it would be

performed. A copy of the written explanation shouldshall be forwarded to the director of human

resourcesHuman Resources. Violations of this policy may result in disciplinary action, up to and

including immediate termination. Under no circumstances shouldshall agency supplies or

equipment be used for purposes other than those associated with the individual’s duties and

responsibilities as a MORPC employee.

The employment of relatives can cause various problems as well as it couldand may violate State or

Federal rules or laws which couldmay cause serious harm to the agency, its members, or its service

recipients including but not limited to charges of favoritism, conflicts of interest, family discord and

scheduling conflicts that may work to the disadvantage of both the agency and its employees.

For the purpose of this policy the term “relative” shall include the following relationships:

relationships established by blood, marriage, or legal action. Examples include the employee’s:

spouse, mother, father, son, daughter, sister, brother, mother-in-law, father-in-law, sister-in-law,

brother-in-law, son-in-law, daughter-in-law, stepparent, stepchild, aunt, uncle, nephew, niece,

grandparent, grandchild or cousin. The term also includes domestic partners (a person with whom

the employee’s life is interdependent and who shares a common residence) and, a daughter or son

of an employee’s domestic partner.

It is the goal of the agency to avoid creating or maintaining circumstances in which the appearance

or possibility of favoritism, conflicts or management disruptions exist. The agency may allow

relatives to remain employed or employ individuals who are the relative of a current employee under

the following circumstances Examples of situations that could give rise to conflicts of interest, the

appearance of a conflict, or favoritism include:

Relatives maymust not work under the supervision of the same manager;

An employee must not be in a supervisor/subordinate relationship with a relative;

An employee must not supervise or evaluate a relative;

The employment of relatives must not create an adverse impact on work productivity

or performance;

The employment of relatives must not create an actual or perceived conflict-of-

interest;

An employee maymust not audit or review in any manner the work of a relative of the

employee;

An employee maymust not be employed if a member of the employee’s immediate

family (spouse, children, parents, grandparents, brothers, sisters, step family

members, in-law family members)relative serves on the agency’s Board of any

Committee or Council which has authority to review or order personnel actions or

wage and salary adjustments which could affect his/her job.

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No relationship covered by this policy will be allowed to be maintained, regardless of the positions

involved, if it creates a disruption or potential disruption in the work environment, creates an actual

or perceived conflict of interest or is prohibited by any legal or regulatory mandate.

The agency reserves the right to exercise appropriate managerial judgment to take such actions as

may be necessary to achieve this intent of this policy. The agency reserves the right to vary from the

guidelines outlined in this policy to address unusual circumstances on a case by case basis and with

approval of the Executive Director.

It is the responsibility of every employee to identify to the agency’s HR DirectorHuman Resources any

potential or existing personal relationship which may violate this policy. Employees who know of and

fail to disclose personal relationships covered by this policy will be subject to disciplinary action up to

and including the termination of employment.

MORPC prohibits harassment ofin any form. MORPC’s policy is to provide a workplace free of

unlawful harassment, including harassment based on race, color, religion, sex (includingor gender,

pregnancy, childbirth or related medical conditions), nation, sexual identity, gender identity, national

origin, ancestry, age, disability, Vietnam era/disabled veteran status, military status, sexual

orientation, genetics, or any other characteristic protected by applicable law.

Unlawful harassment may include unwelcome sexual advances, requests for sexual favors, and other

offensive or derogatory statements or conduct that is sexual in nature or directed at someone

because of his or her gender or any of the other protected characteristics listed above, where such

conduct is either: (a) made an explicit or implicit term or condition of employment; (b) used as the

basis for employment decisions affecting an employee; (c) has the purpose or effect of substantially

interfering with an employee’s work performance; or (d) creates an intimidating, hostile, or offensive

work environment.

Harassment, whether based on sex or any other characteristics listed above, may take many forms.

By way of example, harassment may include:

Verbal Conduct – such as epithets, derogatory jokes or comments, name calling,

innuendoes, or demeaning slurs regarding race, national origin, sex, age, religion, etc.

Visual Conduct – such as leering or derogatory and/or offensive posters, photography,

cartoons, drawings, graffiti, electronic mail or gestures.

Physical Conduct – such as assault, offensive touching, patting, pinching, blocking of normal

movement, or interfering with work.

Threats or Demands – threats or insinuations that a person’s employment status or

conditions may be adversely affected by not submitting to sexual advances.

To assure that all MORPC employees will not be subjected to any form of harassment on the job, the

following procedures for filing a complaint hashave been adopted as policy. The employee is

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encouraged to communicate his/her distaste or dislike for harassing conduct to the party(s) involved

prior to filing a complaint. In addition, the employee must immediately report the harassing conduct

to the director of human resourcesHuman Resources so that the matter may be investigated and

prompt and appropriate remedial action may be taken. The executive directorExecutive Director has

appointed the director of human resourcesHuman Resources to serve as mediator/liaison for this

communication process and/or filing a complaint. If the employee is uncomfortable communicating

the harassment to the director of human resourcesHuman Resources, then he/she shouldshall

notify the Executive Director of his/her complaint.

The complainant must file a complaint within five (5) working days of the alleged incident. When the

director of human resourcesHuman Resources receives a complaint from a MORPC employee or an

applicant for employment, they will conduct an immediate investigation.

The investigation may include confidential interviews with the complainant, the alleged offender, co-

workers who might have witnessed such behavior or experienced similar harassment, and/or other

persons with relevant information. MORPC will attempt to complete the investigation and findings

within ten (10) days from receipt of the complaint.

There will be no retaliation against anyNo employee who, in makes a good -faith, reports a complaint

of harassment or who participates in an investigation will be retaliated against. Any employee who

believes he or she is being subjected to retaliation in violation of this policy shouldshall promptly

report his/her belief to one of the individuals listed above.

Reports of alleged harassment will be treated as discreetly and confidentially as possible subject to

MORPC’s obligation to conduct an effective investigation, or unless the employee agrees otherwise.

Employees who violate this policy will be subject to disciplinary action, up to and including immediate

termination.


termination.

Employee Guidebook Section 7 – Separation from Employment

77 11430501v1 Revised 9/7/2017

SECTION 7 – SEPARATION FROM EMPLOYMENT

Separation from employment includes resignation, dismissal, layoff or retirement. The actual date of

separation is considered to be the last day worked or last day of paid leave, whichever is later.. If an

employee elects not to return from any unpaid leave of absence, the last day worked prior to going

on the leave of absence is the separation date.

When an employee resigns, a minimum two-week advance notice of resignation must be given in

writing to the employee’s Supervisor, Manager and Department Head. Supervisory and management

personnel desiring to resign should attempt to give a minimum of one month advance notice

whenever possible. Failure to comply with the requirements of a written two-week notice may result

in the forfeiture of earned employee benefits to the extent permitted by law.and may result in

ineligibility for rehire. Employees may, at the discretion of MORPC, be expected to work during their

two-week resignation period. Using grandfathered sick leave and/or vacationPTO during this time is

strongly discouraged.

Letter of Resignation

The letter of resignation shouldshall contain the reasons for the resignation and state the last day of

employment. The Department Head after signing and stating they have accepted the resignation

should immediately route the original letter of resignation to the director of human resourcesHuman

Resources for filing in the employee’s personnel file and follow the procedures as outlined under

“Separation from Employment Procedures.”

It may become necessary to reduce staff for various reasons, including insufficient work or funds. In

the event of layoff or a reduction in work force, efforts will be made to give the individual two weeks’

advance notice. The agency will attempt to give supervisory and management personnel one month

advance notice whenever practicable.

The Executive Director shall approve all dismissalsinvoluntary terminations of staff members and will

ask the Supervisor, Department Head or other Manager recommending dismissal, if any, for that

information necessary to provide such approval. The Executive Director will decide how much notice,

if any, will be given the employee.

RESIGNATION

LAYOFF

INVOLUNTARY TERMINATION

RECOVERY OF UNEARNED PTO LEAVE


78 11430501v1 Revised 9/7/2017

If an employee is dismissed or resigns, all used but unearned annual vacation leavePTO will be

deducted from his/her final paycheck.

The final paycheck will include payment for actual hours worked through the separation date, the

balance of earned but unused vacationPTO time through the separation date and a percentage of

accrued grandfathered sick leave as outlined in (Section 3) and paid out as directed by employee

using the Termination Annual Leave/PTO/Grandfathered Sick Leave Request form. The employee’s

final paycheck will not include payment for holidays occurring after the separation date.

The final paycheck willmay be issued as a paper check rather than direct deposit and may be held

for a reasonable amount of time, normally one week or less, after the paycheck date for accounting

and administrative purposes.

Employees are responsible for the return of any MORPC-issued equipment, phones, laptops, tools,

manuals, devices, keys, credit cards, documents, or other property, in the condition in which it was

issued (subject to reasonable wear and tear). Failure to return MORPC property, or returning property

in a condition beyond ordinary wear and tear, will result in withholding the value of the property or

damage from an employee's final check. If the amount of the check is insufficient to cover such loss

or damage, the employee will be provided with a promissory note to arrange for repayment of such

loss or damage. Failure to comply with the terms of the repayment agreement may result in legal

action.

Notice of Retirement:

A written notice of retirement must be given to the Supervisor or Manager no less than thirty (30)

days prior to the retirement date. The notice should be immediately routed to the director of human

resourcesHuman Resources for filing in the employee’s personnel file after the Supervisor or

Manager has signed the notice indicating acceptance of the notice.

The retiree must meet with the director of human resourcesHuman Resources to schedule, complete

and sign all required paperwork. The Supervisor, Manager or Department Head should

communicate any pertinent information to the aforementioned parties prior to the employee’s final

days of employment.

Form SR-1 from the Ohio Public Employees Retirement System of Ohio must be completed during the

last month of public service along with proof of date of birth. The date service terminates (the

separation date), as certified by the payroll officer at Franklin County on Form SR-1, is final. It may

FINAL PAYCHECK

RETIREMENT


79 11430501v1 Revised 9/7/2017

not be extended to terminal leave, unused grandfathered sick leave or vacationPTO. Critical to the

transition of retirement benefits is the accurate and complete SR-1 form.

The retiree should be reminded that while benefits start accruing on the first day of the month

following separation or eligibility by age or by purchase of required or additional service credit,

whichever is later, the first check will be mailed after that date. Delays in receiving certifications or

service, or in submitting the last report of contributions, will cause the first check to be delayed. For

additional information call Ohio Public Employee Retirement System at 1-800-222-PERS (7377).

Any employee that is terminated, resigns, or retires or otherwise separates from employment with

the agency should have no expectations of being rehired back into their prior position.at MORPC. No

Manager or Supervisor should represent that there could be future employment to the separating

employee. Once a position becomes vacant, the Manager should evaluate whether the position is

still needed, or if the position needs to be changed, etc. If a former MORPC employee is interested in

coming back to their former position or a different position, they may complete an application and go

thru the recruitment process like any other candidate.

It is critical to the process that a letter of resignation be routed immediately by the Supervisor,

Manager or Department Head to properly document the type of separation and to notify the director

of human resources.Human Resources. This letter of resignation triggers the exit process. If the

position is to be filled, a Hiring and Recruitment Notice may be obtained from the internet site in the

human resources section under forms and the appointment process described in Section 2 should

be followedMORPC intranet.

The separating employee, regardless of the circumstances for the separation, must meet with the

director of human resourcesHuman Resources on the last day of employment to complete and sign

all required paperwork, relinquish possession of security fob, parking pass, keys, laptop,

blackberrymobile devices, and all other MORPC property. HRHuman Resources will verify current

addressemail and street addresses and telephone number and arrange for release of a final

paycheck.

The Supervisor, Manager or Department Head should ensure that a final time sheet is completed

and communicate any pertinent information to the aforementioned parties prior to the employee’s

final day of employment. Upon separation, all files held by the Supervisor, Manager or Department

Head pertaining to the employee should be transferred to the director of human resourcesHuman

Resources.

REHIRE PROCEDURES

SEPARATION FROM EMPLOYMENT PROCEDURES

EXIT PROCESS


80 11430501v1 Revised 9/7/2017

When an employee is terminated from health care insurance coverage under MORPC’s group plan,

theythe employee will completebe offered a COBRA Qualifying EvenEvent form. The completion of

this form triggers a time limit, during which the employee Franklin County will send additional COBRA

paperwork to the employee approximately one month after separation. The employee may decide to

pay insurance premiums personally thruthrough COBRA in order to retain health care coverage.

No information, except that which is considered a “public record” as defined in Ohio Revised Code

149.43 et seq., shall be released regarding present or former employees of MORPC without the

express written consent of the employee. All inquiries regarding any employee should be directed to

the director of human resources or designee and/or executive director.Human Resources. Only if a

signed Release of Information form is in the individual’s personnel file, will non-public information be

released either verbally or in writing.

When in the interest of the agency, the agency may enter into a retention agreement with a

terminating employee, offering a cash incentive to retain the services of the employee through a

designated date. Such cash incentive will be paid following completion of the retention period and

satisfactory service during the retention period.

Payments in addition to regular wages may be made to an employee whose employment is being

terminated. The amount and terms of the severance pay will be negotiated with the director of

human resourcesHuman Resources and written in an employer-employee agreement. The

agreement must be approved by the Finance Director and the Executive Director. Instances of

severance pay are expected to be infrequent and only due to unusual circumstances and offered in

accordance with applicable law. The amount(s) paid will be treated as an overhead cost of the

agency.

The employee receiving the severance pay is responsible for all applicable taxes.

COBRA HEALTH CARE INSURANCE COVERAGE

RELEASE OF INFORMATION

RETENTION AGREEMENTS

SEVERANCE PAY

Employee Guidebook Section 8 – Reimbursement and Purchasing

81 11430501v1 Revised 9/7/2017

SECTION 8 – REIMBURSEMENT AND OPERATING POLICIES AND

PROCEDURESPURCHASING

Reimbursement of Travel and Business Expense Policy:

MORPC annually appropriates funds for, and is authorized to reimburse employees, and occasionally

Commission members, Committee members, and as appropriate, other approved non-staff

individuals (such as interviewees for vacant MORPC positions or nonemployee participants In

MORPC-related activities) for certain travel and business expenses. ReimbursementsAll travel

reimbursements are limited by total appropriations and the following general and specific policies.

The term "employee" or "employees" as used in this section also refers to all such authorized

travelers and is not limited to just MORPC employees.

General Policies:

All expenses to be reimbursed must be for a Public Purpose (as defined below), necessary and

reasonable in the circumstances, and properly documented with receipts. The amounts to be

reimbursed must be actual amounts paid (net of discounts, etc.),.) except in the cases of per diem

reimbursements as otherwise defined in this section, reasonable, within established limits, and

appropriate.

Definition of Public Purpose for MORPC:

MORPC’s Public Purpose is set forth in O.R.C. Section 713-23 Powers and Duties of County and

Regional Planning Commissions. MORPC’s Public Purpose is generally limited to planning, studying,

and improving functions, with express power to promote measures, which implement plans. As a

practical matter, MORPC’s Public Purpose is defined at length in its annual work plans, mission

statement, goals and objectives.

Activities which carry out, support or further these plans, mission, goals, and objectives are for a

Public Purpose (however, not all expenses incurred in serving the Public Purpose isare

reimbursable).

Employees are urged to plan for potential business expenses as far in advance as possible. The

Finance Departmentteam has established procedures to minimize the time it takes to reimburse

employees. Whenever possible, direct payments are made for agency expenses. In some instances

it may be necessary for employees to use their personal funds or credit card for reimbursable

business expenses. The Finance Department will normally be able to reimburse an employee prior

to the employee having to pay the charges on their credit card accounts. All reimbursement request

forms are located online inon the MORPC loungeintranet under the Finance section.

Eligible reimbursement requests shouldshall be submitted as soon as reasonably possible, but no

later than three months after the occurrence of the expense. Requests submitted after three

months from the date of the occurrence willmay be denied. When relevant, employees shouldshall

also consider grant periods in order to ensure that reimbursements can be processed before the


82 11430501v1 Revised 9/7/2017

grant period expires.

Reimbursements are included in employee paychecks but are not taxed. Reimbursements may take

as long as three weeks.taxable income subject to payroll withholdings.

Expense Reimbursement – General:

No employee or official of MORPC shall solicit or receive payment for travel expenses, or accept

payment of registration fees and/or lodging for their attendance at a conference, from a party that is

interested in matters before, regulated by, or seeking to receive funds from the particular

department or agency involved.

Prior Approval Necessary:

Prior approval must be obtained for overnight travel involving reimbursable travel, meals or lodging

expenses. Prior approval must be obtained in writing by submitting the Travel Request/Authorization

/Purchase Requisition form. The public purpose and justification for the overnight travel must be

completely explained on this form. Program managers are responsible to ensure that prior approval

from funding agencies is obtained in writing whenever necessary. ODOT and ODSA/HWAP and other

agencies may require such approvals. MORPC employees and officials traveling on MORPC business

shouldshall avoid travel requests for meetings in luxury or primarily leisure-oriented destinations; for

luxury-level or primarily leisure-oriented accommodations; and, for use of first class or luxury modes

of travel.

Travel Arrangements:

Travel arrangements shouldshall be coordinated by the department administrative assistant to

ensure that MORPC receives the best possible rates in the most efficient manner. On-line travel

arrangements made through organizations such as Expedia or Travelocity must clearly indicate the

cost of the lodging separate from the airfare cost. This is necessary to document compliance with

FTR spending limitations. (See lodging).)

Travel Reimbursements:

Travel reimbursements must be recorded on the Employee Reimbursement Request form, with any

required receipts attached. The completed form shouldshall be submitted to the Finance

Department within two weeks of the return trip. The public purpose and justification for the

overnight travel must be completely explained on this form.

Transportation Expenses:

Transportation expenses include airfare and other common carrier transportation. Reimbursement

shouldshall be limited to lowest available rates (documentation shouldmust be provided with the

OVERNIGHT TRAVEL EXPENSE POLICY


83 11430501v1 Revised 9/7/2017

Travel Request form), and shall not exceed coach airfare when other transportation modes are used.

Reservations shouldshall be made and airline tickets obtained by the employee or the department

administrative assistant following receipt of the approved Travel Request/Authorization/Purchase

Requisition form. Employees are prohibited from using discounted or free tickets obtained through

“frequent flyer” programs for personal travel.

Saturday Night Stayovers:

If a total cost savings is realized by extending a business trip over a Saturday night, MORPC will

reimburse the employee the cost of the additional night’s lodging and up to one additional day’s

meals according to the Meal Allowance policy if the employee elects to stay the extra night. For a net

cost savings, the amount saved in airfare for a Saturday night stayover, must be greater than the

cost of adding one night’s stay and up to one day’s meals to the cost of the travel. Substantiated

documentation of this cost savings must be provided with the Travel Request form.

For roundtrips of intermediate distance, 200 miles or less, employees shouldshall travel by auto.

Employees may reserve a MORPC vehicle by following the steps outlined in the MORPC vehicles

section.

When MORPC vehicles are not available, staff will be reimbursed at the current US General Services

Administration (GSA) standard mileage reimbursement rate for all miles driven in their private vehicle

while conducting agency business (see Private Vehicles in this section for further details). The

reimbursement of mileage in lieu of airfare is limited to the cost of round trip coach airfare (please

provide documentation). Cost of parking will be reimbursed with receipts required for all parking,

except at meters. Highway tolls and other reasonable travel expenses directly related to authorized

travel may also be reimbursed. Any parking or traffic violations incurred are the responsibility of the

driver whether in a personal or MORPC vehicle. The employee’s auto insurance is primary per Ohio

insurance laws.

Employees shouldare encouraged to use transit, alternative transportation, or airport shuttle

services when available, rather than taxicabs. Receipts must be obtained and attached to the

Employee Reimbursement Request form. Ground transportation expenses, which are unreasonable,

may be reduced or refused reimbursement. Reimbursement for rental cars is permissible when the

out-of-town lodging is not proximate to the conference location, public transportation is not available,

and transportation between facilities is not provided by the conference. This should beis clearly

explained on the Travel Request form. Reimbursement shall not be higher than the compact car rate

unless the number of travelers accommodated warrants a larger vehicle. The names of all persons

traveling in the same rental vehicle shall be listed on the Travel Request form.

MORPC VEHICLE, PRIVATE VEHICLE MILEAGE AND PARKING

GROUND TRANSPORTATION


84 11430501v1 Revised 9/7/2017

An employee authorized to travel on agency business may claim reimbursement of expense incurred

for meals, including gratuities and incidentals, while out of town on travel requiring overnight lodging.

The reimbursement shall be made based on “per diem” amounts – receipts for meals and

incidentals are not required.

Meal expenses during travel, not involving overnight lodging, and under unusual circumstances may

be considered for reimbursement based on “per diem” if a statement explaining why they are

justified is submitted in writing to the Finance Director. The Employee Reimbursement Request form

must be used for reimbursements of this type and itemized receipts are required (credit card

receipts are not acceptable documentation).

Meal Allowances:

When eligible for meal reimbursement, employees will be reimbursed for the “per diem” amounts

established by the Federal Travel Regulations (FTR). FTR Daily and Per Meal amounts can be located

at www.gsa.gov/mie and are revised from time to time.

The FTR per diem rates apply to various cities and locations in the continental U.S. Amounts for

specific travel destinations are available by clicking on the U.S. map at www.gsa.gov/perdiem ..

Per diem reimbursement on the day of departure and the last day of travel are limited to 75% of the

total daily allowable amounts per the FTR per diem rates. When a meal is included in the

registration fee for a conference, convention or seminar, etc., that meal per diem amount is

deducted from the daily total for eligible meals (see www.gsa.gov.mie for www.gsa.gov/miefor

individual meal amounts). Reimbursement for meals shouldshall be requested on the Employee

Reimbursement Request form.

Expenditures for alcoholic beverages cannot (by law) be reimbursed from public funds and must,

therefore, be excluded from employees’ expense reports, and hotel bills.

Note: Employees must not be under the influence of alcohol while conducting MORPC business.

When eligible for lodging reimbursement, employees will be reimbursed for the actual cost of lodging

while on overnight agency business outside of the agency’s geographical area up to the maximum

lodging amount permitted by Federal Travel Regulations (FTR) which can be located at

www.gsa.gov/perdiem .. Lodging taxes may be reimbursed in addition to the maximum lodging

amount.

The original hotel bill, and proof of payment, must be submitted with the Employee Reimbursement

Request form. Employees are advised to use discretion when selecting hotel accommodations, and

should utilize the lowest room rates available. Many hotels offer lower governmental rates, which

REIMBURSEMENT FOR MEALS

LODGING

http://www.gsa.gov/mie

http://www.gsa.gov/perdiem



85 11430501v1 Revised 9/7/2017

are not advertised. Excessive amounts spendspent for lodging will be questioned and may not be

approved for reimbursement.

Conference lodging at a pre-arranged place such as a hotel where a meeting, conference or training

session is held can be reimbursed for actual costs up to 125% of the applicable maximum per diem

rate, plus taxes. In rare circumstances, the Executive Director has the authority to authorize costs

beyond 125% of the applicable maximum per diem rates. The amount in excess of 125% will need

to be funded with an available local funding source.

If a non-employee accompanies a staff member on a business trip and a double occupancy rate is

incurred, the employee’s reimbursement will be limited to the single occupancy rate. The employee

shouldshall provide documentation or have the hotel indicate the single room rate on the hotel bill.

Extra (extended personal stay) nights must be personally paid by the employee.

Reimbursement for actual lodging costs in excess of stated maximums may be granted only upon

approval of the Executive Director and may not be charged to federal programs or overhead.

MORPC employees and officials traveling on MORPC business shouldshall avoid travel requests for

luxury-level or primarily leisure-oriented accommodations. In the event a conference or work-related

event is held in such a location, alternative nearby standard lodging shouldshall be sought prior to

making the travel request.

Whenever practical, employees with flat-rate plans are encouraged to use cell phones for making

long distance calls, instead of using hotel lines that itemize and mark up calls. Business phone calls

made on landlines must be identified by dates and nature of the long distance calls and

accompanied by receipts. to be reimbursed. Personal phone calls made on landlines when traveling

are considered a personal expense and are not eligible for reimbursement.

Employees will be reimbursed at the current GSA standard mileage reimbursement rate for all miles

driven in their private vehicle while conducting agency business, when MORPC vehicles are not

available (see Private Vehicles in this section for further details). Cost of parking will be reimbursed

with receipts required for all parking except at meters. These expenses must be recorded on the

Monthly Travel Expense Reimbursement form with receipts attached. The completed form

shouldshall be submitted to the Finance Department.

In a manner outlined by the finance departmentteam, MORPC may provide or consider

reimbursement for travel using alternative methods of local transportation such as transit, bike

sharing, or car sharing services to reduce agency travel cost or support alternative travel modes.

Any parking or traffic violations incurred are the responsibility of the driver, not MORPC whether in a

private or agency vehicle. The employee’s auto insurance is primary per Ohio insurance laws.

TELEPHONE CALLS

LOCAL TRAVEL EXPENSE POLICY


86 11430501v1 Revised 9/7/2017

The Department Head is authorized to provide refreshments at certain public meetings where official

agency business is conducted in order to enhance public participation when needed to encourage

attendance at meetings, and when deemed appropriate by the Executive Director. Internal (non-

public) meetings are excluded. When authorized, these costs can be charged on an open MORPC

account or reimbursement can be requested using the Employee Reimbursement Request form.

Receipts and a copy of the meeting agenda and attendance roster are required. Meal and food

related expenses associated with board and/or staff meetings may not be charged directly to federal

projects or overhead.

The Executive Director and his/her specifically authorized representatives do, from time to time

conduct agency business with non-staff individuals or groups at breakfast, lunch, or dinner meetings.

(such as with the Executive Committee members to review the monthly meeting agenda). Such

expenses, including gratuities of a reasonable amount up to 20%, are reimbursable when the

purpose of the meeting and expense bears a direct and clear relationship to achieving MORPC’s

goals, objectives, mission, etc. These costs must be reimbursed with local funds only.

Expenses must be documented using the Employee Reimbursement Request form. Itemized

receipts are required.

Expenses of breakfast, lunch, or dinner meetings with applicants for employment are reimbursable

when necessary, but shouldwill not be routinely incurred, and must be approved by the Executive

Director in advance. Reimbursement will be for actual costs incurred. Expenses must be reported

promptly on the Employee Reimbursement Request form. Itemized receipts are required.

Expenditures for alcoholic beverages cannot (by law) be reimbursed from public funds. Dinner

meeting invoices that include alcoholic beverages will not be reimbursed unless the amounts related

to the alcohol and food is separately identifiable and only the food portion is being reimbursed.

The Executive Director may be reimbursed for costs through the submission of receipts and a

request of reimbursement approved by the chair or vice chair in the chair’s absence.

All purchase orders and vouchers payable to the Executive Director or any MORPC boardCommission

member, regardless of the amount, require the signature of the chair. If the chair is unavailable, an

alternate officer may sign; however, no official can approve and sign for their own purchase order or

voucher. If the purchase order or voucher is payable to the chair, the signature of the vice chair,

secretary, or the chair of the Executive Committee is required. Expenses submitted by the Executive

Director, which include MORPC board members must be approved and signed by a MORPC officer or

board member who was not present in the meeting.

LOCAL MEAL AND MEETING EXPENSE POLICY

EXECUTIVE DIRECTOR AND MORPC COMMISSION MEMBER EXPENSES


87 11430501v1 Revised 9/7/2017

The agency is authorized to pay for employee relocation expenses as may be negotiated between the

employee and MORPC. Payment may be in the form of payment or reimbursement of actual costs or

a lump sum allowance, or both. The expenses shall not exceed $1,000 for any one employee

without approval of the Executive Committee.

With Executive Director approval, travel reimbursement and other related expenses, such as drug

tests, in the hiring process are reimbursable.

Employees may be reimbursed for miscellaneous business expenses, miscellaneous supplies,

materials, or services, which are needed on a short notice to maintain the efficient conduct of

agency business. Requirements for goods or services shouldshall be planned far enough in advance

to allow for the acquisition through the normal purchasing process. Should the need arise; an

employee shouldmust obtain verbal approval from their Department Head prior to any expenditure of

personal funds for a business expense. The Employee Reimbursement Request form is used to

obtain reimbursement of these expenses. Receipts are required.

The agency does from time to time present awards to volunteers or other individuals (excluding

employees) for excellence in public service. or appreciation of service to MORPC or the region.

Providing such awards promotes volunteer participation in the activities of the agency which helps to

achieve agency goals and objectives. The Executive Director is authorized to purchase such awards

for an amount not to exceed a total of $1,000 annually.

Throughout the year the agency hosts various conferences, meetings and other events consistent

with the public purposes and goals and objectives of the agency. Authorized costs for hosting these

meetings include: room rental, speaker fees and expenses (including costs for transportation, meals

and lodging), refreshments, meals for event, gratuities of a reasonable amount, equipment rental,

technical and professional services and other related expenses.

Expenditures for alcoholic beverages cannot (by law) be reimbursed from public funds.

MORPC is a governmental unit, and is exempt from the payment of Ohio sales tax. This exemption

does not extend to other assessed taxes, such as hotel lodging taxes, telecommunications taxes or

excise taxes. Employees shouldshall provide tax-exempt certificates to hotels or other businesses to

EMPLOYEE RELOCATION EXPENSES

MISCELLANEOUS EXPENDITURES

APPRECIATION AWARDS

HOSTING CONFERENCES, MEETINGS AND OTHER EVENTS

TAX-EXEMPT STATUS


88 11430501v1 Revised 9/7/2017

avoid paying suchsales taxes on agency expenses when payment is to be made by MORPC directly to

the hotel or business. The certificates can be obtained from the Finance Department.

MORPC’s procurement policies and guidelines, set forth in Resolution AC-10-98, are based on

federal, state and local laws and regulations and sound business practice to meet MORPC’s needs

and obligations. Employees involved in purchasing goods and services shouldshall read and be

familiar with agency purchasing policies.

All expenditures must be for a public purpose. The definition of a public purpose for MORPC

can be found at the beginning of this Section (8) of this Employee Guidebook. As a practical

matter, MORPC’s Public purpose is defined in our mission statement, annual work plans and

goals.

Expenditures for alcoholic beverages, personal gifts and entertainment are prohibited.

All expenditures must be necessary and reasonable in the proper and efficient conduct of

agency business.

MORPC’s Diversity Plan encourages the use of minority-owned, women-owned and

disadvantaged vendors, when practical, to help obtain our diversity procurement goals.

Employees are encouraged to use the diversity vendor lists on the intranet when seeking

vendors.

Procurement policies (MORPC Resolution AC-10-98) applicable to small purchases

shouldshall be followed:

a) Cost or price must be reasonable (see circular A-87seeCFR 2 Part 200).

b) Avoid purchase of unnecessary or duplicate items.

c) Purchase through Franklin County and State of Ohio competitively bid master purchaser

agreements whenever possible.

d) Deal with responsible suppliers.

e) Respect open competition, MORPC’s DBE goals and code of ethics when selecting

suppliers.

All expenditures must be consistent with other MORPC policies and any applicable contractual terms

and conditions and state or federal regulations.

Bids or RFQ’s/RFP’s are required for purchases of $50,000 or more.

The following have authority to make obligations or enter into agreements:

a) Department Heads for obligations up to $2,000.

b) Executive Director for obligations up to $75,000.

PURCHASING


89 11430501v1 Revised 9/7/2017

c) Executive Committee resolution is needed for obligations and agreements greater than

$75,000 and in the current budget.

d) Commission resolution is needed for obligations and agreements not in the current budget.

e) All contracts need to be reviewed and approved by the finance director and executive

directorChief of Staff & Director of Operations and Executive Director.

Expenditures must be properly documented under MORPC’s procedures and authorized as follows:

a) Department Heads and directors for all expenditures.

b) Finance Director authorizes all expenditures.

c) Executive director forChief of Staff & Director of Operations authorizes all expenditures

greater than $2,000 through $25over $10,000.

d) Executive director and Director for expenditures greater than $25,000.

d)e) Commission chair for expenditures greater than $2550,000.

Notice of

Purchase Order Request:

Form toEntry form must be completed, approved and submitted to the finance department at the

time purchases of $2,000 or less have been made. Notice of Purchase form is located on-line in the

MORPC lounge under the finance section.

Purchase Requisition:

Form to be completed, approved and submitted to the Finance Departmentonline purchase order

approval system to request that a purchase order be issued for purchase in excess of $2,000.

Purchase Requisition form is located on-line in the MORPC lounge under the finance sectionto

authorize a purchase.

Purchase Order:

Legal document titled “Purchase Order” which, when fully approved, encumbers funds and

authorizes a purchase. Purchases are not authorized until an approved purchase order is completed.

Purchases of $2,000 or less:

Purchases of $2,000 or less may be authorized by the appropriate department headDepartment

Head and the purchase can then be made. When such purchases are maderequested, a Purchase

PURCHASE ORDER PROCEDURES


90 11430501v1 Revised 9/7/2017

Requisition/Notice of Purchase formOrder Request must first be prepared, signedentered and

submitted online, and then approved online by the department head and forwarded to Department

Head. A physical printout of the Finance Department at the time of purchase. A approved purchase

order is usually not required unless one is requested by the vendor. This purchase must comply with

the policies of Section 8 of this manual. If a vendor requires a purchase order, it should be noted in

the description section of the Purchase Requisition/Notice of Purchase formOrder Request when

submitted. The Finance Departmentteam will then provide an approved purchase order.

Toward the end of the calendar year, the Finance Departmentteam closely monitors appropriation

balances to insure that agency legal spending limits are not exceeded.

This will include monitoring theall new incoming Purchase Requisition/Notice of Purchase forms

received.Order Requests. If it appears the agency appropriation balances may not be adequate to

allow the department headDepartment Head to authorize further purchases, notification may be

given that all purchases for the balance of the calendar year must have an approved purchase order

formfrom the Finance Departmentteam prior to creating an obligation or making a purchase.

Purchases in excess of $2,000:

All purchases in excess of $2,000 must have a fully approved purchase order. No purchases are to

be made or orders placed for amounts in excess of $2,000 without a fully approved purchase order.

The Finance Department prepares all purchase orders. Employees may request a purchase order by

completing and submitting a Purchase Requisition/Notice of Purchase form to the Finance

DepartmentOrder Request online.

After a purchase order has been prepared and fully approved, the requesting employee will be given

a copy ofreceive an electronic notification that the Purchase Order has been approved purchase

order.. This copy will serve as authorization for the employee to make the purchase. Purchases

shouldshall be planned in advance. The Finance DepartmentIt may need fromtake one to two weeks

to obtain a fully approved purchase order.

How to obtain a purchase order:

A purchase order is required for all purchases greater than $2,000.

1. Complete a Purchase Requisition/Notice of Purchase form and check the box indicating

purchase requisition. This form is available online in the MORPC lounge under the finance

section.

2.

3. Submit the completed Purchase Requisition/Notice of Purchase form to the department

head for approval.

4.

5. Forward approved Purchase Requisition/Notice of Purchase form to the Finance

Department.

6.

1. Complete a Purchase Order Request online, including the vendor name, a description of the

purchase, G/L account number, program number, and task number to charge. At the


91 11430501v1 Revised 9/7/2017

moment an online Request is submitted, the first approver is notified by e-mail and the

requestor is notified as successive approvals are made in real time.

7.2. The Finance Departmentteam will enter a purchase order in the Franklin County

MUNIS system; assign account numbersonce all necessary approvals have been obtained

online and vendor numbers and a Route athe online Purchase Order Proof list for internal

MORPC approval signatureshas been generated.

8.3. After the purchase order proof list is approved, fundsFunds are encumbered for the

purchase, and the purchase order is issued in MUNIS.

D. The Finance Department will forward a copy of the purchase order to the requesting

MORPC employee.

E. Employee is now authorized to make the purchase or place the order.

To facilitate minor miscellaneous purchases of goods or services, the agency maintains open

accounts with some vendors, for purchases such as minor weatherization supplies, delivery services,

meals for meetings, etc. All purchases on open accounts must be approved by the appropriate

department head. The Finance Department Head. Finance will provide vendors with the names of

employees authorized to make purchase on an open account. This method of making purchases

shouldshall be limited to minor miscellaneous purchases only. A partial list of current vendors for

these purchases is below:

Miscellaneous Vendors Weatherization Vendors

Columbus Dispatch 2-J Supply

Bob Caldwell Advanced Industry

Bobb Suzuki AM Conservation

Freshbox Catering Carr Supply

Federal Express Famous Supply Co.

Key Blue Prints Gr8r Lite

Metro Package Systems Niagara Conservation Group

MNJ Technologies Palmer-Donavan

Kroger R.E. Michel Co.

PURCHASES ON OPEN ACCOUNTS

PROCEDURES FOR SPECIFIC PURCHASES


92 11430501v1 Revised 9/7/2017

Subscriptions:

Complete a Purchase Requisition/Notice of PurchaseOrder Request form online; obtain online

approval signature from the department head, and forward the order form along with the approved

Purchase Requisition/Notice of PurchaseOrder Request form to the Finance Departmentto process

the payment.

Memberships:

See Subscriptions section above.

Publications:


Office Supplies:

Purchases of office supplies are to be coordinated through the director of human

resourcesOperations. Office supplies that are needed unexpectedly may be purchased by an

employee and receipts submitted for reimbursement or purchased from a vendor on account as

listed above.

Airline Tickets:

Employees traveling on agency business requiring air travel must pay the airfare using personal

funds and submit a request for reimbursement on the Employee Reimbursement Request form. The

travel must be pre-approved and the cost of airfare limited to the lowest available rates.

Alternatively, employees may use Franklin County approved vendor(s) to book flights and MORPC can

pay directly for the ticket, if available.

Registrations:

Registrations can be approved through a Purchase Requisition/Notice of PurchaseOrder Request

form online or through the Travel Request/Authorization/Purchase Requisition form. When

approved the registration should be made by the department administrative assistant or the

registrant.

Clerical Support (Temporary Service)::

Clerical supportTemporary services must be coordinated through the director of human

resourcesHuman Resources who will make arrangements for securing temporary help.

Hiring and Recruitment Advertising:


93 11430501v1 Revised 9/7/2017

Hiring and recruitment advertising will be handled by the director of human resourcesHuman

Resources after receiving an approved Hiring and Recruitment Notice form with a jobposition

description attached. The director of human resourcesHuman Resources will complete the Purchase

Requisition/Notice of PurchaseOrder Request form online and place the advertisements.

Weatherization Materials:

An inventory of weatherization materials is stocked in the weatherization warehouse. These

materials are purchased following normal MORPC purchasing procedures. While working at a job

site, it may be necessary for a weatherization crewmember to make a minor miscellaneous purchase

for a material in order to efficiently complete the job. These miscellaneous materials may be

purchased on an open account. These purchases must be monitored by the project supervisor.

Emergency Purchases:

In the event that goods or services are immediately needed to correct or prevent an emergency

repair or replacement of existing equipmentprovide essential for daily operation, an employee must

make all reasonable attempts to comply with this policy. However, if the emergency nature of a

situation makes compliance impractical, the employee must obtain verbal approval from the

Supervisor and/or Department Head to make the necessary purchase. If possible, such purchases

shouldshall be made from an open account vendor. The employee must obtain all required

approvals and purchase orders as soon as possible.

Policy:

MORPC has established a Disadvantaged Business Enterprise (DBE) program in accordance with

regulations of the U.S. Department of Transportation (DOT), 49 CFR part 26. MORPC receives

federal financial assistance from the DOT, and as a condition of receiving this assistance, MORPC

has signed an assurance that it will comply with 49 CFR Part 26.

Any MORPC employee who is beginning a procurement process for consultant services that is being

funded in part ofor in full by U.S. Department of Transportation funds (usually via the Ohio

Department of Transportation and the MORPC transportation departmentTransportation Systems &

Funding Department) must contact the MORPC transportation departmentTransportation Systems &

Funding Department DBE contact person and/or procurement officer for required procedures, prior

to any notices or advertising for services. Other MORPC purchases may also be affected by the DBE

program, and employees need to specifically check with supervisors for any DBE-related

requirements.

It is the policy of MORPC to ensure that DBEs, as defined in part 26, have an equal opportunity to

receive and participate in DOT – assisted contracts, and in other contracts as required by specific

grantors. It is also MORPC policy—

DISADVANTAGED BUSINESS ENTERPRISE PROGRAM


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1. To ensure nondiscrimination in the award and administration of all contracts including all

DOT-assisted contracts.

2. To createdcreate a level playing field on which DBEs can compete fairly for all contracts

including all DOT-assisted contracts.

3. To ensure that the DBE Program is narrowly tailored in accordance with applicable law.

4. To ensure that only firms that fully meet 49 CFR Part 26 eligibility standards are permitted to

participate as DBEs.

5. To help remove barriers to the participation of DBEs in DOT-assisted contracts.

6. To assist the development of firms that can compete successfully in the marketplace outside

the DBE program.

MORPC will never exclude does not discriminate against any person fromor deny participation in,

deny any person the or benefits of, or otherwise discriminate against anyone in connection with the

award and performance of any contract covered by 49 CFR Part 26 on the basis of race, color, sex,

or national origin.

In administering its DBE program, MORPC will not, directly or through contractual or other

arrangements, use criteria or methods of administration that have the effect of defeating or

substantially impairing accomplishment of the objectives of the DBE program with respect to

individuals of a particular race, color, sex, or national origin.

Administration:

MORPC maintains a DBE program per federal requirements and a copy of this program is available

on the MORPC website, from the DBE Liaison Officer or from the Transportation

Systems & Funding Department DBE contact person. The MORPC DBE program details many of the

program requirements, some of which are included within this portion of the Employee Guidebook.

Two key agency contacts for the DBE program are as follows:

DBE Liaison Officer:

The director of human resourcesThe Public & Government Affairs Director is the MORPC DBE Liaison

Officer. The Liaison Officer has overall responsibility for developing, implementing and monitoring

the DBE program.

Transportation Systems & Funding Department Role:

The Transportation Systems & Funding Department includes a staff person who helps coordinate

most of the required routine activities related to the DBE program.

PAYMENTS


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Payments to New Vendors:

IRS Form W-9 must be submitted to the Franklin County auditor for any purchase from a new vendor.

Please be advised this process can slow down payment especially in situations where MORPC does

not receive the completed documents from the new vendor in a timely manner.

Contract Procedures:

A contract is generally required when work is performed for or by MORPC. Each department

administrative assistant is responsible for ensuring all contracts are complete and timely for their

department. SeeSee contracting procedures on the intranet. Additionally see the department

administrative assistant for contract procedures and the finance directorDirector of Operations for all

other contract related questions.

Professional memberships may be paid by the agency with the approval of the Supervisor and

Department Head.

Any publications purchased by the agency must be job related.

CONTRACTS

MEMBERSHIPS AND PUBLICATIONS

Employee Guidebook Section 9 – Operating Policies and Procedures

96 11430501v1 Revised 9/7/2017

SECTION 8 – REIMBURSEMENT AND 9 –OPERATING POLICIES AND

PROCEDURES

MORPC’s mission is to be a regional voice and a catalyst to drive sustainability and economic

prosperity, in order to secure a competitive advantage for Central Ohio. Recognizing that its

employees are critical to the success of this mission, MORPC takes pride in providing an outstanding

work environment. Offering employee incentives for attaining personal goals and desirable outcomes

are ways that MORPC uses to enhance employee morale and productivity in furtherance of its

mission. Additionally, offering incentives to the general public that reward individual behavior or

outcomes that improve the sustainability and economic prosperity of Central Ohio as a whole also

helps further MORPC’s mission. See the Gift (Debit) Card Policy on MORPC’s intranet for more

information.

MORPC Vehicles

Respect Agency vehicles are provided to enhance the efficiency of MORPC services. They are to be

used for MORPC business only. Carrying a weapon and smoking is prohibited in these vehicles.

Carrying a weapon and smoking is prohibited in these vehicles, even if an employee possesses a

permit to carry a concealed weapon.

All MORPC vehicles havebear county license plates, which make them easily identifiable..

Employees should remember they representare a MORPC ambassador when driving an agency

vehicle. Agency vehicles may be driven to and from home only under special circumstances. The

validity of special circumstances will be determined by the director of human resources. and with

prior authorization from the Director of Operations. The appropriate amount will be reported to the

Internal Revenue Service as taxable income for each time an employee drives an agency vehicle to

and from home.

Procedures for use are as follows:

Reserve the vehicle via the Outlook calendar

The receptionist will record the name of the driver, date, time, project number and mileage of

the vehicle.

Upon return with the vehicle, the employee must provide the receptionist with current

mileage.

Vehicle mileage shall be recorded at the beginning and end of all trips if needed.

Vehicles should be parked and locked in the reserved parking spots with all valuables

removed. Vehicles are reserved on a first-come-first-serve basis by recording the time and

name of the driver on the calendar for the specific vehicle. Because a few vehicles are

shared by many employees, the following guidelines should be used to prioritize needs.

Longer trips have priority over shorter trips within the downtown area.

GIFT (DEBIT) CARD POLICY

VEHICLES


97 11430501v1 Revised 9/7/2017

As there are a limited number of agency vehicles, employees should exercise discretion in

reserving an agency vehicle so as not to unnecessarily monopolize a vehicle.

Agency vehicles may be used for out-of-town trips of limited duration.

The guidelines listed above should be used by staff to equitably share the vehicles. If these

guidelines are not sufficient, employees should contact the director of human resources for

assistance.

Vehicles should be returned in the same condition as when signed out. Any damage or other

problems with the vehicle should be reported to the director of human resourcesoperations

immediately upon return.

At all times, employees must obey traffic laws, including laws restricting the use of cell

phones other than with a hands-free option. Whenever possible, please pull over to make or

take extended calls.

Seatbelts must be worn at all times.

All accidents, no matter how minor, must be promptly reported to the Director of Operations.

Further instructions will be given regarding reporting the accident and making an insurance

claim.

Each department with vehicles may have additional requirements. Employees are required to

follow such instructions.

Agency Seat Belt Use Policy:

MORPC recognizes that seat belts are extremely effective in preventing injuries and loss of life. We

care about our employees, and want to make sure that no one is injured or killed in a tragedy that

could have been prevented by the use of seat belts. In addition, Ohio law requires all drivers and

front-seat passengers to wear seat belts and requires adequate restraints for children. Therefore, all

employees of MORPC must wear seat belts when operating an agency-owned vehicle, or any vehicle

on agency premises or on agency business; and all occupants are to wear seat belts or, where

appropriate, child restraints when riding in an agency-owned vehicle, or in a personal vehicle being

used for agency business. All employees and their families are strongly encouraged to always use

seat belts and the proper child restraints whenever they are driving or riding in any vehicle.

Vehicle Idling and Fuel Conservation Conduct Policy:

To minimize air pollution and maximize fuel efficiency, it is the responsibility of all MORPC employees

to operate MORPC vehicles and personal vehicles on MORPC business in an environmentally and

economically responsible manner.

Employees are expected to avoid vehicle idling for any length of time; reduce the amount of vehicle

warm-up time (consult vehicle manual to determine the manufacturer’s recommendations for

guidance on idling in extreme weather conditions); and carpool or use alternative forms of

transportation whenever possible or practical.

Refueling Agency Vehicles:


98 11430501v1 Revised 9/7/2017

MORPC provides agency vehicles for the field staff of the Energy & Air Quality

departmentDepartment and for RideSolutionsGohio Commute, given the use is for MORPC business

only. These vehicles may not always be FULLfull of fuel and may require the driver to get fuel before

or after a trip. MORPC vehicles should be filled up at the Franklin County Fleet Management Garage

located at 1721 Alum Creek Drive just south of Frebis Avenue when feasible. MORPC also has WEX

Fuel cards for staff to use. The WEX fuel cards are located in each vehicle and may only be used for

that vehicle. Each driver will be given a PIN number unique to that individual or a general agency PIN

number will be provided.

Directions will be made available in each vehicle and at the front desk on the process of fueling the

vehicles.

Parking and Traffic Violations:

Any violations incurred are the responsibility of the driver whether in a private or agency vehicle.

Additionally, any violations or written warnings for parking or traffic violations in agency vehicles shall

be reported immediately to Human Resources.

Any accident involving MORPC vehicles or staff on MORPC business should be reported immediately

as follows:

1. Call the appropriate law enforcement agency.

2. Follow the accident report instructions in the glove compartment of each MORPC vehicle.

3. Notify immediate supervisor and director of human resourcesSupervisor and Human

Resources.

Point Accumulation:

Any MORPC employee who routinely drives to conduct MORPC business and who has accumulated

more than six points within a three year period may be subject to disciplinary procedures, which may

involve attendance at a two point credit/defensive driving course at the employee’s expense. This

credit is only useable once.

Excessive driving points, conviction of driving under the influence, continued point accumulation

and/or failure to take a defensive driving course when requested for liability and safety reasons are

grounds for disciplinary action which may include termination.

Private Vehicles:

When private vehicles are used for agency business, expenses will be reimbursed at the current GSA

standard mileage reimbursement rate for business use. Mileage should be recorded on the Monthly

Travel Expense form and submitted to the finance department.

Employees using their personal vehicle to conduct MORPC business are required by state law to

carry liability insurance. MORPC’s liability insurance covers only claims against MORPC, and it does

not cover employees or their personal vehicle when using that vehicle to conduct MORPC business.

The coverage must include a minimum bodily injury liability amount of $100,000 per person,

$300,000 per accident and property damage of $100,000.


99 11430501v1 Revised 9/7/2017

All Vehicles:

Employees required to operate a motor vehicle as part of their job must have and maintain an

appropriate valid driver’s license and insurance and proof of that insurance. If a driver’s license is

revoked, suspended or restricted for any reason, employees who are required to operate a motor

vehicle as part of this job must report the change in driving privileges to the directory of human

resourcesHuman Resources immediately. Failure to do so may result in disciplinary action up to and

including termination of employment. Employees must obey all traffic rules and regulations when

operating a vehicle on agency business and must not use cellular phones or other mobile handheld

devices while drivinghandheld devices while driving, unless equipped with a hand-free option. Failure

to abide by local traffic ordinances and laws, or these guidelines, will result in discipline, up to and

including termination.

Parking:

Employees are given the opportunity to purchase a parking pass to park behind the Kroger’s Store or

on MORPC’sin designated parking lotareas. Employees who purchase a parking pass will be given a

MORPC parking pass that must be displayed at all times. The parking company will do routine

patrols of the parking lot looking for parking violators and for security reasons. Any parking

violations are the responsibility of the owner/driver of the vehicle. Any vehicles that are parked in

the wrong area of the parking lot or do not have a parking pass will be towed at the owner/driver’s

expense. MORPC will not be held responsible for charges received by a visitor, even if the visitor was

requested to be present at MORPC. Any changes made to the parking policy will be immediately

shared with the staff.

Upon terminationseparation of employment, the parking pass must be returned to human

resourcesHuman Resources prior to the release of a final paycheck.

Copiers:

For maintenance and repair to any of the copiers, please contact a staff member in the Information

Technology Department.

General Office Equipment, Furniture, and the Facility:

For maintenance and repair of computer equipment, audiovisual equipment, office equipment,

furniture, and the facility, contact the director of human resources. All as well as furniture and/or

cubicle changes must be coordinatedchange requests, submit a request through the director of

human resources.ticketing system.

Computer Equipment:

For computer hardware maintenance or repairs, contact the Information Technology Department.

Audiovisual Equipment:

MAINTENANCE, REPAIRS AND CHANGES FOR OFFICE EQUIPMENT, FURNITURE, AND FACILITY


100 11430501v1 Revised 9/7/2017

For maintenance or repairs in regard to audiovisual equipment, contact the Information Technology

Department.

Conference rooms Scioto, Hocking, Muskingum, Cardinal, Buckeye and Trillium are available for

MORPC staff use to conduct agency business. The rooms are available Monday through Friday

(except holiday), from 8:00 a.m. to 5:00 p.m. The director of human resourcesfacilities team should

be notified of night meetings after 5:00 p.moutside normal business hours. All meetings are

scheduled on a priority basis.

The following standardRecurring MORPC meetings have top high priority. They are scheduled in

November and December for the following year before any other meetings may be scheduled. Policy

Committee, Commission, Executive Committee, Local Government Committees, TAC and CAC have

first priority (these meetings have established requirements for attendance, room arrangements,

equipment and refreshments. Of these, meetings established by the agency bylaws have first

priority.

Procedure to Use Conference Room:

All of the conference rooms are available on the calendars in Outlook. Employees, who wish to

reserve a Conference room, may reserve the room using the Outlook calendar. Please make sure to

include the staff person’s name and title of meeting/appointment in the subject line when reserving

the room in case someone needs to contact you for questions. If the meeting gets cancelled, please

make sure to remove the reservation of that conference room from the Outlook calendar so others

have the opportunity to use the room.Refer to the Conference Room Policy on the agency network.

Recording Minutes:

Any meetings that need to be recorded are the responsibility of the respective department’s

administrative assistant.

Requesting Equipment:

Equipment is already installed in the Scioto, Muskingumsome of the agency’s conference rooms.

The organizer should ensure equipment needs, for the MORPC team and Buckeye Conference

rooms. any external presenters, are adequately considered prior to the meeting. If an employee

needs to reserve a laptop and LCDequipment for an outside meeting or one of the other conference

rooms, the equipment may be reserved using the Outlook calendar and may be signed out from the

Information Technology Department.by submitting a request through the ticketing system allowing

sufficient time for fulfilling the request.

CONFERENCE ROOM POLICY

AUDIOVISUAL EQUIPMENT USE POLICY


101 11430501v1 Revised 9/7/2017

All large duplicatingcopy and print jobs that will tie up the copier for more than one hour should be

coordinated through yourthe department administrative assistant. Department administrative

assistants will use the guidelines below to decide if a duplicating job should go to a professional

printer.

The total number of copies and copies per set, required binding, and deadlines.

Workload of the support staff.

A more professional appearance is required.

Cost

Training, Repairs and Changes:

Telephone training, repairs and changes are handled by the staff in the Information Technology

Department. During the new hire orientation each new employee is given a sheet of instructions on

how to set up their phone and the message dissemination process.

Personal Calls:

Personal calls should be kept to a minimum and must not interfere with the employee’s performance

of his/her job duties. Employees are expected to use discretion in the placement of personal calls.

Personal long distance calls may not be charged to MORPC. Employees who must place a personal

long distance call using the agency telephone, must charge the call to their home phone, personal

credit card, prepaid phone card or make other arrangements for the telephone charges.

Cellular Phone Policy:

When warranted and where a substantial business reason exists, MORPC will provide employees

with an agency cellular phone or a cellular phone stipend for non-compensatory business purposes.

Examples of substantial business reasons include:

MORPC’s need to contact the employee at all times for work-related emergencies;

MORPC or customer needs to contact the employee while out of the office or during non-

business hours;

The need to speak with customers located in other time zones at times outside the

employee’s normal workday.

Where the above need is met, the employee may choose whether they would like an agency provided

cellular phone or would like a cellular phone stipend to cover business related costs incurred on a

personal cellular phone. In either case, the employee will be required to acknowledge and agree to

this policy and agree to additional requirements as determined necessary or appropriate by the

agency.

Agency Provided Cellular Phone:

MORPC discourages the use of agency cellular phones for non-business purposes and prohibits

more than a de minimus of an agency cellular phone for non-business purposes. The loss of or

COPIER USE FOR LARGE JOBS

TELEPHONES


102 11430501v1 Revised 9/7/2017

damage to a cellular phone is the responsibility of the employee and the employee will be

responsible for the cost of replacement and/or repair as determined by the agency. If, upon review

of the detailed telephone charges, personal telephone calls are deemed excessive, the following

actions may be taken:

N. The employee may be asked to return the cellular phone to the department head.

The department head will turn the phone over to the IT manager.

O. Repayment will be required from the user. Checks must be made payable to MORPC

and given to the accounting specialist in the finance department. The check will then

be given to the receptionist and a receipt given to the user.

P. Disciplinary action, up to and including termination, could take place at the discretion

of the department head, in consultation with the director of human resources and the

executive director.

Personal Cellular Phone:

A stipend will be awarded and paid monthly via payroll up to an amount determined by the Executive

Director and not to exceed the cost of an agency provided cellular phone. Adequate documentation

will be required. The above actions may be taken if the employee does not comply with this policy or

the additional requirements agreed to by the employee.

Employees who use personal cellular phones for conducting agency business that do not receive an

agency provided cellular phone or stipend may be reimbursed for the per minute costs of such calls,

when the employee’s allowable total plan minutes are exceeded, creating additional costs for the

employee. Amounts to be reimbursed must be reasonable and documented by the telephone billing

statement.

Employees are prohibited from using cellular phones, unless hands-free, while driving a MORPC

vehicle or a personal vehicle on MORPC business. Employees must safely pull over to the side of the

road if using a cellular phone unless you are able to safely use the phone in a hands-free manner.

Texting while driving a MORPC or personal vehicle on MORPC business is strictly prohibited.

See the Mobile Device Policy Acknowledgement Form (available on MORPC’s intranet) for more

information.

Collect Calls:

Collect calls to an Agencyagency phone will not be accepted.

Calls from Irate Citizens:

These calls may be transferred to the executiveExecutive Director’s administrative assistant provided

that. The receiving party shall provide the caller’s name and as much background information as

possible is obtained and given to the executive assistant before transferring the call.

Coordinating Phone Calls and Mail to Officers:


103 11430501v1 Revised 9/7/2017

In an effort to consolidate and minimize calls and mail to officers, any employee who needs to

contact an officer during the day shouldshall coordinate this through the Executive Director’s

administrative assistant. The Executive Director’s administrative assistant also sends mail to the

officers as needed. Mail for an officer that is not urgent shouldshall be given to the department

administrative assistant who will forward on to the Executive Director’s administrative assistant.

Incoming Mail:

The mail is usually delivered between 10 a.m. and 2 p.m. on workdays. The receptionist sorts the

mail by department, then notifies the appropriate persons from each department that the mail is

ready to be picked up from the department’s individual mail slots located in the copier room near the

receptionist area.

Employees may not use MORPC’s name in order to purchase from ABC Distributing and LTD

Commodities or any other company that requires a company’s name and address as the purchaser.

All packages received from the companies listed above will be returned to sender.

Incoming mail is sorted and placed in department mailboxes. Each department is responsible for

picking up their mail.

Outgoing Mail:

All outgoing mail must be taken to the mailroom by 10 a.m. Postage is placed on each piece at

approximately 10 a.m. and the mail is picked up by the post office daily except for Holidays and

weekends. Please make sure to indicateIndicate the projectprogram number on all outgoing mail.

The director of human resources should be notified as early as possible of any large mailings to go

out that day. This helps to ensure that postage is run early for large mailings so they can still go out

the same day.

If it is not possible to complete a mailing by the requested time and must go out that day, director of

human resources should be contacted to make special arrangements.

Bulk Mail:

Arrangements should be organized in advance with the director of human resources to ensure

adequate funds are available in the bulk mail account. Each department must notify the director of

human resources of the amount of their bulk mail account at the beginning of each year. The

director of human resources must also be notified of all bulk mail amounts used by departments

during the year.

Purpose:

The purpose of this Electronic Mail and Internet Acceptable UseTheis policy is intended to establish

guidelines and procedures relating to the use of the agency’s computers, network, e-mail and

MAIL SERVICES AND DELIVERY

E-MAIL AND INTERNET ACCEPTABLE USE POLICY


104 11430501v1 Revised 9/7/2017

Internet system and archival procedures (hereinafter collectively referred to as the “Electronic

Systems”), which are implemented and administered by the Information & Technology Department

with IT in consultation of the director of human resourceswith Human Resources.

Employees are given access to the Electronic Systems to facilitate the business purposes of MORPC.

MORPC employees have an obligation to use Electronic Systems in a responsible and professional

way, keeping in mind that all communications reflect the agency and all users are ambassadors of

the agency.

Policy:

Unless exempt from disclosure under applicable law, information generated in MORPC’s Electronic

Systems is available for public access under Ohio law. Employees shall have no expectations of

privacy when using the agency’s Electronic Systemsfor the purpose of conducting MORPC’s business

may be subject to Ohio’s public records law.

MORPC has the ability to monitor, and review any e-mail either through Outlook (e-mail system) or

the Internet. Employees are may only use the shall have no expectation of privacy when using the

agency’s Electronic Systems for productive business purposes related to tasks identified in MORPC’s

goals.

In general, MORPC employees have an obligation to use , even if a password is used to access any

aspect of the Electronic Systems in a responsible and informed way, conforming to etiquette,

customs and courtesies, and representing the agency in a positive manner. Use of . MORPC

reserves the right to monitor and review e-mail or other documents, communications, or use on the

Electronic Systems by MORPC employees constitutes acknowledgement of this policy. When using

MORPC’s Electronic Systems, employees are required to comply with the provisions included in this

policy, as well as those in other relevant MORPC (e.g., Workplace Harassment, Solicitation and

Distribution, etc.)., including internet use.

Acceptable and Prohibited Use:

Employees shouldshall use the Electronic Systems to accomplish job responsibilities more effectively

and for agency business and work-related communications only. Examples of job related

responsibilities are: searching online public access information, gaining access to software user

support information, accessing external databases, and participating in electronic mail discussion

groups on job related topics. Please keep these guidelines in mind:

In e-mail or Internet communication, employees must parallel the agency’s written Style

Guide (which includes suggested font types, size, spelling, and structure of document, etc.).).

Communication within the agency and externally must reflect the appropriate level of

professionalism.

Internal classified ads to sell or give away items mustmay only be placed on the intranet site

or the bulletin board in the lunchroom with pre-approval of Human Resources, not


105 11430501v1 Revised 9/7/2017

disseminated through MORPC's email. These salesSales are limited to personal items and

notcannot be for commercial purposes or to promote a personal business. Director of

human resources must review and initial all postings that are posted on the bulletin board.

Any postings not initialinitialed by director of human resourcesHuman Resources will be

removed.

ProfitSolicitations of any kind, including but not limited to profit-motivated/personal business

solicitation such as (for Avon, Longaberger, Girl Scout cookies, etc.) is., are not permitted on

the agencyto be conducted via MORPC e-mail.

Broadcasting suggestions thruthrough the agency e-mail must be approved by the supervisor

and director of human resourcesSupervisor and Human Resources.

Network data storage is to be used for business related data only. Personal music, video,

pictures, etc., aremay not permitted to be stored on the network,; however, local drives may

be used. Peer to peer music, video (e.g., Excessive use of agency broadband via streaming

or Morpheus, BitTorrent services , Gnutella, eta.) is not permitted.

Due diligence shouldshall be exercised when transferring data to external storage devices

(notebooks, Blackberrys, PDAsmobile devices, USB flash drives, tapes, disks, etc.) to ensure

passwords, credit card numbers, social security numbers, etc. are not accessible in case the

device is lost.

Internet and Email Usage Monitoring Policy:

The information technology staffIT regularly monitormonitors MORPC’s Internet and e-mail usage and

sites visited throughout the year. Each month, Internet and e-mail actively is to be reviewed. Email

is archived off of the Exchange server and kept as per MORPCretained in accordance with MORPC’s

Record Retention Policy.

Monthly

Periodic checks will beare made of Exchange/Outlook and Sonicwallfirewall logs and saved Internet

e-mails. Daily checksChecks will be made of the Sonicwallfirewall and Barracudaspam filter displays,

as well as Internet Web User and Websites Visited reports.

MORPC employees are prohibited from the following uses of the agency’s Electronic Systems:

Interfering with the conduct of official agency business;

Engaging in political activities that are forbidden by federal rules, such as the Hatch Act;

Accessing, forwarding, downloading, chatting, video, text, sound, etc., material that would not

be suitable for public distribution in worksites, such as obscene or pornographic, harassing

or threatening, illegal or unauthorized copyrighted materials;

Transmitting or storing any message withmessages that are derogatory, offensive or

inflammatory remarks about a group’s or individual’s race, gender, age, disability, religion,

national origin, disability, sexual preferences or any other legally protected status (If unsure,

check with director of human resources);;

Spamming and chain letters;

Gambling or game playing as well as engaging in any other activity expressly prohibited by

local, state, or federal law;

Operating a personal business;

Solicitations in violation of MORPC’s Solicitation and Distribution policy;


106 11430501v1 Revised 9/7/2017

Using network data storage for non-business reasons, including storage of personal music,

video, pictures, etc.; and

Peer to peer music, video (e.g., MorpheusExcessive use of agency broadband via streaming

or , BitTorrent is not permitted, Gnutella, etc.) sharing.

Violations of this policy may result in permanent loss of e-mail and Internet access; disciplinary up to

and including termination of employment, and/or criminal penalties or other legal action against the

employee.

If an IT staff member suspects an inappropriate email or website is being visited by a staff

member, under no circumstances are they to open the email or website. The IT Manager will

contact the director of human resourcesHuman Resources who will investigate the employee’s

conduct, aided if need be by IT and make a recommendation of action to the executive

directorExecutive Director.

Remedial action may also include counseling, changes in work assignments, or other

measures designed to prevent future misconduct. The measure of discipline will correspond to the gravity of the alleged offense as weighted by its

potential effect of MORPC and fellow employees. Remedial action may include counseling, changes

in work assignments, or other measures designed to prevent further misconduct. Violations of this

policy may result in suspension or permanent loss of e-mail and Internet privileges, discipline up to

and including termination, and, if applicable, potential criminal prosecution or legal action against

the employee.

The Ohio General Assembly enacted the Public Records Act and the Open Meetings Act – aka

“referred to as the Sunshine Laws”. This evolved from the belief that citizens are entitled to have

access to records of their government. In accordance with Ohio’s Sunshine Laws. As a public entity,

MORPC has adoptedis subject to these laws. Please note the following policies:

All MORPC records are publiccreated or maintained in the ordinary course of business are subject to

public inspection or production, unless they are specifically exempt from disclosure under applicable

Ohio law. “Record” includesis any document or device, whetherrecord that is stored on a fixed

medium (e.g. paper, electronic, or other format, which is createdmicrofiches, computer, etc) and

created, stored, transmitted or received under the jurisdiction of this agency and which documents

the organization, functions, policies, decisions, procedures, operations, or other activities of the

agency. R.C. §149.011(G).

Record Requests:

No specific language is required to make a request, but the requester must identify records with

sufficient clarity to allow the office to identify, retrieve, and review the records. If it is not clear what

records are being sought or if overly broad, the records custodian shouldshall ask the requester for

PUBLIC RECORDS POLICY


107 11430501v1 Revised 9/7/2017

clarification, and assist the requester in revising the request by informing them of the manner in

which this office maintains and accesses its records. The requester need not put a request in

writing, or provide his or her identity or the intended use of the requested records.; however, MORPC

has developed a form to facilitate the fulfillment of a valid public records request and to enable

MORPC to follow up with a requester if clarification is needed. Each public record request must be

logged in by the Public & Government Affairs Department with date requested, date provided and

how the release was delivered (e.g. in person, electronic mail, U. S. postal mail, fax, etc).

Production of Requested Records:

Inspection of public records must be made available promptly during normal business hours. Copies

of public records must be made within a reasonable period of time. “Promptly” and “reasonable

period of time” take into account all the factors related to a particular request, including but not

limited to the volume of records requested, where the records are stored, and time for any legal

review and/or redaction. Records prepared for inspection may be viewed during regular business

hours. MORPC’s office will provide copies of public records on paper, on the medium on which they

are kept, or on any other medium the office determines it can reasonably can duplicate the records

as an integral part of normal operations. If portions of a record are public and portions are exempt,

the exempt portion will be redacted and the rest released. Any redaction made will either be plainly

visible on the face of the record or the agency will inform the requestor of the redaction. Denial of all

or any part of any public record requested shall include an explanation for the denial, including legal

authoritycitations to legal authority. Consult with a Manager, or, if needed, with the Director of

Operations who can contact MORPC counsel, when dealing with public records requests for other

than routine documents.

Cost of Public Records:

There is no charge for viewing (inspecting) public records during normal business hours.

Copies of public records may be charged at the following rates (actual cash):

o Paper copies – 5 cents per page

o Downloaded computer files on a compact disc - $1 per disc

o Electronic records e-mailed to the requester – No charge

Requesters may have records mailed to them by paying the agency the actual cost of

postage and mailing supplies.

E-mail

Electronic Records:

IfRecords in the contentform of an e-mail or other electronic communication meets the definition of ,

text messaging, and instant messaging, including those sent and received via a public record (see

“Records” above), it is subject to disclosure, whether it is a public, or private, e-mail account.

Requests for e-mail records willhand-held communications device, are to be treated in the same

fashion as records in other formats, such as paper or audiotape. This includes messaging and posts

sent through social media (e.g. Facebook, Twitter, LinkedIn, etc).


108 11430501v1 Revised 9/7/2017

Public record content transmitted to or from private accounts or personal devices is subject to

disclosure. All employees or representatives of this office are required to retain their e-mail records

and other electronic records in accordance with applicable records retention schedules.

What is the Open Meetings Act?

This Ohio Law is based on the principle that citizens should be able to observe the operations of their

government – the government should operate in the light of day (hence, “sunshine” reference).

MORPC meetings are public meetings. As such, they are open to the public and advertised to the

public through MORPC’s website calendar and through other means. The public is able to come into

MORPC’s building during business hours and sit in on any of our open meetings.

Notification:

MORPC meetings must be scheduled and announced to the public. Over time, the method of public

announcement of meetings has changed from mailing meeting notices to the media – we are able to

do Sunshine Law notification electronically through MORPC’s website calendar system. Should

someone request notification of MORPC meetings by mail or otherwise, MORPC is obligated to

provide it in the manner it is requested.

Taking and keeping meeting minutes is an integral part of the Open Meeting Act. Accurate minutes

are kept in keeping with the premise of full disclosure of what occurred at each meeting being

documented as a public record.

In compliance with Ohio Sunshine Laws 2008: an Open Government Resource Manual, every effort

will be made to follow the Open Meetings Act and to issue appropriate notice of a meeting to the

public and media.

MORPC will provide appropriate notice of regularly scheduled meetings and special meetings to the

public and media. A regular meeting is held at prescheduled intervals such as MORPC’s monthly

Board meeting which occurs the second Thursday of each month. A special meeting is any meeting

other than a regular meeting. Special meetings are typically being held for a specific purpose or

purposes.

At the beginning of each calendar year, MORPC will post notice of its regularly scheduled meetings

on its website and mail the regular meeting schedule to any person or media who requested

advance notification. As special meetings are scheduled, they will also be listed on the MORPC

website. MORPC will strive to notify the public and media of the time, place and purpose of special

meetings at least one week in advance. For both regular and special meetings, MORPC will provide

meeting dates, times, agendas, minutes, background information and contact person for information

at least one week in advance.

MORPC will notify the media of meetings through e-mail, fax and mail. MORPC will also provide

meeting notifications through e-mail or mail to any person who has requested reasonable advanced

notification of agency meetings.

PUBLIC NOTICE OF MEETINGS


109 11430501v1 Revised 9/7/2017

SmokingSmoke-Free:

In order to encourage and promote a healther workforce, sSmoking and vaping (use of e-cigarettes)

is prohibited on MORPC grounds and in MORPC-owed or –leased vehicles.in the building and within

20 feet from the front entrance. There are designated smoking areas outside of the building.

Smoke breaks should be kept to a minimum.

Housekeeping:

All work areas shouldshall be kept neat and orderly. Work surfaces, shelves, computers, etc. in

individual work areas shouldshall be dusted periodically by each employee. Shared work areas such

as file cabinets, counters, copier areas, etc. will be dusted periodically by the outside cleaning

service.

Food:

The refrigerators will emptied the monthly to maintain a healthy, clean environment.

Wall Hangings:

Wall hangings must be coordinated and approved by the department head and the public affairs

departmentDepartment Head, Public & Government Affairs in consultation with the Facilities Team.

Exit Doors and Hallways:

Exit doors and hallways must be kept free of any obstacles that could hinder passage in the event of

an emergency.

Maintenance:

All building and parking lot maintenance issues shouldshall be reported through the human

resources & facility coordinator or receptionistticketing system immediately.

SignSigns and Promotional Displays:

From time to time, MORPC may be interested in sharing information or supporting an activity through

the use of sign displayspromotional and other signage inside and outside the building. Several

considerations shouldshall be evaluated prior to allowing these displays, including (answers

shouldshall all be in the affirmative):

BUILDING POLICY


110 11430501v1 Revised 9/7/2017

If the display is directly related to and supports a project or program MORPC is undertaking.

If the message on the sign is consistent with MORPC’s image, goals, and other

communications,

If the display is initiated internally by staff working on the related project, and

If the display is to be outside, approval will be required from the landlord.

Steps and Approvals Prior to Erecting Signage:

Initiating employee: The employee shouldshall prepare a memo explaining the type of sign to be

displayed; where, how, and how long it is proposed to be posted; how the sign relates to a MORPC

program or activity including consistency with MORPC’s image, goals, and other messaging.

Department Head Review: The DH shouldDepartment Head shall determine whether or not the issue

being advocated is applicable to the related project and program.

Director of Public & Government Affairs Review: The director shouldshall decide whether or not the

message is displayed appropriately, follows MORPC’s communications philosophy and does not

present a conflict with any other MORPC projects or policies.

Director of Human ResourcesFacilities: The directorfacilities team has responsibility for the building

and its maintenance. Director The facilities team will need to get approval from the landlord if the

sign is to be outside. DirectorThe facilities team must also ensure the sign will not pose any

problems toissues with building operations.

Executive Director: The Executive Director has ultimate authority on MORPC related business and

shouldshall be consulted for approval prior to erecting the signany signage.

Violations of facility security and safety rules may be grounds for disciplinary action, which may

include terminationseparation.

Lobby Doors and Employee Entrance:

The lobby doors should be used by All visitors only are required to use the main entrance and must

be escorted to and from 8the lobby by a.m. to 5 p.m., Monday through Friday. MORPC employee.

The employee entrance is for staff use only and is accessed via key fob. No doors shouldshall be left

open and unattended.

Key Fobs:

Key fobs are assigned to each employee by human resourcesHuman Resources. All entries of the

building using the key fob are recorded. MORPC staff members will be issued a key fob for all

entrances.

FACILITY SECURITY & SAFETY


111 11430501v1 Revised 9/7/2017

Negligence or misuse of this card willthe key fob may result in the loss of this privilegediscipline.

Lost key fobs must be reported to human resourcesHuman Resources immediately. A replacement

cost of $10.00 must be paid by the employee before a new fob will be issued. Upon

terminationseparation of employment, the key fob must be returned to human resourcesHuman

Resources prior to the release of a final paycheck.

Employee Parking Pass:

AIf MORPC arranges parking for employees, a parking pass is assigned to each participating

employee by human resources. Staff may park anywhere in the parking lot that is not reserved or

visitor parking. A ticket of $25.00 will be issued by the parking lot staff if theHuman Resources. The

cost of such parking pass is not placed in clear view.subject to change and determined by the

Finance Team and Executive Director based on contracted prices. Negligence or misuse of this

parking pass willmay result in the loss of this privilege. Lost parking pass must be reported to

human resourcesHuman Resources immediately. A replacement cost of $20.00 willmay be paid

before a newcharged to replace any lost parking pass is issued. .

Upon terminationseparation of employment, the parking pass must be returned to human

resourcesHuman Resources prior to the release of a final paycheck. MORPC is providing an

incentive to not park in the available parking lot. For more information, please see someone in the

human resources department.

All administrative assistants should attach a temporary parking pass when sending out

announcements for a meeting being held here at MORPC. The receptionist can also issue a

temporary parking pass when needed to visitors.

Visitors:

Visitors should use the lobby entrance and must be escorted to and from the lobby by a MORPC

employee. Visitors must sign in and out. Visitors are not permitted to use the rear door.

Employees are reminded to use good safety sense in parking lots.

Business Hours:

Monday through Friday – 8:00 a.m. to 5:00 p.m.

Employee Access:

All staff have 24 hour, 7 day a week access to the building. TemporariesTemporary employees and

interns are generally given access from 8:00 a.m. to 5:00 p.m., Monday through Friday.

Power Outage/Power Surge:

Before or AfterIn the Hoursevent of (before 8:00 am – after 5:00 pm)


112 11430501v1 Revised 9/7/2017

Staff should immediatelya power outage, save all electronic files and work on their computers and

power down their unit. Staff should call the numbers provided from the if possible, then contact list

which is posted at each door in sequential order until someone from the list is reached. This

personthe facilities team immediately. The facilities team will then call Ohio Equities,contact the

appropriate utility company andas needed, then the ITS department followed by the executive

director and/or chief of staff. The ITS staff after being notified will monitor the servers along with any

essential equipment and the appropriate steps will be taken to protect all data and equipmentIT

Team, Director of Operations, and Executive Director.

The executive directorFor prolonged power outages, the Executive Director and/or Chief of Staff will

make any determination as to whether staff will wait for power to be restored or to go home for the

day. The Chief of Staff will also communicate with the Department Heads, Supervisors or

administrative assistants as to what if any necessary steps are needed after all information has been

gathered. Staff will then be notified by their Department Head, Supervisor or administrative

assistant as to what steps will be taken. In the absence of the Executive Director and/or Chief of

Staff the namesnamed director in charge will take the fore mentioned steps.

Staff is asked to be patient and be as productive as possible while the problem is being rectified.


During Business Hours of (8:00 am – 5:00 pm)

Staff will notify the front desk of any electrical power issues. Staff should immediately save all work

on their computers and power down their unit. The front desk will then notify Ohio Equities and the

HR, Administrative Services Department. The HR, Administrative Services Department will notify the

appropriate utility company and the ITS staff and relay any info the utility company may have

provided such as estimated time without power, etc. The executive director and/or chief of staff will

make any determination as to whether staff will wait for power to be restored or to go home for the

day. The executive director and/or chief of staff will then pass along any steps to the department

director, supervisor and/or administrative assistant who will relay the info to all staff. In the absence

of the executive director and/or chief of staff the names director in charge will take the fore

mentioned steps.


Personal Possessions and Lockable Space:

Personal possessions are not covered under MORPC insurance. No valuables shouldshall be left out

or in a MORPC vehicle. They are the responsibility of the individual and shouldmust be locked up

when not in use. All employees shouldshall have access to or may request lockable space.

Lost and Found:

Any articles lost or found shouldshall be reported to the receptionistHuman Resources.

Parking Lot Safety:


113 11430501v1 Revised 9/7/2017

If any employee is working past 6:00 p.m. or if it is dark outside, the buddy system should be used or

someone should watch staff get safely to their car.

Incident Reporting: Theft, Vandalism, Vagrants, etc:.

All unusual incidents or observations internally or externally, including the parking lot as well as

surrounding areas, must be reported the director of human resourcesto Human Resources as soon

as safely and practically possible. Information about the incident regarding dates, times, places and

other details may be requested. The director of human resources maintains a record of all reported

incidents to continually monitor building security. When appropriate, the employee shouldshall

complete a police report with a law enforcement officer. MORPC is unable to complete police reports

on the behalf of its employees.

Business Card Changes:

AllMORPC staff must complete a business card requests should request form and obtain approval

from their Supervisor. Forms shall be forwardedsent to the administrativeexecutive assistant in the

Public & Government Affairs Department. This request will include any changes, promotions,

department in names changes, titles, department names, etc.

Unless a special circumstance, business cards are ordered at a group rate so staff should expect to

receive their cards in up to 6-8 weeks from the time public & government affairs receives their

request form.

Reorder:

Reorders shouldmust be forwardedsubmitted through the business card order form and sent to the

administrativeexecutive assistant in the Public & Government Affairs Department.

Operations handles all supply orders. Department administrative assistants should maintain a

supply of materials within their respective departments.shall obtain Department Head approval for

supplies then forward the approved requests to Operations. . Additional suppliesSupplies are

available in the supply cabinet located in the copy room by the lobby. MORPC letterhead, envelopes,

etc., are considered general office supplies. Requests for supplies not available in the department

or the supply cabinet should be made to the director of human resources who orders supplies on a

weekly basis. Orders are processed every Wednesday afternoon with a Thursday delivery date.

Centralized Coordination:

The director of human resources will coordinateHuman Resources coordinates all aspects of records

retention and disposition for the entire agency and will havehas the following responsibilities:

BUSINESS CARDS

GENERAL OFFICE SUPPLIES

RECORDS RETENTION AND MAINTENANCE


114 11430501v1 Revised 9/7/2017

1. Assist administrative assistants when needed and train staff in all aspects of the program.

2. Maintain copies of all Certificates of Records Retention and Disposal, department Schedules

of Records Retention and Application for One-time Records Disposal in a central file.

3. Organize records according to the approved schedule and maintain files for approved

Certificates of Records Retention and Disposition and approved Applications for One-time

Records Disposal.

4. Check for certificates ready for disposition. Notify the department administrative assistants

45 days prior to when records are scheduled for disposal.

5. Prepare materials and forms for Records Committee consideration and/or approval and

submit to the Records Committee secretary 15 days prior to the next scheduled meeting.

6. Submit all forms required to the Ohio Historical SocietyHistory Connection and the state

auditor. Make all copies and send them “Certified Mail” to: The Ohio Historical SocietyHistory

Connection, Archive Library Division, 1982 Velma Avenue, Columbus, OH 43211-2497. If

the director of human resourcesIf Human Resources has not heard from OHSOhio History

Connection within 15 days, the records may be destroyed.

7. Coordinate, direct and oversee disposal of records. No stored records shouldshall be

disposed of without approval from the Records Committee and without the knowledge and

direction of the director of human resourcesHuman Resources.

Department Records OfficerDesignee Guidelines:

The Department Head will designate a staff member as department records officerdesignee, usually

the administrative assistant. Each department records’ officer, who is responsible for maintaining

ALLall of their department’s certificates. The director of human resourcesHuman Resources will

notify each officerdesignee of the time frame in which appropriate certificates are to be signed by

the Department Head and forwarded to the director of human resourcesHuman Resources.

Records Storage:

All recordsRecords are stored at Fireproof. If you needoffsite when no longer needed in-house and

prior to destruction date. To retrieve a box from Fireproof, please contactoffsite storage, submit a

request in the human resources & facility coordinator or the director of human resources.

Fireproofticketing system. Offsite storage will then be contacted and the box will be delivered to

MORPC.

Statement, Goals & Objectives:

MORPC recognizes the importance of a healthy natural environment for quality of life, economic

prosperity, public health and growth of a region. For this reason, MORPC is dedicated to carrying out

regional environmental programming in the areas of air quality, water quality, energy conservation,

ENVIRONMENTAL POLICY STATEMENT


115 11430501v1 Revised 9/7/2017

efficient land use, urban revitalization and alternative transportation which have provided the

foundation for the following environmental policy objectives:

Set a high standard for environmental sensitivity.

Assist our member governments in carrying out and quantifying green initiatives.

Make environmental concerns an integral part of our planning and decision making process.

Practice sound environmental stewardships.

Conserve natural resources by carrying out a strategic green purchasing policy.

Conduct audits and self-assessments of MORPC’s compliance with this policy, measure

progress of MORPC’s environmental affairs performance, and report annually to the

Commission.

Media Relations:

All calls communications from news reporters to staff shouldmust be referred to the Public &

Government Affairs Department, other than those to the Executive Director. Public & Government

Affairs staff will determine the nature of the call, who is best to handle the call or interview and

arrange for staff to be interviewed by media. It will also be determined if Public & Government

Affairs staff will be present during the interview. After

If staff has not notified the Public & Government Affairs staff of an interview, staff should e-mail the

public & government affairs senior communications coordinator with the media, then a summary

must be provided to Public & Government Affairs containing the following information:

Description of the conversation or interview

Summary of any information, facts or publications provided to the media

Name of the interviewer

Name of the newspaper, magazine or television/radio station

Date/time the piece is expected to run or air

Interview summaries may be submitted to the senior communications coordinator via e-mail. The

public & government affairs departmentThe Public & Government Affairs Department will generally

issue agency press releases except in certain pre-arranged circumstances. Staff may are encouraged

to submit timely suggestions for press releases to the senior communications coordinatorPublic &

Government affairs.

Graphic Design Policy and Logo Usage

All MORPC staff is accountable for adhering to the agency’s graphic design policy and logo usage

guidelines. The specific policy and guidelines are available in the employee guidebook, on the

agency’s intranet site, on the agency shared network drive in the style guide folder and

distributedmade available to newly hired staff. The purpose is to ensure a holistic and consistent

approach to the message we deliver to our audiences. and to maintain the integrity of the MORPC

brand. Updates to this policy and guidelines are the responsibility of the pubic & government affairs

staff.

PUBLIC & GOVERNMENT AFFAIRS PROCEDURES


116 11430501v1 Revised 9/7/2017

Public Outreach & Communication

The Public & Government Affairs Department will be responsible for coordinating an internal and

external communication plan for the agency. The Public & Government Affairs staff will engage with

MORPC’s multi-department communication team and other programs and services to create and

implement the plans’ strategies. The plans will cover a variety of topics such as public involvement

and outreach advertising and marketing and public relations for the agency. The Public &

Government Affairs staff will work in collaboration with other departments to develop specific

program communication and/or marketing plans.

The MORPC communications team is a multi-department effort to improve and promote

collaboration among the agency’s programs and services in the areas of communication, public

involvement, outreach and marketing. The team is comprised of membership from each MORPC

department and is led by the Public & Government Affairs Department.

Newsletter:

The electronic newsletter, Regional eSource, is published weekly and emailed to our subscription list.

Articles in Regional eSource describe projects in progress by MORPC staff, their recent

accomplishments or awards and regional issues of interest. Members and staff may be asked to

submit story suggestions for publication. The electronic newsletter is produced in-house and is the

responsibility of public & government affairs. The public & government affairs staff also maintains

the newsletter subscription list.

MORPC also produces a print newsletter once a year generally distributed each fall. The target

audience for the print newsletter is the general public and residents who do not have access to the

agency’s electronic newsletter. The newsletter is written and designed in-house by public &

government affairs. Printing and mailing of the newsletter is handled by a selected vendor. Public &

government affairs will work with MORPC departments and programs to select the newsletter

content. The public & government affairs staff also maintains the newsletter subscription list. The

print newsletter will also be translated and printed in Spanish.

Other Publications:

To ensure agency graphic design policy is followed, the production, design and editing of all

brochures, reports, and other publications must be coordinated through public & government affairs.

The services of the public & government affairs staff include consultation, coordination with the

agency’s design firm, pricing, bidding, writing, editing and production.

Information Requests:

It is the responsibility of the Public & Government Affairs Department to respond to general

information requests coming from the public or member communities. Depending on function and

area of expertise, other staff may be involved in dissemination of information specific to their

departments, projects or programs. With regards to media contact, the Public & Government Affairs

Department must be notified in accordance with the department’s directive on media participation

summaries.


117 11430501v1 Revised 9/7/2017

Public Speaking Requests and Audio/Visual Presentations:

Formal presentations to the public must be coordinated through the Public & Government Affairs

Department. A variety of presentation materials are available and can be prepared by the public &

government affairs staff including power point presentations and information packets. Audio/visual

equipment inventory is maintained by the human resourcesIT team.

To reserve a laptop and/or LCD, employees may reserve the equipment using their Outlook calendar.

Staff agrees to be responsible for set-up, operating and returning equipment to the receptionist.

Please notify public & government affairs if there is a problem with any of the equipment. Periodic

training sessions are held to instruct staff on use of the audio/visual equipment.

Website:

Public & government affairs and IT&SGovernment Affairs staff areis responsible for the content,

organization, maintenance and graphics of MORPC’s website, www.morpc.org.www.morpc.org. IT

staff are responsible for the servers. These departments are also responsible for coordination and

overseeing any additional MORPC websites. Employees may submit information and updates for the

MORPC website to the public & government affairs staff.

Social Media Guidelines:

Social media is one of the best ways MORPC can engage with its audience. Staff members are

encouraged to suggest posts and send pictures to the public affairs coordinators that they believe

would make for engaging social media content. Communications among the agency is also highly

encouraged, so as to make the Public & Government Affairs staff aware of what projects, news, and

events are taking place in order for them to be featured online.

Just as an organization would enforce a dress code policy, a social media policy shall be enforced as

well. An employee using his or her personal social media account for business should do so within

the following guidelines:

1. Be Transparent MORPC’s social media accounts are to be considered the official, confirmed sources for the

agency’s messaging. Because the senior leadership of MORPC regularly meets and has an

awareness of all that is taking place at MORPC, the Executive Director and Department Heads

who have their own social media accounts are viewed as additional, but secondary

representatives of the agency. As such, directors may have their content duplicated, retweeted,

shared, etc. from MORPC’s official social media accounts. While individual employees are

permitted to present themselves as MORPC employees on social media, they shall generally

make it known that they do not speak on behalf of the agency.

Only those officially designated by MORPC have the authorization to speak on behalf of the

agency.

While individual employees may present themselves as MORPC employees on social media, they

shall generally make it known that they do not speak on behalf of the agency. Anonymous


118 11430501v1 Revised 9/7/2017

postings are rarely beneficial to anyone. Please be clear and transparent in your communications

on social media that any opinions shared are yours and not necessarily those of MORPC. When

discussing MORPC or MORPC-related issues, be sure your role at MORPC is clear. When

speaking for yourself, use a disclaimer such as: “The views in this post are my own and don’t

necessarily represent my employer’s positions, strategies, or opinions.”

1. Respect 2. MORPC does not seek to control, through this policy or otherwise, the purely personal online

content posted by MORPC staff members, when the content is posted during non-working

time, is posted using the staff member’s own equipment, is unrelated to and does not

identify MORPC or the staff member’s position with MORPC, and is not otherwise disruptive

to MORPC’s mission.

3.

4. However, the following rules apply to any online post by a MORPC staff member that (a)

occurs during working hours; (b) is posted using MORPC equipment; or (c) identifies MORPC,

links to information about MORPC or identifies the staff member’s position with MORPC. In

the case of (c), these rules also apply to any subsequent posts by the staff member on the

same forum (e.g., the same Facebook page, blog, etc.). In addition to being subject to the

rules below, all such online activity (a, b and c) is subject to the same rules and guidelines

that apply to MORPC staff member’s activities in general, including but not limited to

MORPC’s Email and Internet Acceptable Use Policy and other policies found in the this

guidebook.

5. Rules:

6.

7. Online activity during working hours or using MORPC equipment must be primarily

business related. Incidental personal use is permitted; however, personal use must

not impede the staff member’s or other staff members’ work or adversely impact

access to or the use of MORPC’s electronic resources for business purposes.

8. Respect your audience.

2. Don’tOthers’ Legal Rights MORPC’s logos and trademarks are proprietary assets, as are the logs, marks, works, or images

of other entities. Respect all copyright and other intellectual property laws governing copyright,

fair use of copyrighted material owned by others, trademarks and other intellectual property,

including MORPC’s copyrights, trademarks, brands, taglines, or slogans. To minimize the risk of a

copyright violation, please provide references to the source(s) of information you use and

accurately cite copyrighted works you identify in online communications. Similarly, Respect your audience. Do not use religious, racial or ethnic slurs, personal insults, or

obscenity. Don’tDo not engage in sexual harassment or in any conduct that would not be

acceptable offline in a work situation. Even pictures of staff members and Commission members

from outside of work hours that contain alcohol could be misinterpreted by the public and are

discouraged.

9. Show proper consideration for others’ privacy and for topics that may be considered

objectionable or inflammatory—such as politics, religion and personal life.

3. Do not participate in anyUnderstand Your Legal Liability


119 11430501v1 Revised 9/7/2017

Employees are legally liable for anything written or presented online. Employees may be

subject to suit for any unlawful, defamatory, libelous or other injurious conduct involving

the use of social media.

Take responsibility for the content and accuracy of your posts. If you realize you have

made a mistake, immediately fix it if you can and note your correction.

4. Follow MORPC’s Workplace Rules

Use of social media shall conform to MORPC’s E-mail and Internet Acceptable Use

Policy and other policies found in the MORPC Employee Guidebook. Use of social

media platforms in ways that violate MORPC policies found elsewhere in this manual

will result in discipline, up to and including termination. This includes, but is not

limited to not participating in political activity or political communication during work hours

and/or withwhile using MORPC resources (such as computers, blackberries and

recording devices).

MORPC staff members are personally responsible for the digital content they publish.

Be mindful that what you publish will be public for a long time.

Protect your privacy. Before posting any content, determine what personal

information you are comfortable sharing. Remember content can be removed but it

can also be forwarded, digitally and manually. Though not directly business-related,

background information you choose to share about yourself, such as information

about your family or personal interests, may be useful in helping establish a

relationship between you and your readers, but it is entirely your choice whether to

share this information.

Identify yourself. Anonymous postings are rarely beneficial to anyone. When discussing

MORPC or MORPC related issues, be sure your role at MORPC is clear and state

whether you are speaking for MORPC or yourself.

If you are speaking for yourself, use a disclaimer such as this: “The views in this post

are my own and don’t necessarily represent my employer’s positions, strategies or

opinions.”

If you identify yourself as a MORPC staff member, ensure your profile and related

content is consistent with how you wish to present yourself with colleagues and

partners. Only those officially designated by MORPC have the authorization to speak on

behalf of the agency. The lines between public and private, personal and professional are blurred in online

and mobile interactions. By virtue of identifying yourself as a MORPC staff member, you

are now connected to your colleagues and the MORPC members. Ensure that content

associated with you is consistent with your work at MORPC and MORPC’s

missionphones, etc.

10. Consider Respect copyright, fair use and public records laws.

11. For MORPC’s protection as well as your own, it is critical that you show proper respect

for the laws governing copyright and fair use of copyrighted material owned by others,

including MORPC’s own brand. You should never quote more than short excerpts of


120 11430501v1 Revised 9/7/2017

someone else’s work. Always give credit where credit is due, and it is good general

practice to link to others’ work.

5. Where applicable,Public-Records Implications

Please remember that staff members must follow Ohio’s public records procedures as

outlined in this employee guidebookMORPC's Employee Guidebook and must not delete

content and items that relate to the business of MORPC without properly retaining these

public records.

12. Protect confidential and proprietary information. Social media blurs many of the

traditional boundaries between internal and external communications. For example,

ask permission before posting someone’s picture or publishing a conversation that

was meant to be private.

13. Prior to MORPC events, acquire:

14. Written agreements from speakers that all event materials be available to the public.

15. Written agreements from participants to use content created and photos/video taken

during the event.

6. Don’t pick fights. Be the first to correct your own mistakes. Don’t alter previous

posts without indicating that you have done so. When responding to a negative post,

state facts and provide supporting documentation. Avoid ongoing conversations that

do not progress toward greater understanding.Protect Confidential and Proprietary

Information

Do not disclose information that has been entrusted to MORPC on a confidential, non-

public basis. To the extent that the organization uses photo releases to use people’s

likenesses following events, please respect and honor requests from attendees who do

not consent to being photographed, quoted, or otherwise made the subject of social

media posts.

Nothing in this policy is intended to interfere with an employee’s Section 7 rights under the National

Labor Relations Act.

Unless it is part of your assigned work, use or access of social media should be limited to break

times.

Consider the purpose of the social media use. Online communications must not negatively impact

achievement of your assigned tasks and goals.

Employee Guidebook Glossary of Terms

121 Revised 9/7/2017

AGENCY The word “agency” represents the Mid-Ohio Regional Planning Commission

(MORPC).

AGENCY RECORDS

OFFICERS

Executive Director

Chief of Staff & Director of Operations

Secretary of the Board (Commissioners)

ALTERNATIVE WORK

SCHEDULE

A work schedule that is utilized instead of the standard 8:00 a.m. to 5:00

p.m. work schedule. This schedule must be approved in advance by the

supervisor and department head. The alternative work schedule may not

be taken during the core hours of 9:00 a.m. to 3:00 p.m. Tuesday,

Wednesday, and Thursday.

CONTINUOUS

SERVICE

The performance of a full-time position of employment with the agency with

paid status. Time off due to suspensions, leave of absence without pay in

excess of twenty working days (160 hours), or lay-off due to lack of work or

funds, shall be deducted in computing continuous service.

DEPARTMENT

RECORDS

COORDINATOR

Each department will designate one person to be the liaison for

coordinating their department’s records with the records officer.

EMPLOYEE

Staff, a person employed by the agency.

FULL-TIME Full-time status refers to an employee who works forty hours per week and

is eligible to receive full benefits. (For employees on flextime, an average

of forty hours per week are worked).

IMMEDIATE FAMILY The immediate family (as applied to sick leave and funeral leave benefits)

shall mean the spouse, mother, mother-in-law, father, father-in-law, son,

son-in-law, daughter, daughter-in-law, step-son, step-daughter, step-

mother, step-father, brother, brother-in-law, sister, sister-in-law,

grandparents, grandchildren, step-brother, step-sister, legal guardian,

related and permanent members of the household.

INTRANET

MORPC’s internal website (mic.morpc.org)

PAID STATUS Full-time employees are considered to be in paid status when they are

compensated for eight or more hours per working day.

PART-TIME Part-time status refers to an employee who works less than forty hours per

week.

Part-time employees who are hired for an indefinite period of time for

twenty to twenty-nine hours per week may choose the fringe benefit

package as outlined in Section 3, of this manual.


122 Revised 9/7/2017

Part-time employees who are hired for a definite period of time to work less

than twenty hours per week, may receive fringe benefits as outlined in

Section 3, of this manual.

PTO Paid time off. The PTO year is January 1 through December 31. Continuous

service is computed from anniversary date of employment.

TELECOMMUTING Telecommuting is defined as an employment arrangement in which work

delegated from the employee’s manager or supervisor is regularly

scheduled and conducted during the employee’s normal work hours from a

remote location, such as their home. For some job titles, work may be

done at odd hours and not necessarily at any specific time of the day or

night.

TEMPORARY One who works on a short term hourly basis, with hours worked as agreed

upon at the time of engagement. Fringe benefits are not offered.

WORK WEEK The normal work week shall be forty hours and shall be scheduled from

Monday through Friday, or as described under the employee’s flex

schedule.



T 614.228.2663

TTY 614.228.2663

www.morpc.org

EMPLOYEE GUIDEBOOK MORPC Offices Phone: 614-228-2663 www.morpc.org

Last Full Update – September 7, 2017



T 614.228.2663

TTY 614.228.2663

Classification Plan .......................................................................... Section 1

Hiring Process ................................................................................. Section 2

Benefits ............................................................................................ Section 3

Wage and Salary Administration ................................................. Section 4

Performance Management Process ............................................ Section 5

Supervisor Employee Relations .................................................... Section 6

Separation from Employment ...................................................... Section 7

Reimbursement and Purchasing ................................................. Section 8

Operating Policies and Procedures .............................................. Section 9

Glossary of Terms ............................................................................. Glossary

Appendix ........................................................................................... Appendix

TABLE OF CONTENTS


Page

SECTION 1. CLASSIFICATION PLAN 1

Position Description 2

Employment Classification 2

Full-time Employees 2

Part-time Employees 2

Temporaries 2

Student Interns 2

Classification Changes 2

SECTION 2. APPOINTMENT PROCESS 3

Hiring and Recruitment Notice 3

Posting Procedure 3

Advertising and Recruiting 3

Interviewing and Selection 4

Screening Criteria 4

Resumes 4

Telephone Screen 4

Interviews 4

General Employment Application 5

Rating and Selecting Candidates 5

Pre-Employment Drug Testing 5

Reference Check 5

Background Check 5

Offer of Employment 5

Employment Mailing 5

Resume Files – Rejection Letters 6

Orientation Program 6

Initial Introductory Period 6

SECTION 3. BENEFITS 8

Health Insurance 8

Good Health Incentive 8

Flexible Spending Accounts 8

Short Term Disability 9

Long Term Disability 9

Employee Assistance Program 9

Term Life Insurance 9

Supplemental Life Insurance 9

Ohio Public Employees Retirement System 10

Medicare 10

Deferred Compensation 10

Columbus Municipal Employees Federal Credit Union 10

Workers’ Compensation 10

Leaves of Absence with Pay 10

Paid Time Off (PTO) 10

PTO Leave Cash-out for Separating Employees 11

PTO Leave Cash-out Option 11


Page

Prior Public Service PTO Credit 12

Grandfathered Sick Leave 12

Grandfathered Sick Leave Cash-out Option 13

Grandfathered Sick Leave Time Off Cash-out for Separating Employees 13

Parental or Adoption Leave 14

Serious Illness Leave 14

Bereavement Leave 14

Special Leave 14

Jury Duty 14

Military Leave 15

Holidays 15

Personal Leave Hours 15

Family Medical Leave 15

Reasons for FMLA Leave 16

Definitions 16

How is Leave Designated as an FMLA Leave? 17

Rules Applicable when both Spouses/Domiestic Partners are MORPC Staff 17

Reduced Schedule for Intermittent Leave 18

Notice 18

Required Certification Based on Health Issues 19

Certification Related to “Active Duty” or “Called to Active Duty” 19

Paid or Unpaid Leave 19

Restoration to Position 19

Maintenance of Health Benefits 19

Requests for FMLA Leave & Questions 20

Non-FMLA Unpaid Leave 20

Paid Time Off (PTO) and Grandfathered Sick Leave Donation Program 20

Calculation 20

Eligibility Conditions 21

Leave Donation Form 22

Educational Opportunities 23

Tuition Reimbursement/Professional Development Program 23

Seminars, Conference, Training 24

H-1B Sponsorship 24

Star Program 25

Employee Longevity Incentives 25

Employee Commuter Benefits 25

Rideshare Matching Services 25

COTA Bus Pass Policy 26

Bicycle to MORPC 26

Summary of Major Benefits 27

Full-time (40 hours) 27



Part-time (Less than 20 hours) 30

State of Ohio Public Employees Prior Service Credit Form 31

SECTION 4. WAGE AND SALARY ADMINISTRATION 32

Promotions 32


Page

Pay Guidelines/Overtime 32

Pay Period 32

Time Records 32

Non-Exempt Employees 32

Exempt Employees 33

To Report Concerns or Obtain More Information 33

Breaks for Nursing Mothers 33

Direct Deposit 34

Online Payroll Service System 34

Failure to Comply 34

Payroll/Personnel Records 35

Payroll Deductions 35

Working Hours 35

Standard Working Hours 35

Flexible Working Hours 35

Alternative Work Schedule 35

Full Day Alternative Work Schedule Policy 36

Half Day Alternative Work Schedule Policy 37

Alternative Work Schedule Application 38

MORPC’s Telecommuting Policy 39

Benefit of Telecommuting 39

Telecommuting Defined 39

Characteristics of the Employee Eligible to Telecommute 39

Characteristics of the Job or Task for Telecommuting 40

Approval Process 40

The Review Process 41

Measuring Productivity of the Telecommuter 41

Flex Time for Exempt Employees 41

Lunch Period 41

Tardiness 41

Absences 42

Reporting Procedures 42

Discipline 42

Severe Weather and Emergency Conditions 42

Franklin County Snow Emergency Levels 42

SECTION 5. PERFORMANCE MANAGEMENT PROCESS 44

Performance Summary: Employee Performance Evaluation 44

Interim Evaluations 44

Coordinating the Performance Evaluation 45

Completed Evaluation 45

Performance Improvement Plan 45

SECTION 6. EMPLOYEE CONDUCT 47

General Policy Statement 47

Dress Code 47

Equal Employment Opportunity Policy 47

Nondiscrimination in Planning Activities 48


Page

Code of Ethics Policy 48

Employee Political Participation 50

Gifts 51

Conflict Resolution Procedure 51

Disciplinary Action 52

Disciplinary Action Procedures 53

Verbal Warning 54

Written Warning 54

Suspension 54

Violence in the Workplace 54

Drug-Free Workplace Policy 55

Coverage 56

Drug Awareness Program 56

Support for Employees Who Voluntarily Seek Help 57

Prohibited Conduct 57

Testing 59

Post-Offer Employment Drug Testing 59

Reasonable Suspicion of Drug and/or Alcohol Use Testing 59

Testing Procedures 60

Consequences for Violation of This Policy 60

Reservation of Rights 60

Outside Employment 60

Nepotism 61

Harassment 62

SECTION 7. SEPARATION FROM EMPLOYMENT 64

Resignation 64

Letter of Resignation 64

Layoff 64

Involuntary Termination 64

Recovery of Unearned PTO Leave 64

Final Paycheck 65

Retirement 65

Notice of Retirement 65

Rehire Procedures 66

Separation from Employment Procedures 66

Exit Process 66

COBRA Health Care Insurance Coverage 66

Release of Information 66

Retention Agreements 67

Severance Pay 67

SECTION 8. REIMBURSEMENT AND PURCHASING 68

Reimbursement of Travel and Business Expense Policy 68

General Policies 68

Definition of Public Purpose for MORPC 68

Expense Reimbursement – General 69

Overnight Travel Expense Policy 69


Page

Prior Approval Necessary 69

Travel Arrangements 69

Travel Reimbursements 69

Transportation Expenses 69

Saturday Night Stayovers 69

MORPC Vehicle, Private Vehicle Mileage and Parking 70

Ground Transportation 70

Reimbursement for Meals 70

Meal Allowances 70

Lodging 71

Telephone Calls 72

Local Travel Expense Policy 72

Local Meal and Meeting Expense Policy 72

Executive Director and MORPC Commission Member Expenses 73

Employee Relocation Expenses 73

Miscellaneous Expenditures 73

Appreciation Awards 73

Hosting Conferences, Meetings and Other Events 74

Tax-Exempt Status 74

Purchasing 74

Purchase Order Procedures 75

Purchase Order Request 75

Purchase Order 75

Purchases of $2,000 or Less 75

Purchases in Excess of $2,000 76

How to Obtain a Purchase Order 76

Purchases on Open Accounts 76

Procedures for Specific Purchases 77

Subscriptions 77

Memberships 77

Publications 77

Office Supplies 77

Airline Tickets 77

Registrations 77

Temporary Service 77

Hiring and Recruitment Advertising 77

Weatherization Materials 77

Emergency Purchases 78

Disadvantaged Business Enterprise Program 78

Policy 78

Administration 79

DBE Liaison Officer 79

Transportation Systems & Funding Department Role 79

Payments 79

Payments to New Vendors 79

Contracts 79

Contract Procedures 79

Memberships and Publications 79


Page

SECTION 9. OPERATING POLICIES AND PROCEDURES 80

Gift (Debit) Card Policy 80

Vehicles 80

MORPC Vehicles 80

Procedures for Use 80

Agency Seat Belt Use Policy 81

Vehicle Idling and Fuel Conservation Conduct Policy 81

Refueling Agency Vehicles 81

Parking and Traffic Violations 81

Point Accumulation 81

Private Vehicles 82

All Vehicles 82

Parking 82

Maintenance, Repairs & Changes for Office Equipment/Furniture/Facility 82

Conference Room Policy 83

Procedure to Use Conference Room 83

AudioVisual Equipment Use Policy 83

Recording Meetings 83

Requesting Equipment 83

Copier Use for Large Jobs 83

Telephones 83

Personal Calls 83

Cellular Phone Policy 83

Collect Calls 84

Calls from Irate Citizens 84

Coordinating Phone Calls and Mail to Officers 84

Mail Services and Delivery 84

Incoming Mail 84

Ougoing Mail 84

Email and Internet Acceptable Use Policy 85

Purpose 85

Policy 85

Acceptable and Prohibited Use 85

Internet and Email Usage Monitoring Policy 86

Public Records Policy 87

Record Request 87

Production of Requested Records 87

Cost of Public Records 87

Electronic Records 88

Open Meetings Act 88

Notification 88

Public Notice of Meetings 88

Building Policy 89

Smoking 89

Housekeeping 89

Wall Hangings 89

Exit Doors and Hallways 89

Maintenance 89

Signs and Promotional Displays 89


Page

Steps and Approvals Prior to Erecting Signage 89

Facility Security and Safety 90

Lobby Doors and Employee Entrance 90

Key Fobs 90

Employee Parking 91

Business Hours 91

Employee Access 91

Power Outage/Power Surge 91

Personal Possessions and Lockable Space 91

Lost and Found 91

Incident Reporting: Theft, Vandalism, Vagrants, etc. 91

Business Cards 91

Business Card Changes 91

Reorder 92

General Office Supplies 92

Records Retention and Maintenance 92

Centralized Coordination 92

Department Records Designee Guidelines 92

Records Storage 92

Environmental Policy Statement 93

Statement, Goals & Objectives 93

Public & Government Affairs Procedures 93

Media Relations 93

Graphic Design Policy and Logo Usage 94

Public Outreach & Communication 94

Newsletter 94

Other Publications 94

Information Requests 94

Public Speaking Requests and Audio/Visual Presentations 95

Website 95

Social Media Guidelines 95


1 11430501v1 Revised 9/7/2017

SECTION 1 – CLASSIFICATION PLAN

The Mid-Ohio Regional Planning Commission (“MORPC”, the “Commission” or “agency”)

Classification Plan, which shall govern payroll and personnel matters, consists of the MORPC Staff

Organizational Chart, the Pay Range and Authorized Staff Positions by Job Title Table, and position

descriptions.

The Pay Range and Authorized Staff Positions by Job Title Table represents the annual pay range for

each full-time position and the established positions as recommended by the Executive Director and

authorized by the Executive Committee. No established position shall be assigned a pay rate higher

than the maximum or lower than the minimum pay rate except by written authority of the Executive

Director. For Department Heads, such an exception must be authorized by the Executive Committee.

For all positions including department head level, the Executive Director is authorized to determine

the required number of authorized staff and their organization within the agency, and to hire, grant

promotions and wage adjustments. All such changes must be in writing.

The Operations Department is responsible for maintaining the classification plan covering all job

titles, including position descriptions for each position. Operations shall administer and prepare

amendments to the classification plan with the approval of the Executive Committee. All actions

affecting the classification plan shall be within the limits established by the overall MORPC budget.

All actions affecting individual employees shall be within the annual compensation guidelines and

limits set by the Executive Committee.

The position description is a communication tool designed to clarify functions, employer

expectations, responsibilities and interrelationships for each position. It is also used to evaluate the

performance of each position and to determine when accommodations may be reasonable.

A master file of current position descriptions is maintained by Human Resources.

The assignment of a job within MORPC’s classification plan is based on the content of the position

description and the pay range. The position description summarizes the major responsibilities

associated with a specific job title. Each major area of responsibility must relate to position,

department, and agency goals and objectives. It provides a brief description of the position

responsibilities with examples of the types of duties performed. The position description delineates

the essential functions, required knowledge, skills and abilities needed to successfully perform the

position responsibilities. It also provides educational, technical or formal training requirements.

The position description shall be updated to reflect material changes in responsibilities as they

occur. At all times, however, MORPC reserves the right to modify employee job duties and

requirements, with or without formally revising the position description. Revisions to position

descriptions must be routed to the Department Head and coordinated and reviewed by Operations to

POSITION DESCRIPTION


2 11430501v1 Revised 9/7/2017

promote department and agency consistency. Because the position description summarizes the job

responsibilities and qualifications, changes should be infrequent.

Full-time Employees:

Full-time status refers to an employee who is regularly scheduled to work at least 40 hours per week

or, for employees on an alternative schedule, an average of 40 hours per week. Full-time employees

are entitled to all benefits and opportunities in this manual.

Part-time Employees:

Part-time status refers to an employee who is regularly scheduled to work less than 40 hours per

week. Part-time employees are eligible for benefits as listed in Section 3.

Temporaries:

Dependent upon need, temporary employees are utilized on a short-term hourly basis. Temporary

workers generally do not receive benefits unless otherwise provided by applicable law. Temporary

employees hired and put on MORPC payroll may work an assignment for a maximum of six (6)

months, unless explicitly authorized for a longer period by the Executive Director. A Payroll

Authorization form, containing appropriate signatures, specific details of the work to be performed,

expected length of temporary employment and task number should be forwarded to Human

Resources. Human Resources will contact the appropriate sources to hire a temporary worker.

Student Interns:

Interns are utilized from various academic or professional programs. Compensation is based upon

the guidelines set forth in the program sponsoring the intern and/or upon pre-approved MORPC and

departmental guidelines. An intern may not work more than 1,500 hours in any calendar year and

generally does not receive benefits unless otherwise provided by applicable law. In some cases,

interns may remain as employees beyond graduation, generally for a semester.

Classification Changes:

It is required that any changes affecting an employee’s classification be documented by the

supervisor and forwarded to the Director of Operations for review and approval. Classification

changes affect personnel, insurance and payroll records, therefore a new Payroll Authorization form

will need to be completed and submitted to the payroll officer upon completion of all necessary

signatures.

EMPLOYMENT CLASSIFICATION


3 11430501v1 Revised 9/7/2017

SECTION 2 – HIRING PROCESS

As an equal opportunity employer, MORPC fully supports all applicable local, state and federal laws

and regulations and does not discriminate against applicants for employment or employees as a

result of race, religion, color, gender/sex, sexual orientation, age, national origin, ancestry, disability,

military status, Vietnam era/disabled veteran status or any other characteristic protected by

applicable law in any aspects of its personnel policies, working conditions or relationships with

employees and applicants for employment. This applies to all programs without regard to the above

referenced classification. Qualified persons with a disability who believe they may require an

accommodation to perform the essential functions of the job should contact Human Resources to

determine whether there is a reasonable accommodation that would not create undue hardship.

MORPC’s Equal Employment Opportunity Policy is contained in Section 6 of this guidebook.

The Director of Operations, who is the EEO officer, and other members of the Human Resources

Team are available to assist supervisors in the coordination of the hiring and recruitment process.

The Human Resources Team also monitors the hiring process documentation for Operations and

hiring department use.

The Hiring and Recruitment Notice, which is located on the MORPC intranet, initiates the advertising

and recruitment process. All necessary authorizations must be acquired prior to the initiation of a

formal recruitment process and the position description must be attached prior to submitting to the

Director of Operations for approval. Upon receipt of the Hiring and Recruitment Notice, Human

Resources will meet with those involved to review the position description, job title, pay grade, job

posting, recruitment strategy and process.

Job postings inform current employees of vacancies, transfers and promotional opportunities within

MORPC. Advertisements and notices of job openings are typically posted in the lunchroom and

publicly on www.morpc.org/about-morpc/overview/job-opportunities. A link to or a copy of the job

posting is also sent via email to the staff. The Executive Director has the discretion not to post some

transfers and promotions. All notices of job openings will specify the date the position was posted.

Employees who wish to apply for an internal position must complete an internal application

(available on MORPC's intranet) and submit a resume within three (3) business days from the

internal posting date unless otherwise extended. Job postings will generally expire 15-30 days from

the date posted.

Job openings not identified as “internal only” are advertised externally through several recruitment

sources designed to encourage a diverse applicant pool.

HIRING AND RECRUITMENT NOTICE

POSTING PROCEDURE

ADVERTISING AND RECRUITING


4 11430501v1 Revised 9/7/2017

The following describes the typical interview and selection process. The process may be adjusted,

with Executive Director approval, to better assess candidates for a particular position. The revised

process should be applied consistently for all candidates selected for each stage of the process.

Screening Criteria:

The interviewer(s) (Supervisor, Manager or Department Head) must prepare a list of initial screening

criteria, and an interview questionnaire (examples of which may be acquired from Operations).

Testing, if any, may be used if job related and specifically requested by the Supervisor and approved

by Operations prior to the receipt of resumes. The position description is an essential source for the

preparation of the written documentation. It is critical to the interviewing and selection process that

all candidates for interviews be selected based on the same criteria and have the opportunity to

respond to the same interview questionnaire. The interviewer’s Supervisor and Operations

Department will review the initial screening criteria, the interview questionnaire and testing, if

applicable. All screening criteria will be forwarded to Operations for review and approval and for the

hiring record.

Resumes:

When resumes and/or applications are received and Human Resources screens the resumes and/or

applications for minimum qualifications, an electronic copy of the resumes and/or applications are

forwarded to the interviewer(s) (Supervisor, Manager or Department Head) to select candidates to be

interviewed according to the screening criteria established. Resumes are retained for one year.

Resumes and/or applications are considered “active” for 60 days.

Telephone Screen:

Typically the Operations Department conducts a telephone screen interview if needed. Under certain

circumstances, however, (e.g., an exceptionally large number of potential candidates for

interviewing), the interviewer(s) (Supervisor, Manager or Department Head) may conduct a telephone

screen, utilizing a short version of the interview questionnaire. The position description shall be

explained to the potential candidate to allow for self-elimination. Not all positions will have a

telephone interview conducted; the Department Head and Operations Department will determine if a

telephone screen is needed for the position. All interview questions must be approved by Operations.

Interviews:

Operations will schedule and approve questions for all rounds of interviews. At least two MORPC

Team Members will generally participate in all interviews in conjunction with the Supervisor,

Manager or Department Head. Candidates who have not submitted an employment application will

be required to arrive 30 minutes prior to complete MORPC’s employment application. When a

candidate completes the General Employment Application and other required forms, the

predetermined Operations Team Member will notify all interview participating members and then

greet the candidate in the lobby and escort the candidate to the scheduled meeting place. All

participating members must complete and return to Operations an interview questionnaire for each

candidate interviewed.

INTERVIEWING AND SELECTION


5 11430501v1 Revised 9/7/2017

General Employment Application:

The MORPC General Employment Application form must be filled out completely and signed by each

applicant prior to the interview. The interviewer(s) (Supervisor, Manager or Department Head) shall

return the application to the candidate if spaces are left blank prior to the interview. Upon

completion of the interviewing process, the original General Employment Application, along with all

interview packet documents, shall be forwarded to Operations for filing.

Rating and Selecting Candidate:

Second interviews may be scheduled as appropriate. The individuals who interviewed candidates for

a position will generally confer for purposes of rating and selecting the candidate who best fit the

selection criteria. The final decision regarding hiring will generally be made by the Supervisor with

input from other interviewers as needed. Before an offer of employment can be made the Executive

Director must participate in at least one interview session.

Pre-Employment Drug Testing:

Offers of employment will be conditional upon successful completion of applicable drug testing and

applicant background check.

Reference Check:

Upon selection of a candidate, Operations will conduct a formal reference check, which includes

verification of information provided on the General Employment Application form such as education,

past employment, criminal history and driving record. Additionally, personal and/or professional

references may be contacted.

Background Check:

MORPC will conduct a criminal background check prior to making an offer of employment or a job

offer may be conditioned upon successful completion of a criminal background check.

Depending on the position, MORPC may conduct a credit check of an applicant in contention for a

position. This will generally involve positions where applicants will have access to MORPC funds,

credit card information, or banking access.

Offer of Employment:

Upon request from the Hiring Manager and with approval of the Executive Director, Operations will

extend a conditional offer of employment. The conditional offer of employment is contingent upon

successfully completing the drug testing and reference procedures. Immediately upon making a

formal offer of employment, the Hiring Manager shall be notified to initiate the introductory process.

Employment Mailing:

A confirmation letter, generated by Operations from the Executive Director, will contain the start date

and time, job title, department, immediate Supervisor’s name and salary. Operations will notify all

involved concerning the new employee.


6 11430501v1 Revised 9/7/2017

Resume Files – Rejection Letters:

All resumes, employment applications and interviewing questionnaires shall be organized and

forwarded to Human Resources, including the materials for the selected candidate. Once the new

hire accepts the employment offer and background checks have occurred, notice will be sent to

those candidates interviewed, but not selected. The materials pertaining to the new employee will

be retained in their personnel file.

Operations will conduct an orientation program with each new hire, generally during their first

working days at MORPC. At that time, documents are completed and handouts along with policies

are briefly explained. The new employee is also taken on a tour of the building. Training and

departmental orientation is the responsibility of the Supervisor and this shall take place during the

first few weeks of beginning employment.

A brief computer orientation will be conducted by Information Technology Staff for all new employees

within a week of their hire date.

For the first six months in a new position with MORPC, the employee is in an introductory status,

which allows the new employee a period of time to understand the position’s duties and the level of

performance expected. New employees will be given assignments and opportunities, which are

reflective of the duties and responsibilities listed in their position description. Appropriate training as

well as specific goals and deadlines, will be established by the new employee's department or

Supervisor. Frequent, clear communication and feedback are critical to the success of the working

relationships established during this period.

The introductory period shall result in a written statement by the Supervisor, with the Department

Head’s review, as to whether or not the employee satisfactorily meets expectations and understands

the position’s responsibilities. The new employee will sign the statement, after adding additional

comment if they feel it is necessary. The statement shall then be signed by the Supervisor and

Department Head and forwarded to the employee’s personnel file. This statement may be in the

form of the agency evaluation form, a completed orientation plan, or other format acceptable to

Human Resources.

If there are any performance concerns during the six-month introductory period, the employee must

show clear signs of improvement to be retained on staff. If improvement does not occur after

coaching and feedback from the Supervisor, either during or at the conclusion of the six-month

introductory period, the employee will be informed of any shortcomings and may be dismissed.

At the discretion of the Supervisor, and in consultation with Operations, the employee may be given

an extension of the introductory period to correct performance deficiencies, with specific

performance goals and deadlines for meeting those goals. An employee, who does not satisfactorily

perform the duties of his/her position during the introductory period, may be disciplined, up to and

ORIENTATION PROGRAM

INITIAL INTRODUCTORY PERIOD


7 11430501v1 Revised 9/7/2017

including immediate separation at any time during the introductory period and/or any extension

thereof. At all times, including during the introductory period and after completion of the introductory

period, an employee’s status with MORPC is as an employee-at-will, meaning that either the

employee or MORPC may terminate the employment relationship, with or without notice, and for any

reason that is not unlawful.


8 11430501v1 Revised 9/7/2017

SECTION 3 – BENEFITS

The agency offers certain employees various benefits and insurances, including health, life, short-

term, long-term disability, etc., and it may pay a percentage of the costs of such benefits. A summary

of benefits offered by the agency is set forth below. Benefit information in this guidebook, however,

is merely a summary. Details of many of these programs can be found in the Plan Documents

maintained by Human Resources and in the Summary Plan Descriptions (SPD). Plan Documents are

the official documents regarding employee benefit plans and supersede all references to employee

benefits in this guidebook or the benefits summary. The agency, in the course of business, or as

mandated by federal or other government statutes, may choose, or be required to amend or revise

benefit plans offered to employees. Such amendments or revisions shall not be applied

discriminatorily among similarly situated employees. To the extent permitted under applicable law,

and as elected by an employee, the agency will deduct the portion of premiums for benefits on a pre-

tax basis.

MORPC participates in the Franklin County group insurance program regarding health, vision, dental

and prescription drug insurance. Eligible full-time and part-time employees who are regularly

scheduled to work at least 30 hours per week may elect coverage. Employees may decline

coverage, but may not decline separate components of coverage. Insurance providers, coverage

limits, deductibles and other plan provisions are subject to change from time to time. MORPC pays a

portion of the costs for insurance coverage, with the remainder paid by the covered employee

through payroll deductions. The amount to be paid by the covered employee varies depending on

different factors, who is covered on the plan and income. These amounts are provided by Operations

prior to the Open Enrollment Period each year. The employee’s share may be on a pre-tax basis for

employees who choose to participate in the MORPC Section 125 Plan and is subject to change. All

eligible employees will receive a Franklin County benefits packet, which contains additional

information about insurance benefits.

Health insurance coverage generally begins on the first day of the month after 30 days of

employment (e.g., a start date of January 15 would result in coverage beginning on March 1). The

benefits packet from Franklin County should be consulted for specific details of current coverage.

Employees with questions or claim information should utilize the toll-free telephone numbers listed

in the benefits packet and on insurance cards. If an employee needs further assistance with matters

related to insurance coverage or claims processing, contact Human Resources.

Good Health Incentive(s) may be offered as determined by the Executive Director and communicated

to employees. These incentives may change over time to promote healthy living and control group

health care costs.

Flexible Spending Accounts (FSAs) allow you to deduct dollars from your paycheck – before they are

HEALTH INSURANCE

GOOD HEALTH INCENTIVE

FLEXIBLE SPENDING ACCOUNTS


9 11430501v1 Revised 9/7/2017

taxed – and use those dollars to pay for eligible out-of-pocket health and dependent care expenses.

There are specific IRS rules that apply so if you have any questions, contact Human Resources.

Non-temporary employees who are regularly scheduled to work 30+ hours per week are

automatically enrolled in a Short Term Disability Plan once they have completed their six (6) month

introductory period. Beginning no earlier than two weeks after an eligible incident, the Short Term

Disability Plan, administered by a third party, will pay 60% of gross earnings for up to 11 weeks. All

grandfathered sick leave must be used before the Short Term Disability Plan begins to pay the

benefit. Note that coverage may change based on MORPC’s agreements with the third party

administrator.



For an eligible incident, once an employee has exhausted his/her 11 weeks of Short Term Disability,

the third party administrator will pay 60% of gross earnings up to retirement age under the Long

Term Disability Plan. The payment from the Long Term Disability Plan will be offset by any other

disability payments received such as OPERS and/or Social Security. Note that coverage may change

based on MORPC's agreements with the third party administrator.



Full-time and part-time employees and/or family members who are eligible for, and elect to

participate in the MORPC health insurance plan may participate in the United Behavior Health

and/or Northwestern Mutual Employee Assistance Program (“EAP”). An individual may elect to

participate in the EAP for reasons such as, stress or burnout, emotional problems, career and

vocational issues, difficulties with many types of relationships, financial, health and medical issues.

Participation in EAP is confidential unless disclosure of information is expressly authorized by the

participant in writing or otherwise required under applicable law.

All full-time and part-time employees who are eligible to participate in the MORPC health plan (i.e.

group insurance program) will also receive $50,000 term life and accidental death and

dismemberment insurance through the Franklin County Group Plan, at no cost to the employee.

Additional life insurance may be purchased at competitive rates during the open enrollment period

for the employee, spouse/domestic partner and/or eligible dependent children. Enrollment

information will be provided at the time of open enrollment.

SHORT TERM DISABILITY

LONG TERM DISABILITY

EMPLOYEE ASSISTANCE PROGRAM

TERM LIFE INSURANCE

SUPPLEMENTAL LIFE INSURANCE


10 11430501v1 Revised 9/7/2017

Participation in the Ohio Public Employees Retirement System (OPERS) is mandatory for all

employees except those exempted by OPERS regulations. MORPC employees’ wages are not subject

to Social Security taxes. OPERS may be contacted directly at 614-462-3357.

Federal law requires a payroll deduction for Medicare for all employees hired on or after April 1,

1986.

Employees are eligible to participate in the state of Ohio or County Commissioners Association of

Ohio Deferred Compensation Programs. These programs offer several options, including fixed

annuities and variable annuities on a pre-tax basis. Employees wishing to become enrolled should

contact the state or county representative directly. Appropriate names and contact information of

representatives can be acquired from the Human Resources section located on the intranet site.

The credit union offers a savings program, share drafts and various types of loans. Employees

wishing to participate should contact the credit union directly. Appropriate contact information can

be acquired from Human Resources.

Employees may be eligible for Workers’ Compensation benefits in accordance with state law for an

injury or occupational disease that occurs or is contracted in the course of and arising out of their

employment, provided the disability was not purposefully self-inflicted and all other eligibility

requirements for benefits have been met. An employee must report all accidents as soon as safely

possible to their Supervisor and Human Resources. It is the employee’s responsibility to initiate a

Workers’ Compensation claim. Applicable forms may be acquired from Human Resources. Failure

to report an injury or promptly submit a claim application may cause the claim to be contested

and/or disallowed.

Leaves of absence with pay include grandfathered sick leave, PTO, serious illness leave, maternity,

paternity, adoption leave, bereavement leave, special leave, jury duty, military leave, and official

holidays observed by MORPC.

Paid Time Off (PTO):

PTO hours are for full-time and part-time employees, who are regularly scheduled to work at least 20

hours per week, and may be used for reasons such as: observances of religious holidays not

otherwise observed by MORPC, leave for deaths not covered by bereavement leave and/or time off

for rest, vacation, relaxation and/or other personal reasons.

OHIO PUBLIC EMPLOYEES RETIREMENT SYSTEM

MEDICARE

DEFERRED COMPENSATION

COLUMBUS MUNICIPAL EMPLOYEES FEDERAL CREDIT UNION

WORKERS’ COMPENSATION

LEAVES OF ABSENCE WITH PAY


11 11430501v1 Revised 9/7/2017

Employees will be permitted to take PTO hours with the prior approval of the employee’s Supervisor

and/or Department Head. Employees may not take more PTO hours than they have accrued as of

the date of use (i.e., PTO balances may not be negative). Advanced notice of the PTO shall be given

as practicable.

The PTO earnings schedule is shown below. PTO hours are accrued in the amount indicated annually

and for each pay period. When an employee qualifies for increased PTO as a result of longevity, the

increased rate of the employee’s PTO accrual is calculated based on the chart below. The increased

rate of PTO begins to accrue each pay period beginning with the pay period that includes the

employee's anniversary date, or adjusted anniversary date based on any prior service credit. PTO is

not accrued when an employee is in Leave Without Pay status.

While negative PTO balances should not occur, if the resignation or separation of an employee

should occur with the employee having taken available but unearned PTO, the amount of unearned

PTO taken will be deducted from the employee’s final paycheck. When an official holiday, as set

forth in this guidebook, occurs during an employee’s scheduled PTO, that day shall not be

considered a day of PTO. PTO leave shall be charged at a minimum of 1/4 hour increments.

The minimum annual PTO leave usage requirement is 80 hours per calendar year for all full-time

employees and is pro-rated for all part-time employees, based on their regularly scheduled part-time

hours for a full two-week pay period. New employees are not required to use a minimum number of

PTO hours during the calendar year in which they were hired. Balances of PTO hours in excess of 640

hours (or a pro-rated amount for part-time employees, based on their regularly scheduled part-time

hours) as of December 31, or at the time of separation from employment, will be forfeited.

Employees may not elect to take unpaid time off in lieu of using available PTO.

Years of Service:

PTO Leave Schedule

1st Year 2nd

Year 3-7

Years 8-14

Years 15-20

Years 21+

Years

Annual 96 120 160 184 224 264


If an employee fails to return to work at the end of the approved PTO, MORPC may terminate the

employee's employment.

PTO Leave Cash-Out for Separating Employees:

Upon separation of employment for any reason, the employee’s final paycheck will include payment

for any earned but unused PTO. Separating employees may request to receive the cash-out over an

extended period (not to exceed one year without the express written consent of the Executive

Director), rather than in a lump sum on the employee's final paycheck.

PTO Leave Cash-Out Option:

This option to convert (“cash-out”) PTO to cash is available to all employees who have at least eight


12 11430501v1 Revised 9/7/2017

(8) hours of earned, unused PTO as of the end of the month on a quarterly basis based on calendar

quarter (March, June, September, December), for payment as part of the employee’s first paycheck

in the following month. The rate of pay is based on the last day of the previous quarter. The

maximum earned, but unused PTO hours that can be cashed out by an employee in any calendar

year is the employee’s earning amount for that year, i.e., 96, 120, 160, etc., hours. When

considering a cash-out, employees should keep an adequate balance of PTO for planned time off

and unforeseen needs.

Per the Ohio Public Employees Retirement System (OPERS) basic rules for an annual conversion

plan: “The maximum amount of converted PTO that can be considered earnable salary by OPERS is

the amount the employee earns in one calendar year, less any amounts taken during the calendar

year. To be considered earnable salary the PTO also must have been earned in the calendar year it

was converted. This concept is considered the LIFO method (last in, first out). The only exception is

that PTO conversion may occur in January for the prior calendar year. In this case the amount

considered earnable salary would be the amount of PTO earned in the prior year minus the amount

of PTO taken in the prior year.”

As a result of LIFO method required by OPERS, any cash-out requested and approved in excess of the

allowable OPERS conversion amounts will not be considered earnable salary by OPERS. For

example, if an employee who earns 160 hours per year uses 100 hours during the year ended

December 31, a conversion request for 160 hours will result in 60 hours of OPERS earnable salary

and 100 hours of non-earnable salary will be cashed out. All cash-outs requested will be considered

OPERS earnable salary until the maximum OPERS earnable salary has been reached per this policy.

Once an employee converts a specified number of PTO hours to cash, the same amount of hours will

be deducted from the employee’s unused PTO balance. This cash-out provision does not reduce nor

can it be substituted for mandatory PTO hours discussed above, i.e., 80 hours.

The conversion of PTO hours to cash is voluntary and can be requested by submitting an election

form to finance by the announced due date.

Prior Public Service PTO Credit:

An employee who has worked for the State of Ohio or any qualifying political subdivision of the State

of Ohio, (absent a collective bargaining agreement which specifically excludes the right) may apply

for prior public service credit for PTO earnings calculations. MORPC does not honor any unused

annual leave that an employee may have had with any previous employer. When properly certified,

MORPC will include an employee’s time of service with a previous public employer when determining

the employee’s MORPC PTO earnings rate. Any employee may obtain the Prior Service Credit form

from the Human Resources intranet web site under Forms. It will be the responsibility of the

employee to ensure that the form is completed and certified by the previous employer. Only prior

service that is properly certified will be counted toward the employee’s years of service.

Grandfathered Sick Leave:

Grandfathered sick leave (earned prior to January 1, 2016) or PTO may be used for one of the

following reasons affecting the employee or a member of the employee’s immediate family: illness,


13 11430501v1 Revised 9/7/2017

injury, medical, dental, or optical examination or treatment, and/or quarantine because of

contagious disease or mental health illness. Grandfathered Sick Leave must be charged in 1/4 hour

increments. Employees may not elect to take unpaid time off in lieu of using available grandfathered

sick leave. Requests to use grandfathered sick leave shall be submitted to the employee’s

Supervisor at least 30 days in advance of the need for grandfathered sick leave when the need for

leave is foreseeable. When the leave is not foreseeable, the employee shall provide notice as early

as practicable. MORPC may require the requesting employee to submit a certificate from a certified

healthcare professional substantiating the need, anticipated duration and/or reason(s) for leave.

MORPC reserves the right to have any employee examined by its own doctor at its own expense to

substantiate the grandfathered sick leave request.

If an employee has a remaining balance of grandfathered sick leave of less than 0.25 hours (which

by definition cannot otherwise be used), this remnant balance of hours will be added to the

employee's PTO hour balance for more flexible use and the corresponding grandfathered sick leave

balance will be eliminated.

Grandfathered Sick Leave Cash-Out Option

This option to convert accrued but unused grandfathered sick leave hours to cash is available to all

employees who have a grandfathered sick leave balance in excess of 80 hours (pro-rated hours for

part-time employees) as of the end of the month on a quarterly basis based on calendar quarter

(March, June, September, December), for payment as part of the employee’s first paycheck in the

following month. Grandfathered sick leave hours converted may not reduce the employee’s unused

grandfathered sick balance below 80 hours for full-time employees, pro-rated hours for part-time

employees. The cash-out option is limited to a total maximum of 80 hours per employee per

calendar year (pro-rated hours for part-time employees). Employees will be paid 33.33% of their

current hourly rate of pay for each hour of grandfathered sick leave converted to cash. Every

grandfathered sick leave hour converted to cash will be deducted from the employee’s unused

grandfathered sick leave balance.

The conversion of grandfathered sick leave hours to cash is voluntary and can be requested by

submitting an election form to Finance by the announced due date. Prior public service sick leave

hours are not eligible for conversion to cash by MORPC. All grandfathered sick leave cash outs are

not considered earnable salary by OPERS.

Grandfathered Sick Leave Time Off Cash-Out for Separating Employees

Upon separation of employment for any reason, employee may elect to be paid for a percentage of

the balance of accrued but unused grandfathered sick leave through the separation date, up to a

maximum of 1,500 hours, unless otherwise instructed. Separating employees may request to

receive the cash-out over an extended period (not to exceed one year without the express written

consent of the Executive Director), rather than in a lump sum on their final paycheck.

Compensation for accrued but unused grandfathered sick leave up to a maximum of 1,500 hours

will be paid for unused grandfathered hours earned at MORPC at 33.33% of the employee’s final

rate of pay. Unused prior service sick leave will not be compensated at separation unless the prior

service was with an employer paid by an Ohio County Auditor warrant.


14 11430501v1 Revised 9/7/2017

If any employee of MORPC, regardless of term of service, dies while in paid status (prior to

separation), unused grandfathered sick leave up to a maximum of 1,500 hours earned at MORPC

shall be paid to the estate of the deceased employee at 33.3% of the accrued hourly rate of pay.

The remaining two-thirds balance, subject to a $10,000 limit, shall be paid to the estate in addition

to the first one-third at 33.33% of their current hourly rate of pay.

Parental Or Adoption Leave

This paid leave is a benefit that will pay 100% of employee’s pay for two (2) weeks for maternity,

paternity, or adoption leave and in place of serious illness leave, where applicable. This leave runs

concurrently with FMLA leave, where applicable. The employee must still request leave and have it

approved by their Supervisor and Department Head.

Serious Illness Leave

This paid leave is a benefit that will pay 100% of employee’s pay for two (2) weeks for a serious

illness. This leave runs concurrently with FMLA leave, where applicable. The employee must still

request leave and have it approved by their Supervisor and Department Head. Serious illness leave

will be awarded only to employees that receive benefits from the Short Term Disability Plan as

determined by the third party administrator.

Bereavement Leave

Full-time employees shall be entitled to forty (40) hours per calendar year of bereavement leave with

pay for the death of a member of the employee’s immediate family, regardless of where the funeral

or interment may be located. Part-time employees are entitled to a pro-rated amount of

bereavement leave. Employees must still request leave and receive advanced approval from their

immediate Supervisor. Bereavement leave for other relatives or friends not defined as immediate

family will not be granted, and employees should request PTO in those circumstances. (See Glossary

for definition of immediate family).

Special Leave

Special leave is time off with pay available to full-time employees for personal emergency situations

(e.g., an unforeseen, unusual or nonrecurring act of nature or emergency such as home fire, flood, or

burglary and/or extraordinary situations not otherwise covered in this manual) or for work-related

situations as determined by the Executive Director (e.g., in response to emergencies, unusual or

nonrecurring work situations approved within the timeframe established by the Executive Director

when use of flex time cannot be accommodated, and/or extraordinary situations not otherwise

covered in this manual).

Special leave must be requested. The immediate Supervisor, Department Head and Executive

Director must approve all special leave requests. A maximum of two days (16 hours per year) of

special leave may be awarded.

Jury Duty

Employees required to serve on jury duty must request leave to their immediate Supervisor as soon

as possible prior to jury duty. The immediate Supervisor, Department Head and Executive Director

must approve all jury duty leave, whether paid or unpaid. Full-time employees on jury duty will be

paid their regular pay for time spent on jury duty. Part-time employees regularly scheduled to work


15 11430501v1 Revised 9/7/2017

30+ hours per week will be paid their regular pay for time spent on jury duty, up to their regularly

scheduled amount of hours per week. Jury duty leave for part-time employees regularly scheduled to

work less than 30 hours per week, temporaries and student intern employees is unpaid. Employees

serving on jury duty for a partial day are expected to report for work for the balance of the work day.

Military Leave

In accordance with applicable Ohio law, a regular full-time or part-time employee who is a member of

the Ohio organized militia or other reserve components of the armed forces of the United States,

including the Ohio National Guard, is entitled to a leave of absence with pay for the time he/she is

performing service in the uniformed services for periods up to one month, for each calendar year in

which he/she is performing service in the uniformed services. One month means 22, 8-hour work

days or 176 hours. Under certain limited circumstances, and in accordance with applicable law, an

employee may be entitled to up to $500 in pay for service greater than a month in a calendar year.

To receive paid military leave, the employee must submit to the Executive Director the published

order authorizing the call or order to the uniformed services or a written statement from the

appropriate military commander authorizing the service.

MORPC will provide unpaid military leave in accordance with the Uniformed Services Employment

and Reemployment Rights Act (“USERRA”) and any other applicable federal and state law(s).

Holidays

The official holidays observed by MORPC shall be as follows:

New Year’s Day

Martin Luther King Day

President’s Day

Memorial Day

Independence Day

Labor Day

Columbus Day

Veteran’s Day

Thanksgiving Day

Christmas Day

Each full-time employee in paid status shall be entitled to eight hours of pay for each of the listed

holidays. Eligible part-time employees in paid status receive pro-rated amount of hours based on

their scheduled average daily work hours per week. Holidays falling on a weekend will usually be

celebrated on either the preceding Friday or the following Monday.

Personal Leave Hours

At times the Executive Director may offer personal leave hours to the agency, dependent upon

budget availability. The personal leave hours may be awarded from 0 - 24 hours annually.

In accordance with the Family and Medical Leave Act (“FMLA”), Eligible Employee(s) (defined below)

FAMILY MEDICAL LEAVE


16 11430501v1 Revised 9/7/2017

may qualify for up to twelve (12) or twenty-six (26) work weeks (depending on the reason) of unpaid

leave for the reasons specified below.

An “Eligible Employee” is one who: (a) has been employed by MORPC for at least twelve (12) months,

(b) has worked at least 1,250 hours in the twelve (12) months immediately preceding the beginning

of the first day of the leave; and (c) works at a work site where 50 or more employees work within 75

miles.

Reasons for FMLA Leave:

A. Eligible Employees may qualify for up to twelve (12) weeks of unpaid leave in a year for any of

the following reasons:

1. For birth of a Son or Daughter, and to care for the newborn child (“Birth Leave”);

2. For placement with the employee of a Son or Daughter for adoption or foster care

(“Placement Leave”);

3. To care for the employee’s spouse/domestic partner, Son or Daughter who has a Serious

Health Condition (“Family Health Leave”);

4. To care for the employee’s Parent who has a Serious Health Condition (“Parent Health

Leave”);

5. Because of a serious health condition that makes the employee unable to perform the

functions of the employee’s job (“Employee Health Leave”); or

6. Because of any Qualifying Exigency arising out of the fact that the employee’s

spouse/domestic partner, Son, Daughter, or Parent is a covered military member (excluding

members of the Regular Armed Forces) who is on active duty (or has been notified of an

impending call or order to active duty) in support of contingency operation (“Exigency

Leave”). Qualifying Exigencies may include attending certain military events, arranging for

alternative childcare, addressing certain financial and legal arrangements, attending certain

counseling sessions, and attending post-deployment reintegration briefings.

B. Eligible Employees may qualify for up to twenty-six (26) work weeks of unpaid leave in a year for

the following reason:

1. To care for a covered service member with a serious illness or injury, if the employee is the

covered service member’s spouse/domestic partner, Son, Daughter, Parent, or Next of Kin

(“Covered Service Member Leave”).

Definitions

For purposes of the FMLA year, MORPC used the “rolling” twelve-month period measured backward

from the date an employee uses any FMLA leave, except in the case of Covered Service Member

Leave (defined below), when MORPC uses a rolling forward twelve-month period.

A. “Son or Daughter” means a biological, adopted or foster child, a stepchild, a legal ward, or a



17 11430501v1 Revised 9/7/2017



B. “Parent” means the biological, foster or adoptive parent, a stepparent, or a legal guardian.

C. “Covered Service Member” means a member of the Armed Forces (including National Guard or




D. A “Serious Health Condition” is an illness, injury, impairment, or physical or mental condition that

involves:

1. Inpatient/overnight care and any period of incapacity or subsequent treatment in connection

with such inpatient care; or

2. Continuing treatment by a health care provider, which means:

a. incapacity involving more than 3 consecutive calendar days with either:

(i) 2 or more in person treatments within 30 days of the first day of incapacity by

or under the order/referral of a health care provider, or

(ii) 1 treatment followed by a regimen of continuing treatment; (in both situations

the first healthcare provider visit must occur within 7 days of the first day of

incapacity);

b. a period of incapacity or subsequent treatment relating to conditions treated in (a);

c. a period of incapacity due to pregnancy or for prenatal care;

d. any period of incapacity or treatment for a chronic health condition which continues

over an extended period and which may also be episodic and requires a minimum of

2 visits/year;

e. a period of incapacity which is permanent or long term incapacity for which treatment

may be ineffective and which requires the supervision of a health care provider; or

f. a period of absence for multiple treatments following restorative surgery or a

condition that is likely to result in incapacity for more than 3 consecutive calendar

days without medical intervention and any period of recovery relating to such

treatments.

For purposes of Covered Service Member Leave, “serious injury or illness” means a condition that

may render the service member medically unfit to perform the duties of the member’s office, grade,

rank, or rating.

“Next of Kin” means nearest blood relative or the relative identified in writing by the service member.

How Is Leave Designated as an FMLA Leave?

Designating a leave as "FMLA leave" is not something that an employee voluntarily elects or declines

to use. If an eligible employee needs time off for one of the reasons set forth above, the leave will be

treated as FMLA leave. Supervisors have been provided with information to assist them in

understanding when leaves are FMLA-qualifying. Supervisors should contact Human Resources to

first determine if an employee in need of leave is eligible for FMLA.

If MORPC believes that an employee's absence is due to the reasons above, it will treat the leave as

FMLA-qualifying. Regardless of whether the employee or MORPC initiates application of the FMLA,

employees will be given a packet of information and forms to be completed. Human Resources will


18 11430501v1 Revised 9/7/2017

coordinate with the payroll, so that available grandfathered sick time, PTO time, or other form of paid

leave time can be properly applied.

Rules Applicable When Both Spouses/Domestic Partners Are Employed By MORPC:

If both spouses/domestic partners are employed by MORPC and Eligible Employees, they are entitled

to a combined total of twelve weeks of leave, rather than twelve weeks each, for Birth Leave,

Placement Leave, or Parental Health Leave.

When both spouses/domestic partners are employed by MORPC and Eligible Employees, they are

entitled to a combined total of up to 26 weeks of leave, rather than 26 weeks each for (1)

Covered Service Member Leave, or (2) Covered Service Member Leave in combination with Birth

Leave, Placement Leave or Parental Health Leave, during the single twelve-month period in which

the Covered Service Member Leave is the first taken by either spouse/domestic partner.

When the leave taken for both Covered Service Member Leave and Birth, Placement or Parental

Health Leave, the limitation of a combined total of up to 12 weeks leave during any 12-month period

applies to the portion of leave taken as Birth, Placement or Parental Health Leave.

Reduced Schedule or Intermittent Leave:

Exigency Leave may be taken intermittently (taking leave in blocks of time) or on a reduced leave

schedule (reduction of normal weekly or daily work schedule).

Employee Health Leave, Family Health Leave, or Covered Service Member Leave may be taken

intermittently or on a reduced leave schedule when medically necessary.

Birth or Placement Leave may only be taken intermittently or on a reduced leave schedule if

approved by MORPC.

Except in the case of Exigency Leave, MORPC may require an employee taking scheduled leave

intermittently or on a reduced leave schedule to transfer positions temporarily if the position has

equivalent pay and benefits and better accommodates the scheduled intermittent or reduced leave

schedule than the employee’s regular employment position. An employee must make reasonable

efforts to schedule intermittent or reduced leave planned medical treatment so as not to unduly

disrupt MORPC’s operations.

Once intermittent leave or reduced leave schedule is initially granted, the employee must

subsequently specifically reference either the qualifying leave reason or the need for FMLA leave

when scheduling leave or calling off work to qualify as FMLA leave.

Notice:

An employee ordinarily must provide 30 days advance notice when the need for leave is foreseeable.

If the need for leave is not foreseeable, the employee must give notice as early as practicable. If the

need for leave is because of a Qualifying Exigency and is foreseeable, the employee must give notice

as soon as is reasonable and practicable. MORPC may deny or delay commencement of the leave

period if the eligible employee does not meet the notice requirements.


19 11430501v1 Revised 9/7/2017

Required Certifications Based on Health Issues:

MORPC will require that a Family Health Leave, Employee Health Leave, or Covered Service Member

Leave be supported by certification from a bona fide health care provider. The certification form

required to be completed by the healthcare provider is available from Human Resources and must

be completed and returned to Human Resources within 15 calendar days after receipt of the

certification paperwork, unless it is not practical to do so and the employee can provide a reasonable

explanation for the delay. Unreasonable delay in submitting the required certification after the

deadline for submission has passed will result in denial of FMLA leave. Additional medical opinions

may be required for Employee Health Leave or Family Health Leave. Periodic reports during the

leave regarding the employee’s status and intent to return to work will be required. The employee

must provide a return to work slip before the employee may return to work from an Employee Health

Leave of more than three (3) consecutive days.

Certification Related to “Active Duty” or “Called to Active Duty”:

If an employee is requesting Covered Service Member Leave, the leave must be supported by a

certification that the service member’s serious illness or injury was incurred in the line of duty on

active duty in the Armed Forces. If an employee is requesting Exigency Leave, the leave must be

supported by a certification that the employee’s covered family member is on or has been called to

active duty in the Armed Forces in support of a contingency operation. The certification forms are

available from Human Resources.

Paid or Unpaid Leave:

MORPC requires an employee to substitute any grandfathered sick leave, PTO, Maternity, Paternity or

Adoption leave, Serious Illness leave, or special leave for any part of the 12 or 26-week period of

leave. Once all paid leave is used, the remainder of the FMLA shall be unpaid. MORPC may

designate as FMLA leave any absence related to illness for which the employee is receiving workers’

compensation or short or long term disability benefits.

Restoration to Position:

Unless an employee is a “key employee” (among the highest paid 10% of all the employees), Eligible

Employees who take leave shall be entitled upon return from such leave;

1. to be restored to the position of employment held by the employee when the leave

commenced; or

2. to be restored to an equivalent position with equivalent benefits, pay, and other terms and

conditions of employment.

If an employee fails to return to work at the end of the approved leave, MORPC may terminate their

employment. Employees who are granted FMLA leave for more than 30 consecutive working days

must contact Human Resources to confirm the employee’s intention to return to work at least 3 days

prior to the date the leave expires.

Maintenance of Health Benefits:

Group health insurance will be maintained for the duration of the leave on the same terms as if the

employee had not taken the leave, as long as the employee pays the normally paid premium


20 11430501v1 Revised 9/7/2017

amount. If possible, contact Finance concerning premium payments before taking leave. In some

circumstances, MORPC may recover the premium it paid to maintain health coverage for an

employee who fails to return to work from the FMLA leave. Additionally, should the employee return

to work and MORPC has paid the employee’s share of the health insurance premium during the

employee’s absence; MORPC retains the right to recover that sum from the employee.

Requests for FMLA Leave and Questions:

If you are considering requesting leave under this policy, or if you have questions about the policy,

please contact Human Resources. For more information, see the Employee Rights & Responsibilities

provided by Human Resources upon activation of FMLA.

Following exhaustion for available FMLA leave and applicable paid leave, or if an employee is not

eligible for FMLA leave or needs leave for a non-FMLA-qualifying reason and has no PTO, a leave of

absence without pay of up to six months may be granted to an employee by the Executive Director

who determines, in his/her sole discretion, that the leave will not jeopardize the productivity of the

relevant position or harm the program within which the employee is assigned.

If any non-FMLA unpaid leave time exceeds 20 working days (160 hours) within any 12-month

period, the employee’s next annual wage increase will be pro-rated based on the amount of non-

FMLA unpaid leave taken. PTO will not accrue during a non-FMLA unpaid Ieave. Holidays, which

occur during a period of unpaid leave, will not be paid. MORPC reserves the right to fill an

employee’s position during any non-FMLA unpaid leave, unless otherwise provided by applicable law.

The PTO Donation Program is intended to allow MORPC employees who have completed their 6-

month introductory period to donate earned PTO and/or grandfathered sick leave to a designated

employee within the agency who has a critical need for leave due to a serious illness or injury.

Employees who wish to donate PTO or grandfathered sick leave to an eligible employee, must retain

an earned PTO balance of at least 80 hours. To donate PTO or grandfathered sick leave, a minimum

of 8 hours must be donated and the donor employee must complete a Leave Donation Request

Form. Donor employees must still take (use) a minimum of 80 hours of PTO in the year of the

donation as required above. Upon completing the form, the donor certifies that he or she is donating

the leave voluntarily and understands that the leave will not be returned.

The eligible employee may receive donated PTO or grandfathered sick leave in increments to a

maximum of 480 hours per calendar year. Donor needs to donate 8 hours minimum, but recipient

may receive less than 8 hours based on the following calculation.

Calculation:

The donation shall be converted to a dollar amount based upon the donor’s salary rate, and credited

to the donated employee’s PTO bank at his/her hourly rate. The donor employee may not recover

unused donated PTO or grandfathered sick leave.

NON-FMLA UNPAID LEAVE

PAID TIME OFF (PTO) AND GRANDFATHERED SICK LEAVE DONATION PROGRAM


21 11430501v1 Revised 9/7/2017

Eligibility Conditions:

The following conditions must be met to be eligible to receive Donated Leave:

The employee has an extended or catastrophic illness or injury;

The employee has exhausted all earned PTO, grandfathered sick leave, flex time, special

leave, and serious illness leave; and

The employee does not qualify for disability insurance benefits, or workers' compensation

coverage.


22 11430501v1 Revised 9/7/2017

LEAVE DONATION FORM - DONOR APPLICATION

FOR PAYROLL PERIOD ENDING:__________________

1. DONOR INFORMATION

Donating Employee: (Last) (First) ____________________________ ____________________

Department:_____________________

Total Hours Donated (Must be earned leave) _____________ Paid Time Off (PTO) Hours donated (Must be minimum of 8 hours) _____________ Grandfathered Sick Leave Hours donated (Must be min. of 8 hours)

2. PERSON TO RECEIVE DONATED LEAVE

Donated leave may not be used to supplement other benefit programs (e.g., disab’lity insurance,

workers' compensation, retirement benefits) (Recipient): (Last) (First) ___________________________ ____________________

Department:____________________

3. CERTIFICATION

I hereby certify that this request is made voluntarily. I was not coerced, intimidated or financially

induced into donating PTO and/or grandfathered sick leave. By signing I hereby relinquish all rights

to the PTO or grandfathered sick leave hours shown above and the benefits accruing or attached to

the same. I understand that the donation of leave is irrevocable and irreversible and that no leave

will be refunded to me. I certify that I will have a remaining balance of 80 hours or more of PTO

after making this donation.

Date:___________________ ___________________________________________ Signature of Donating Employee Date:___________________ ___________________________________________ Human Resources Date:___________________ ___________________________________________ Finance

//////////For Finance Use Only////////////

1. Donor: 2. Recipient: Hours Donated: Value Recorded: Hourly Rate: $ Hourly Rate: Donation Value: *Hours Received:

–Distribution: Original - Finance Copy: HR/Employee File


23 11430501v1 Revised 9/7/2017

Tuition Reimbursement/Professional Development Program:

MORPC encourages and supports employees’ efforts to broaden the skills and knowledge which lead

to job enrichment at MORPC. Full-time employees who have completed their six (6) month

introductory period are eligible for the MORPC Tuition Reimbursement/Professional Development

Program. If approved, MORPC will reimburse staff up to $3,000 per year for courses or instruction

working towards an Associates or Undergraduate Degree or $5,000 per year for Graduate Degree,

provided by colleges, universities or other approved agencies and groups that are directly applicable

to the employee’s job duties. Other relevant extensive professional development programs (such as

Leadership Columbus) may be approved for up to $5,000 per year as well.

Employees working to achieve or maintain a certification in their field of work (e.g. PE, SHRM, CPA,

AICP, Housing Professional Certification, etc.) are also eligible for up to $3,000 reimbursement for

the cost of coursework and testing upon completion of certification. For professional development

programs, certification renewal, and coursework that does not require testing upon completion,

reimbursement prior to course completion, or direct payment to the vendor is acceptable in a

manner consistent with MORPC finance processes and procedures.

Some programs allow for students to test out of classes. MORPC will reimburse for the cost of these

tests subject to and included within the same limits and parameters noted above and below

including successful outcome of the test (i.e. placing out of the class).

Part-time employees (less than 30 hours per week) are eligible to participate at the expiration of

their six-month introductory period and will be reimbursed up to $1,500 for Undergraduate Degree or

Certification and $2,500 for Graduate Degree.

Permission for use of the Tuition Reimbursement/Professional Development Program must be

obtained prior to course registration from the immediate Supervisor, Department Head and Human

Resources. The process for acquiring the appropriate approvals shall be initiated by the employee

requesting reimbursement well in advance of course registration deadline dates. The procedure for

acquiring approval for tuition reimbursement/professional development begins with the MORPC

Tuition Reimbursement/Professional Development Application form which may be obtained on-line

from the MORPC intranet in the Human Resources section under Forms.

Payments are made on a reimbursement basis after the employee has completed the course with a

grade of “C” or better or achieved certification. Course attendance is to be on the employee’s own

time. Original receipts for eligible expenses and the grade report (“C” or better) or proof of

successful completion of the course studies, or certification will be required prior to reimbursement.

Employees will not receive their actual reimbursement until after the successful completion of the

course study or certification.

Other fees, parking, the purchase of books, etc. are not eligible for reimbursement unless otherwise

approved by the Executive Director.

EDUCATIONAL OPPORTUNITIES


24 11430501v1 Revised 9/7/2017

Utilizing the MORPC Tuition/Professional Development Authorization for Reimbursement form,

Human Resources will make approval for reimbursement of eligible expenses. The form will also

serve as the means, after appropriate receipts are attached, by which Finance will be notified of the

amount of reimbursement. Any employee, who receives tuition reimbursement/professional

development reimbursement and leaves the agency within one year of the reimbursement for any

reason, must repay the agency in full.

Additional professional development, such as professional coaching or other MORPC-provided

development opportunities, may be paid via direct payment to the vendor or reimbursed via

MORPC’s reimbursement policies upon submission of adequate documentation.

Seminars, Conferences and Training:

When MORPC determines, in its sole discretion, that it would be a benefit to the agency and the

employee, MORPC may pay the necessary expenses incurred by an employee to officially represent

the agency by attending:

Professional seminars

Conferences

Training sessions

Other official meetings or gatherings

Department Heads are responsible for monitoring and recommending participation in seminars,

conferences and training within departmental budgetary constraints.

Human Resources is responsible for approving all professional development training whether paid

from a department budget or the Human Resources budget. The Executive Director has final

approval authority for all recommended actions. Approval must be requested on the “Travel

Request/Authorization” form if out-of-town travel is required; otherwise a purchase order is required

(see Section 8).

The following are guidelines to determine the appropriateness of participation in seminars,

conferences, training or continuing education: obtaining information necessary to the agency for

completion of its goals or objectives; receiving training in new procedures, techniques, or concepts in

planning directly applicable to MORPC’s work; improving management or supervisory skills;

improving capabilities for work with the public; assisting a staff member in acquiring skills necessary

to their job function; and/or to take professional exams. Human Resources will assist in the

determination and assessment of various programs.

Upon completion of a seminar, conference or training, a copy of the certificate of completion shall be

returned to Human Resources within five days of taking the course.

MORPC will pay up to $1,000 of an existing employee’s costs incurred in renewing an H-1B visa if

the employee has completed any six month introductory period, including for a transfer or promotion,

and is satisfactorily meeting all of the requirements of the employee’s position.

H-1B SPONSORSHIP


25 11430501v1 Revised 9/7/2017

MORPC’s Employee Recognition Program is called the Star Program which became effective July 1,

2011. Each Department Head may send recommendations to the Director of Operations for

employees or teams that deserve to be recognized for achievements during that particular quarter.

The recommendations must be thorough and go into detail as to why this employee or team

deserves to be recognized. The recommendation can be made by anyone in the agency and then

forwarded to the head of the department where the employee or team works. The Department

Head, after reviewing the recommendation, will forward it to the Director of Operations for review,

which will then be forwarded to the Executive Director for review and approval. All approved

recommendations will be evaluated by the Executive Director after the end of each quarter. Winners

will be selected each quarter by the Executive Director – usually an individual winner and all

members from one winning team. Individual winners will receive one day off with pay (8 hours PTO

added to their accrued balance, pro-rated for part-time employees) and team members will receive

½ day off with pay (4 hours of PTO added to their accrued balance, prorated for part-time

employees).

Individuals that were approved for recognition but were not selected will receive a non-monetary

recognition certificate.

At the end of the year, there will be a drawing of all approved recommendations that were submitted

during the year, excluding the quarterly winners, and one winner will be randomly selected and

receive one day off with pay (8 hours PTO added to their accrued balance, pro-rated for part-time

employees). Employees must still be MORPC employees at the time of the drawing to be eligible.

The Recommendation Form is located on the MORPC intranet in the Human Resources section

under forms.

After one year of employment, an employee will receive a one (1) year certificate. For service in five

(5) year increments, employees will receive a gift catalog appropriate for their year of service to


It is the intention of the agency to provide benefits to employees that support MORPC’s mission. To

this end, MORPC reaffirms its commitment to support alternative transportation efforts to aid

employees getting to and from work. In addition to those benefits described here, the Executive

Director may authorize additional incentive programs to encourage employees to utilize alternative

transportation modes.

Rideshare Matching Services:

Gohio Commute is a MORPC program created to enable commuters to participate in alternative

forms of transportation, such as carpooling, vanpooling and transit. Gohio Commute encourages

commuters to share the ride to work to reduce single occupant vehicle use and achieve cost savings

STAR PROGRAM

EMPLOYEE LONGEVITY INCENTIVES

EMPLOYEE COMMUTER BENEFITS


26 11430501v1 Revised 9/7/2017

and a cleaner environment in the Central Ohio region. Gohio Commute can assist employees

interested in commuting to the worksite in a carpool or vanpool. Employees can obtain a free

personalized rideshare match list, with names of other commuters interested in carpooling or

vanpooling to downtown Columbus. Participating in the carpool or vanpool can save employees

money, reduce auto emissions and help alleviate traffic congestion. For more information contact

the Gohio Commute staff on extension 4133.

COTA Bus Pass Policy:

The agency will provide an 80% subsidy, as funds allow and subject to change, to assist employees

with purchasing COTA one-day passes (minimum of 5) or monthly bus passes. This subsidy is

designed to encourage alternative forms of transportation, increase the parking spaces available for

MORPC guests and to be useful for the employee as a means of transportation to and from worksite.

Bus passes must be used regularly by the employee for commuting to and from work and will not be

available for purchase for employee’s family members or friends. If an employee purchases a

monthly bus pass subsidized by MORPC and also drives a vehicle to work regularly, Human

Resources will determine whether the employee’s privilege to purchase a bus pass will be withheld

along with other disciplinary actions as warranted.

Bicycle to MORPC:

Employees commuting by bicycle may use the bicycle rack located at the rear of the building or the

locked bicycle room provided inside the building. There is a shower and lockers that staff may use

located in the building.

MORPC is also a corporate sponsor to the COGO Bike Share program and will reimburse staff for any

preapproved bicycle trips made for business purposes.


27 11430501v1 Revised 9/7/2017

FULL-TIME EMPLOYEES


PAID TIME OFF (PTO) Time off hours depending on the length of continuous service

HOLIDAYS 10 Federal Holidays

MAJOR MEDICAL &

HOSPITALIZATION

DENTAL CARE

VISION

PRESCRIPTION DRUG

EAP







ADOPTION LEAVE

2 weeks paid leave



coverage



employee funded.


mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE











28 11430501v1 Revised 9/7/2017

PART-TIME EMPLOYEES





HOLIDAYS


MAJOR MEDICAL &

HOSPITALIZATION

DENTAL CARE

VISION

PRESCRIPTION DRUG

EAP







ADOPTION LEAVE

2 weeks paid leave



coverage



employee funded.


mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE











29 11430501v1 Revised 9/7/2017

PART-TIME EMPLOYEES





HOLIDAYS



mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE











30 11430501v1 Revised 9/7/2017

PART-TIME EMPLOYEES


(For Employees Working Less Than 20 Hours Per Week)



mandatory



DEFERRED

COMPENSATION





ALTERNATE WORK

SCHEDULE










*The above summaries are provided for ease of reference only. Employees should refer to the

applicable policy in this Guidebook and the relevant plan document, where applicable, for

information regarding these and other benefits.


31 11430501v1 Revised 9/7/2017

State of Ohio Public Employees Only

Prior Service Credit (Must be completed and certified by former employer)

Name of Employee:

Employee’s Signature Authorizing Release of Information:

If Not Applicable, Signature:

Social Security Number:

In response to a request for certification as to the above-named individual’s prior employment with

this agency:

1. This is to certify that the above-named individual was continuously employed by this public

employer during the period(s) of time from (Please indicate whether the individual was in a full-time or

part-time status. Certification will not be processed unless full or part-time status is indicated for

each period of employment.)




# of uncashed sick leave hours:

2. I am unable to certify the information you requested in paragraph one because:

This agency has no record of employment for the above-named individual such that I cannot

certify the requested information to you.

Although this agency has a record of employment of the above-named individual, this

agency’s records are incomplete such that I cannot certify the requested information,

including:

Signature of Certifying Agent:

Name: Phone:

Position:

Name of Public Employer:

Street Address:

City, State, Zip Code:

Email: Date of Certification:

Please direct this request to

Shawn Hufstedler

Director of Operations MORPC

111 Liberty St., Suite 100

Columbus, OH 43215

FOR MORPC HR DEPARTMENT USE ONLY

Initial Human Resources

Date Received

Date to Finance

This document is subject to recertification by MORPC with the certifying agent. No faxes will be accepted.


32 11430501v1 Revised 9/7/2017

SECTION 4 – WAGE AND SALARY ADMINISTRATION

The agency budget for employee wage or salary increases may vary from year to year based on

computations developed by the Executive Director and Finance which must be approved by the

Executive Committee each year.

Promotions:

Department budgets, which are updated every six months, must bear the cost of promotions. The

Department Heads must work with the Executive Director, the Finance Director and Operations to

budget and plan for promotions. An employee in an introductory status or an employee with active

formal discipline within the past 12 months or unsatisfactory performance is not eligible for a

promotion. Employees who are promoted are put on a six month introductory period in the new

position. For budgetary reasons, promotions will only be approved with an effective date of January

1 or July 1 unless there are special circumstances that require a different date and approved by the

Finance Director, Director of Operations and the Executive Director.

Promotions for all grade levels including Department Head require the approval of the Executive

Director. Finance must be given accurate budget information for promotions every six months in

order that sufficient payroll is appropriated and adequate funding is identified and built into the

budget.

Pay Period:

Most years there are twenty-six pay periods in the calendar year. The basic pay period is for two

weeks, with paydays normally scheduled every other Friday. New employees will be paid on the next

regularly scheduled payday following two weeks of employment. Depending on the employee’s

starting date, this may be for a partial pay period.

Time Records:

MORPC strives to accurately compensate employees in accordance with all applicable laws.

Employees are expected to record and submit their time worked via the online electronic timesheet

function in a timely manner, in accordance with submission deadlines listed in the "Time Sheet Due

Date Schedule" posted on the MORPC Intranet. To ensure that you are paid properly for all time

worked and that no improper deductions are made, you are encouraged to review your

paystub/payroll direct deposit advice form promptly. If you believe a mistake has occurred or if you

have any questions, please use the pay reporting procedure outlined below.

Non-exempt Employees:

Employees classified as non-exempt must accurately record hours worked each day by completely

and accurately completing an electronic timesheet as noted above. The timesheet must accurately

reflect all regular and overtime hours worked, any absences, late arrivals and early departures. If you

fail to log in and out of the system, you must have a Supervisor note any adjustment. Please verify

immediately that you were paid correctly for all regular and overtime hours worked for each work

period after each pay.

PAY GUIDELINES/OVERTIME


33 11430501v1 Revised 9/7/2017

Unless you are authorized in advance by your Supervisor, you should not work any hours beyond your

regular work hours. Do not start work early, finish work late, work during a meal break or perform

any other extra or overtime work unless you are authorized to do so and that time is recorded on

your timesheet. You may not perform any “off-the-clock” work (i.e., work performed but not recorded

on your timesheet). Although you will be paid for all hours worked, any employee who fails to report

or inaccurately reports any hours worked will be subject to disciplinary action, up to and including

termination.

It is a violation of MORPC policy for any employee to falsify timesheets, or to alter another

employee’s timesheet. It is also a serious violation of MORPC policy for any employee or manager to

instruct another employee to incorrectly or falsely report hours worked or alter another employee’s

timesheet to under-report or over-report hours worked. If any manager or employee instructs you to

(1) incorrectly or falsely under-report or over-report your hours worked, or (2) alter another

employee’s timesheet to inaccurately or falsely report that employee’s hours worked, you shall report

it immediately to Operations or the Executive Director.

Exempt Employees:

Employees classified as exempt receive a salary which is intended to compensate them for all hours

they may work for MORPC. While the salary may be modified from time to time, it will be a

predetermined amount that will not be subject to deductions for variations in the quantity or quality

of the work performed, except as provided by applicable law (see examples below).

Your salary is subject to certain deductions in addition to the customary tax and benefit withholdings.

For example, your salary can be reduced for the following reasons under applicable law:

Full-day absences for personal reasons when Paid Time Off (PTO) is not available.

Absences for sickness or disability when PTO or paid sick time is not available.

Full day disciplinary suspensions for infractions of MORPC’s written policies.

Family and Medical Leave absences (either full or partial day absences) once accrued paid

sick, PTO and special leave time has been exhausted.

To Report Concerns or Obtain More Information: If you believe you have been subject to any improper deductions, or your pay does not accurately

reflect your hours worked, or the wages paid are incorrect, you shall immediately report the matter to

your Supervisor or Finance. If the Supervisor or Finance is unavailable or if you prefer, you shall

contact the Chief of Staff & Director of Operations or the Executive Director.

New mothers who are non-exempt employees may take reasonable breaks to express milk for

nursing children, for up to one year. Lactation breaks should be taken in the designated mother’s

room, which has been set up to offer privacy. Please lock the door from the inside.

Nursing mothers who wish to refrigerate expressed milk should bring a cooler bag to be labeled with

your name and stored in the refrigerator. It is your responsibility to take expressed milk home timely

and to ensure it does not become contaminated.

BREAKS FOR NURSING MOTHERS


34 11430501v1 Revised 9/7/2017

Based on Ohio Revised Code requirements, Franklin County manages the payroll payments for

MORPC employees. It is the policy of Franklin County, Ohio that all employees paid by the County

Auditor’s Office be required to use the Direct Deposit feature to receive payroll related payments. In

accordance with state and federal requirements regarding Direct Deposit of payroll, the employee

shall select an eligible financial institution of his/her choice to accommodate the receipt of Direct

Deposit payments. This direct deposit policy conforms to Franklin County Auditor requirements and is

subject to change.

All employees newly hired shall be required to participate in the Direct Deposit feature. These

requirements must be met within thirty (30) days of the hire or appointment date and are as follows:

1) identify an eligible financial institution that will serve as a personal depository for the employee or

2) be granted an exemption by the County Auditor for reasons stated below.

In the role of prescribing the manner in which agencies make disbursements, the Franklin County

Auditor has exclusive authority to grant any exemption from the Direct Deposit requirement. A

personal exemption may only be granted for the reason stated above (i.e., unable to acquire an

account at a financial institution) or other specific situation that the Franklin County Auditor may

deem to be an extreme hardship. An employee desiring to request an exemption from the Direct

Deposit requirement shall do so by completing a “Direct Deposit Personal Exemption Request Form”

provided by the Franklin County Auditor.

Payment related policies may change at Franklin County’s discretion and MORPC employees will

follow those revised policies as applicable.

Online Payroll Service System

As part of the Direct Deposit feature to receive payroll related payments, employees shall enroll in

the Online Payroll Service System operated by the Franklin County Auditor. This system gives

employees convenient access to electronic copies of Payroll Direct Deposit Advice Forms.

Failure to Comply

If an employee fails to comply with the Direct Deposit Payroll Policy, or provides incorrect information

in an attempt to comply with a direct deposit payroll policy, the Franklin County Auditor’s Office may

cause the direct deposit of the employee’s compensation into the financial institution designated by

the Franklin County Auditor for the employee’s benefit. Access to the compensation deposited in the

account held for the benefit of the employee may be enabled through a debit card issued to the

employee.

An employee who fails to provide written authorization for the direct deposit of his/her compensation

or comply with the requirements of the financial institution designated by the Franklin County Auditor

may be subject to progressive discipline for failing to comply with the terms of the Direct Deposit

Payroll Policy.

DIRECT DEPOSIT


35 11430501v1 Revised 9/7/2017

Payroll/Personnel Records

It is required that any changes affecting an employee’s personnel/payroll records which includes, but

is not limited to: name, address, telephone number, emergency contact telephone number, marital

status, number of dependents, or any other matters affecting personnel/payroll records, be reported

by the employee in writing to Operations within five business days of the change.

Payroll Deductions

Certain deductions are made from an employee’s paycheck as required by law, in accordance with

certain benefit plans, or as requested by the employee. These deductions are itemized in the pay

statement which appears on the electronic Payroll Direct Deposit Advice Form. Mandatory

deductions include, but are not limited to: OPERS contribution and state, local and federal taxes.

Optional deductions include, but are not limited to: Deferred Compensation benefits, various

supplemental insurance programs, and credit union savings programs. Deductions other than those

required by law will be made only upon express, written authorization by the employee.

Hours of work are delineated into the following categories:

Standard Working Hours:

The standard working hours for full-time employees are from 8 a.m. to 5 p.m., Monday through

Friday.

Finance will spot check timesheets throughout the year. At the end of each half of the year (June 30)

and (December 31) cumulative hours, which include PTO, grandfathered sick leave, holidays,

maternity/paternity leave, serious illness leave, bereavement leave, special leave, and time worked,

must total 1,032, 1,040 hours or 1,048 hours (Finance will advise) for fulltime, exempt employees.

Flexible Working Hours:

Flexible working hours generally between 7 a.m. and 6 p.m., may be selected if approved in advance

by the Supervisor and the Department Head.

The ability to have an alternative work schedule is a benefit offered to full-time MORPC employees

based on the nature of the position held, and at the discretion of the Department Head. Staff

wishing to participate in the alternative work schedule program shall discuss the ramifications for

the department and agency with their immediate Supervisor prior to the implementation of an

Alternative Work Schedule. Requests for alternative work schedule shall be submitted to the

employee’s immediate Supervisor using the Alternative Work Schedule Application form found in this

section or on MORPC’s intranet in the Human Resources section under forms. Supervisor and

Department Head approvals or denials of alternative work schedule requests, including the reason

for the approval or denial, shall be in writing.

All requests for alternative work schedules that have been approved by the Department Head and

Supervisor will be reviewed by Operations and forwarded to the Executive Director for final approval

or denial.

WORKING HOURS

ALTERNATIVE WORK SCHEDULE


36 11430501v1 Revised 9/7/2017

Non-exempt employees will not be permitted to work a schedule under which the non-exempt

employee is regularly scheduled to work more than ten (10) hours during any given work day or forty

(40) hours during a one week period.

If a staff member abuses the program by not documenting or following their schedule or submitting

incorrect timesheets, they may lose the privilege of participating in this program and may be subject

to disciplinary action, up to and including immediate separation.

Consistent with the Standard Working Hours, at the end half of the year (June 30) and (December

31) cumulative hours, which include PTO, grandfathered sick leave, personal leave, holidays, other

paid time and time worked, must total 1,032 hours, 1,040 hours, 1,048 or 1,056 hours for the half

year period (finance will advise). Based on when these days occur, some adjustment in the

alternative work schedule may be necessary so that the cumulative hours will equal the correct total

for each six month period.

An employee working an Alternative Schedule must work with his/her manager in regards to

scheduling of meetings to accommodate alternative work schedules, whenever possible. Employees

are required to attend MORPC All Staff meetings or other required meetings regardless of their work

schedule.

Full Day Alternative Work Schedule Policy:

The full day alternative work schedule policy is available to exempt employees only. The plan

consists of eight nine-hour days and one eight hour day within a two-week period.

PTO will be charged by the hour and not by the day. PTO that is taken a week at a time will be

charged at 40 hours per week. PTO taken by the day will be charged according to the number of

hours scheduled to be worked. For example: if an employee wanted to take a PTO day during a

week when they were scheduled to work nine-hour days, their PTO balance would be charged nine

hours. However, if the employee wanted to take five days off during the same week, their PTO

balance would be charged 40 hours. That employee would then continue their two-week schedule

the following week.

Grandfathered sick leave, in all instances, will be charged by the number of work hours actually

taken based on the hours scheduled to work. For example: if an employee was scheduled to work a

nine-hour day but was sick, their grandfathered sick leave balance would be charged nine hours. If

an employee takes grandfathered sick leave for a whole week in which the employee works nine-

hour days, 45 hours would be charged against their grandfathered sick leave balance.

All holidays are counted as eight hours and not nine hours. When holidays occur, they must be used

as the eight-hour day of the schedule.

If a holiday occurs on the scheduled day off, that employee may take an alternative day off,

preferably the day before or the day after the holiday as the scheduled day off.


37 11430501v1 Revised 9/7/2017

Half-Day Alternative Work Schedule Policy:

A half-day alternative work schedule is available to full-time exempt and non-exempt employees. The

plan consists of four nine hour days and one four hour day within each week. The four hours off

shall not be recorded on the timecards as hours worked.

PTO and grandfathered sick leave will be charged by the hour and not by the day. Any leave taken

for a full day will be charged according to the number of hours scheduled to be worked for that day.

Holidays are counted as eight hours and not nine hours.


38 11430501v1 Revised 9/7/2017

MORPC ALTERNATIVE WORK SCHEDULE APPLICATION

Name: ______________________________________ Date: __________________________ Department: _________________________________________________________________ Supervisor: __________________________________________________________________ Status: [ ] Exempt [ ] Non-exempt Flex-Time policy requested: [ ] Full Day (Exempt Employees Only) [ ] Half-Day PROPOSED FLEXTIME SCHEDULE: Time off under the alternative work schedule may not be taken during the core hours of 9 a.m. to 3 p.m. Tuesday, Wednesday and Thursday. Monday start lunch end Tuesday start lunch end Wednesday start lunch end Thursday start lunch end Friday start lunch end Immediate Supervisor: Please note whether request is approved or denied, giving reasons for the decision. _______________________________________________________ _______________________________________________________ _______________________________________________________ _________________________________ __________________________ Immediate Supervisor Date _________________________________ __________________________ Department Head Date _________________________________ __________________________ Director of Operations Date _________________________________ __________________________ Executive Director Date


39 11430501v1 Revised 9/7/2017

MORPC’s aim is to have its employees perform their job in the most productive work environment

possible. At times, specific jobs or tasks may be accomplished more productively by the use of an

alternative work arrangement such as telecommuting.

Benefit of Telecommuting:

Telecommuting may result in benefits to the employee, through increased morale and retention; to

MORPC, through decreased office space costs and overhead; and to the community at large, through

decreased traffic congestion.

Telecommuting Defined:

Telecommuting is defined as an employment arrangement in which work delegated from the

employee’s Manager or Supervisor is regularly scheduled and conducted during the employee’s

normal work hours from a remote location, such as their home. For some job titles, work may be

done at odd hours and not necessarily at any specific time of the day or night. This telecommuting

policy will allow an employee to telework outside the office up to three days a week. The Department

Head and Manager will select the number and which days an employee may telecommute.

Characteristics of the Employee Eligible to Telecommute:

In determining eligibility for telecommuting, the Manager, Department Head and employee shall

review the criteria listed below. To be eligible to telecommute, the employee must:

Be a non-temporary employee.

Be familiar with the types of tasks that he/she is responsible for accomplishing.

Be neither on a work-improvement plan (WIP) nor on probation for any reason.

Possess a high level of job skills and knowledge of equipment to be used.

Require moderate to low supervision, maintain high level of productivity, use good

judgment, and be able to self-manage.

Have good time management and organizational skills; consistently meet deadlines,

and have good communication skills.

Take the initiative on projects, follows through with work, and be a self-motivated,

independent worker.

Have worked for MORPC for a minimum of six (6) months and have successfully

completed the introductory period.

MORPC’S TELECOMMUTING POLICY


40 11430501v1 Revised 9/7/2017

Characteristics of the Job or Task for Telecommuting:

Limited face-to-face interaction with customers, clients, employees, or the public in

general, and the job task has phases of work in which the employee spends most of

the time working by him/herself.

Day to day work does not require serving as a back-up to an agency administrative

support team.

A majority of the work product is quantifiable (such as meeting quotas, producing a

project on time, and crunching numbers of data).

Necessary resources are available for remote work (for example, access to files and

the proper computer equipment).

Schedules and workflow can be at least partially controlled by the employee.

Security measures and computer firewalls used to protect information are sufficient

to protect confidential information at the remote site.

Working on a major project that requires a great deal of independent thought and

action (this would be a short-term request for telecommuting).

Approval Process:

The employee shall request a telecommuting arrangement from his/her immediate Manager or

Supervisor. If the employee and the position are considered by the Manager or Supervisor to be a

possible telecommuting “fit”, the Manager or Supervisor will request the employee to submit the

“Telecommuting Application” to the Department Head and to Operations for recommended approval.

The Telecommuting Application requires that the employee list the days and times during which the

employee is expected to work and how output will be tracked and monitored. The employee shall

designate a place in the home as the workplace.

The immediate Manager and Department Head shall comment and make recommendations on the

Application and submit it to Operations for any comments and recommendations. The Department

Head, in consultation with Operations has the discretion to deny or recommend for approval any

telecommuting request. The Executive Director must provide final approval for all telecommuting

arrangements.

MORPC may require the employee to provide and/or maintain any equipment necessary for the

telecommuting arrangement, including for example, computer, telephone lines and charges, modem

and fax.

Upon approval by the Executive Director, the employee must sign a Telecommuting Agreement. If

any of the characteristics of the job/task or the employee performance should change such that they


41 11430501v1 Revised 9/7/2017

would no longer be compatible with telecommuting under this policy, or if the Manager or

Department Head otherwise believes it to be in the best interest of the department and/or MORPC,

the Manager and Supervisor may request to the Department Head and Executive Director to modify

or terminate the Telecommuting Agreement at any time. The Manager needs to notify of any change,

modification or termination within 10 days of the requested action. In addition, the employee has

the option to request modification or termination of the Telecommuting Agreement.

The Telecommuting Agreement is not a contract of employment, and nothing in this Policy or any

Telecommuting Agreement alters the at-will nature of employment relationship, under which the

employment relationship may be terminated at any time by either the employee or the employer for

any lawful reason, or for no reason.

The Review Process

Measuring Productivity of the Telecommuter: The employee who desires to participate in this program must explain how their productivity will be

measured by their Supervisor. Examples of a participant measurement options would be measuring

work-task output; focus groups to obtain hands-on feedback; evaluating communication efficiency

and participation in surveys to measure perceptions. Annually the employee and Supervisor shall

agree upon a regular review process, that is not in conflict with MORPC’s other Policies and

Procedures.

In certain instances, MORPC may award flex time to full-time exempt employees, who work more

than 40 hours during a workweek. Flex time is awarded at a rate of one hour for one hour of work

and must be used within the current 6 month period (i.e. the period ending June 30 or December

31).

Exempt employees may not accumulate more than 40 hours of flex time during a 6 month period.

Allocation of hours must balance at 6 months (June 30 and December 31). There is no carry-over or

cash out for flex time hours not used during that 6 month period. Must have supervisory approval.

The mandatory unpaid lunch period for full-time non-exempt MORPC employees is a 30 minute

minimum generally between 11 a.m. and 2 p.m. at a time that does not result in the employee

working for more than 6 hours continuously.

Employees are expected to be punctual each working day. Immediate Supervisors are responsible

for discussing concerns regarding habitual tardiness with the employee. Persistent tardiness will

result in disciplinary action, up to and including dismissal. If an employee will be late, they shall

contact their immediate Supervisor as early as practicable, but no later than 30 minutes after the

employee’s scheduled starting time. If the immediate Supervisor is not available, a message

FLEX TIME FOR EXEMPT EMPLOYEES

LUNCH PERIOD

TARDINESS


42 11430501v1 Revised 9/7/2017

including expected arrival time, shall be left with the department administrative assistant for

forwarding to the Supervisor.

Employees are expected to consistently report to work as scheduled. An employee who fails to meet

this expectation may be subject to discipline, up to and including immediate dismissal. When

making decisions regarding disciplinary action for attendance, MORPC will not consider any

absence(s) approved as FMLA leave.

Reporting Procedures:

When an absence is foreseeable, employees shall report the absence to their Supervisor 30 days

prior to the absence. If the absence is not foreseeable, employees shall report the absence to their

Supervisor no later than 30 minutes after their scheduled starting time when practicable. If the

immediate Supervisor is not available, a message (via email, phone, etc.) shall be left with the

department administrative assistant or other designee for forwarding to the Supervisor. Employees

are expected to call each day of absence. Immediate Supervisor must notify Human Resources

when an employee is absent due to illness or injury for more than three (3) consecutive days.

Supervisors not reporting such absences to Operations are subject to disciplinary actions.

An employee must inform their Supervisor a minimum of one day in advance if they expect to be

absent from the office for work-related reasons. The employee shall inform their Supervisor in regard

to the nature of their work, length of absence and where they can be located.

Discipline:

Failure to timely report an absence in accordance with this policy and/or excessive absences from

scheduled work may be grounds for disciplinary action, up to and including dismissal. Any employee

who is absent from work for more than three (3) consecutive work days without authorized leave and

without notice to their Supervisor, shall be subject to dismissal and will be considered to have

abandoned their position.

Safety is high priority for MORPC. If an employee does not feel safe traveling to work due to severe

weather or emergency conditions, requested usage of available PTO time will be approved. Flex time

is also available for use in accordance with the flex time policy.

In the event of severe weather conditions (i.e. Snow emergency level 2 or 3) or other emergencies,

the Executive Director may decide to close the office. As such, the Chief of Staff & Director of

Operations or designee(s) will notify employees as soon as possible. Time off will be granted.

Franklin County Snow Emergency Levels

Level 1 – Snow Alert

Roadways are hazardous with blowing and drifting snow. Roads are also icy, drive carefully.

ABSENCES

SEVERE WEATHER AND EMERGENCY CONDITIONS


43 11430501v1 Revised 9/7/2017

Level 2 – Snow Advisory

Roadways are hazardous with blowing and drifting snow. Only those who feel it is necessary to drive

should be out on roadways.

Level 3 – Snow Emergency

All roadways are closed to non-emergency personnel. No one should be out during these conditions

unless it is absolutely necessary to travel. Those traveling on the roadways may subject themselves

to arrest. The MORPC offices will be closed in the event a Level 3 Snow Emergency is issued.

If an employee lives in or passes through another county that has similar emergency levels, the

employee should not come to work in the case of a Level 3 Snow Emergency. Time off with pay will

be granted to the employee in a manner consistent with an office closing.


44 11430501v1 Revised 9/7/2017

SECTION 5 – PERFORMANCE MANAGEMENT PROCESS

The formal performance management process is a tool designed to foster communication between

Supervisor and employee to achieve MORPC goals and objectives on a regular basis. Performance

evaluations are conducted to reward positive performance, to correct unsatisfactory performance

and set appropriate short and long-term goals. All performance evaluations are completed for the

calendar year.

The performance evaluation will provide support and documentation for pay increases, promotions,

demotions, layoffs or terminations. It will provide an opportunity for the Supervisor and the

employee to discuss job duties and expectations. The evaluation process promotes discussion in

regards to career path, alternative career paths and necessary training requirements. It also

determines the appropriateness of a pay increase, if it is warranted and available within the

approved budget.

Human Resources is available to support all aspects of the performance management process

Performance Summary: Employee Performance Evaluation:

Near the end of the planning cycle or shortly after, the employee shall meet with his/her Supervisor

to assess the employee’s performance. In the performance evaluation, the discussions that

employees have had with their Supervisor throughout the year are formally reaffirmed and

documented. If the performance evaluation process has been successfully followed, both the staff

and the Supervisor will come into the performance evaluation meeting with a clear view of the

performance level the staff member has achieved.

The employee’s performance evaluation will provide the employee with an overall performance rating

for the year. The employee’s performance will be rated on a predetermined scale. Completing the

performance evaluation on time is very important.

The recommended pay increase, if any, is based upon skills, market conditions, internal equity, and

the employee’s overall performance rating. Payroll Authorization (PA) forms will not be processed

until the completed performance evaluation has been received and reviewed Human Resources. As

there is no retro-pay, Human Resources must receive all evaluations by the prescribed time in the

performance management process. All performance evaluations and recommended pay increases

will be reviewed by the Chief of Staff & Director of Operations prior to Supervisor or Department

Head conducting the performance evaluation meeting with the employee. The Director of Operations

may offer advice and assist with additional comments or suggestions.

Interim Evaluations:

Although the formal performance evaluation process is conducted every twelve months, it may be

helpful or necessary to conduct interim evaluations to clarify expectations. If an employee is

performing at a level considerably above or below the expectations of their goals and objectives for

the current year, the Supervisor may choose to conduct a formal interim performance evaluation to

recognize positive achievements or in hopes of alleviating the issue(s) associated with a low level of

performance.


45 11430501v1 Revised 9/7/2017

New hires must receive an interim evaluation at the end of their 6-month introductory period. The

interim evaluation is intended to be viewed as a positive tool to receive feedback on the tasks, goals

and objectives the employee is responsible for during the year.

The formal performance evaluation meeting is conducted in a professional environment free of

interruption and conducive to open communication. The employee and their immediate Supervisor

will attend the meeting. The employee will be encouraged to provide input concerning each major

area of responsibility in the performance evaluation form.

The Supervisor will encourage feedback from the employee, provide support and suggestions for

improvement in areas where performance is low, recognize accomplishments and positive

performance, as well as provide direction and goals for the future. Goals should include any training,

which will improve the employee’s performance/contribution to MORPC outcomes and goals.

If the employee feels the evaluation does not accurately represent actual job performance and a

satisfactory conclusion cannot be reached between the employee and the Supervisor, the employee

may appeal to the next level of supervision. A meeting must then be scheduled with these three

parties to discuss those areas of concern in hopes of eliciting a result agreed upon by all parties. In

the event that the parties involved cannot resolve the areas of disagreement, Human Resources may

be consulted and/or participate, if requested.

Completed Evaluation:

Prior to reviewing the evaluation with the employee, Human Resources shall review all staff

evaluations. The exception to this could be Department Head’s evaluations, depending on the

format of the evaluation. The evaluation with the original signatures must be forwarded to Human

Resources in a confidential manner. The original evaluation will be placed in the employee’s

personnel file. Envelopes for routing the signed evaluation can be requested from Human

Resources.

Any time during the employment of an employee, a manager and/or Supervisor may deem it

appropriate to place their employee on a performance improvement plan (PIP) to give guidance, and

structure to an employee who may have difficulty in performing their job duties.

The PIP will also initiate the employee to be placed on a probation status. In general, employees

placed on a PIP may be given up to 90 days to improve performance in a substantial and sustained

manner, and to meet the performance goals outlined in the PIP, so as to avoid further discipline, up

to and including termination.

At the beginning of the 90 days, the Manager/Supervisor and employee will meet to create the PIP

and obtain a clear understanding of the expectation of the Manager/Supervisor for the employee to

achieve a satisfactory rating at the end of the 90 days.

The employee will not be eligible for merit increase while working under a PIP. Upon successful

CONDUCTING THE PERFORMANCE EVALUATION

PERFORMANCE IMPROVEMENT PLAN


46 11430501v1 Revised 9/7/2017

completion of a performance improvement plan period, a discretionary merit-based increase may be

approved if in the view of the Department Head, Human Resources and the Executive Director, the

employee has demonstrated substantial and sustained improvement. If, at the conclusion of the 90

days (or lesser period), the manager/Supervisor determines that the employee has not improved in

performance, the Executive Director reserves the right to extend the PIP period, or terminate

employment without further notice.


47 11430501v1 Revised 9/7/2017

SECTION 6 – EMPLOYEE CONDUCT

General Policy Statement:

Supervisors, Managers and Department Heads are responsible for the development of positive

employee relations within their respective areas. Operations is available to assist in this process as

requested.

MORPC’s dress code is business casual unless the situation dictates traditional business attire, such

as meeting with members that have a traditional business dress code or attending an event where

traditional business attire is expected, etc. There are also certain places and events where casual

dress is not acceptable. If employees have a member or client meeting, they shall dress accordingly

– either traditional business or business casual.

Our business casual dress code offers a comfortable alternative to suits, dress shoes and the

formality of the traditional office. Keep in mind that business casual never means sloppy. It does

not include shorts or other types of recreational attire. Employees shall also avoid worn, frayed,

wrinkled, stained, see-through or tight-fitting clothing.

To provide equal employment and advancement opportunities, employment decisions at MORPC will

be based on merit, qualifications, and abilities. MORPC does not discriminate in employment

opportunities or practices on the basis of race, color, religion, sex or gender, gender identity,

pregnancy, medical conditions, national origin, ancestry, age, disability, veteran status, military

status, sexual orientation, genetics or any other characteristic protected by applicable law. This EEO

Policy governs all aspects of employment, including selection, job assignment, compensation,

discipline, separation and access to benefits and training.

MORPC will make reasonable accommodations for qualified individuals with known disabilities

unless doing so would result in an undue hardship. If an employee has a disability and needs a

reasonable accommodation to perform the essential functions of the job, the employee should

contact Operations to begin the accommodation process.

MORPC prohibits harassment of any individual on the basis of any characteristic listed above. For

information regarding MORPC’s policies for addressing complaints of harassment, refer to MORPC’s

policy against Harassment located in this Section.

Any employee with questions or concerns about any type of discrimination in the workplace are

encouraged to bring these issues to the attention of Human Resources or the Executive Director.

Employees can raise concerns and make reports without fear of reprisal, harassment, intimidation,

threats, coercion or discrimination.

MORPC maintains a record and reporting system to determine overall compliance with its equal

employment opportunity mandates and to respond to any specific complaints applicants or

DRESS CODE

EQUAL EMPLOYMENT OPPORTUNITY POLICY


48 11430501v1 Revised 9/7/2017

employees file with Human Resources or the Executive Director. Overall responsibility for

implementation of MORPC’s equal employment opportunity programs and for affirmative action

compliance activities is assigned to MORPC’s Executive Director.

Nondiscrimination in Planning Activities:

It is MORPC’s policy to carry out all planning programs and activities in such a manner that no person

shall, on the grounds of race, color, national origin, religion, sex, sexual orientation, gender identity,

genetic information, age, disability, military status (past, present or future), creed, marital/familial

status, limited English proficiency, or status with regard to public assistance, be excluded from

participation in, be denied the benefits of, or be subjected to discrimination with respect to planning,

programs or activities.

Members, committee members and employees of MORPC are subject to the Ohio Ethics Law and

related statutes. It is necessary for members, employees and committee members to be aware of

and abide by the prescribed code outlined in Resolution 45-94 which is listed below.

Section 1:

A. That no member, committee member or employee of the Commission shall receive or

agree to receive directly or indirectly, compensation, anything of value or the promise

of anything of value other than from the Commission or the governmental unit which

they serve and represents on the Commission, which compensation or thing or value

is of such a character as to manifest a substantial and improper influence upon them

with respect to their duties.

Section 2:

A. That no member, committee member or employee of the Commission shall authorize,

or employ the authority or influence of their office to secure authorization of any

public contract in which they, a member of their family, or any of their business

associates has an interest.

B. During their term of office or within one year thereafter, occupy any position of profit

in the prosecution of a public contract authorized by them or by the Commission, of

which they are a member at the time of authorization, unless the contract was let by

competitive bidding to the lowest and best bidder.

C. Have an interest in the profits or benefits of a public contract entered into by or for

the use of the Commission.

D. Have an interest in the profits or benefits of a public contract that is not let by

competitive bidding when required by law, and that involves more than $150 dollars.

CODE OF ETHICS POLICY


49 11430501v1 Revised 9/7/2017

E. Authorize or employ the authority or influence of their office to secure the investment

of public funds in any share, bond, mortgage or other security, with respect to which

they, a member of their family, or any of their business associates either has an

interest, is an underwriter, or receives any brokerage, organization or servicing fees.

Section 3:

That no member, committee member or employee of the Commission shall take part in discussion,

vote or use the authority or influence of their office on any case, proceeding, application or other

matter which comes before the Commission in which they, a member of the family, any of their

private business associates, or any private entity of which they are an owner or agent, has a definite

and direct fiduciary or pecuniary interest which conflicts with the duties of the member.

Section 4:

That no present or former member, committee member or employee of the Commission shall

represent a client, or act in a representative capacity, or any matter before the Commission or any

other government agency in which they have personally participated while an officer or employee of

the Commission. This prohibition will apply during Commission service and for one year thereafter.

Section 5:

That if it appears that a member, committee member or employee of the Commission has violated or

is about to violate this resolution, the chair of the Commission or any committee thereof, upon being

apprised of the violation or potential violation shall rule that the member, committee member or

employee in violation or about to be in violation is out of order and may not participate in vote,

recommendation or discussion. If such violation has already occurred, the chair may take the matter

up for reconsideration if such violation has had an effect on the recommendation or decision of the

staff or any committee or the Commission.

Section 6:

That if a complaint is made to the Commission against a member, committee member or employee,

an officer of the Commission shall give to the person against whom the complaint is made 10 days

written notice of such complaint and direct the complaint to the Executive Committee.

The Executive Committee shall seek advice from counsel on whether the member, committee

member or employee has a conflict of interest and shall abstain from any vote or recommendation.

If necessary, the matter will be referred to the Ohio Ethics Commission or the appropriate

prosecuting attorney for an advisory opinion or investigation.

Section 7:

That the Executive Director is authorized to take such other action and execute and deliver such

other documents as, acting with the advice of legal counsel, deemed necessary and appropriate to

carry out the intent of this resolution.


50 11430501v1 Revised 9/7/2017

Section 8:

That this Committee finds and determines that all formal deliberations and actions of this

Commission concerning and relating to the adoption of this resolution were taken in open meetings

of this Commission.

As a private citizen, most employees may freely engage in political activity such as contributing to

candidates, working on campaigns (e.g., phone banking, literature drops, parades, canvassing, etc.).

Employees may not, under any circumstances, participate in political activities while being paid by

MORPC or using MORPC’s resources.

Section 1:

Nothing in this policy shall be construed as preventing employees from participating in any political

party or organization, from attending political party or organization meetings or events, or from

expressing their views on political matters, so long as these views are clearly articulated as being

those of the individual and not that of MORPC and the employee’s political activities do not interfere

with his or her ability to effectively perform official duties, occur during non-working hours and do not

use MORPC money, property, equipment or resources. Nor shall this policy be construed as

prohibiting, restraining or in any manner limiting an individual’s right to vote with complete freedom

in any election.

No employee shall engage in any political activity during scheduled work hours or when using

MORPC vehicles, property, resources or equipment. Prohibited political activity includes, but is not

limited to:

Requesting or soliciting contributions or anything of value for any political candidate

or any partisan political cause;

Using MORPC time, resources or property to urge another to support or oppose a

political candidate or partisan political advertising;

Distributing, wearing or displaying campaign literature, buttons, badges, signs or

other items of political advertising;

Circulating a nominating petition in support of a political candidate;

Organizing, planning or in any other way participating in the administration of any

political campaign.

Section 2:

No employee shall use his/her public office or position for the purpose, or with the effect of:

Coercing or intimidating any individual to contribute to, support or oppose a political

candidate or partisan political cause, or to refrain from contributing to, opposing or

promoting any political candidacy or partisan political cause;

Committing an unauthorized act, or refraining from performing a job duty to influence

any political candidacy or partisan political cause;

EMPLOYEE POLITICAL PARTICIPATION


51 11430501v1 Revised 9/7/2017

Using official authority or position, directly or indirectly, to influence or attempt to

influence any other individual to participate in any political activity;

Discrimination against any employee or applicant on the basis of political

contributions or permitted political activities.

Section 3:

Any employee who intends to campaign for an elected public office must notify the Executive Director

in writing of the office he or she intends to seek. The terms and conditions under which the

employee may continue employment as she or he seeks or holds such office will be determined in

accordance with applicable state or federal law and based upon the employee’s ability to continue to

fulfill his or her responsibilities to MORPC. Any employee who works on programs that are funded in

whole or in part with federal funds is governed by The Hatch Act (5 U.S.C. §§ 1501 – 1508) and is

prohibited from running for elected partisan office.

Employees may not accept or solicit a gift of any kind from a client, supplier or vendor representative

other than promotional items of de minimis value (such as apparel, coffee mugs, pens or key

chains). Employees are prohibited from accepting meals, trips, entertainment or any other thing of

value, other than items of de minimis value, from any client, vendor supplier or other entity that does

or seeks to do business with MORPC. Employees are not permitted to give unauthorized gifts to

clients or suppliers, except for certain promotional “premiums” (such as apparel, coffee mugs, pens

or key chains) imprinted with MORPC’s logo or promotional information.

It is MORPC’s intention to resolve known conflicts promptly. Conflicts will be handled within

established timeframes to facilitate proper resolutions. Time frames established are reasonable, but

may be changed in special circumstances with the approval of the Executive Director. A conflict is

defined as any unresolved question or dispute regarding conditions of employment, or a

disagreement concerning employee relations or working conditions between MORPC and the

employee. Certain problems or concerns, however, that are not subject to the discrimination

offenses, such as failure to be promoted, substance abuse issues, transfers, displacement, rates of

pay, employee benefits, work assignments, and changes in policies and procedures.

Employees shall try to resolve disputes regarding working conditions informally through discussion

with their immediate Supervisor or other appropriate member of management. A formal conflict

resolution shall only be initiated if informal efforts fail to resolve the matter. Employees with

concerns should also refer to the specific Equal Employment Opportunity Policy, Discrimination

Complaint Procedure and the Workplace Harassment policies and procedures in this section.

MORPC intends to resolve conflicts appropriately in a timely manner; therefore, a conflict may be

resolved at any step in the procedure.

A formal conflict resolution must follow the steps below:

GIFTS

CONFLICT RESOLUTION PROCEDURE


52 11430501v1 Revised 9/7/2017

Step 1 The employee bringing forth the conflict, (the complainant), must present a written

conflict resolution to their immediate Supervisor within 10 working days of the

occurrence of the event, decision or act(s) giving rise to the conflict statement. The

only exception to this time limit would be if either party, by circumstances beyond

their control, were unable to initiate the proper procedures. If a written conflict

statement is not presented within the 10-day period, it may not be considered

further. If the conflict is with the immediate Supervisor, the conflict statement shall

be filed with the next highest level of supervision. The Supervisor shall investigate

the matter and reply in writing to the complainant within ten working days after the

written conflict resolutions statement is presented to them.

Step 2 If the conflict has not been settled satisfactorily in Step 1, the complainant must

forward the written conflict resolution statement and the Supervisor’s reply to their

Department Head within three working days following receipt of the Supervisor’s

reply. The Department Head shall investigate and make inquiries into the matter and

provide a written reply to the complainant within ten working days.

Step 3 If conflict has not been settled satisfactorily in Step 2, the complainant must submit

the conflict resolution statement and replies to Human Resources who will review the

matter (which may include holding a meeting with the complainant) and respond to

the employee in writing within ten working days following the receipt of the conflict

resolution statement.


the matter, Human Resources will submit the conflict resolution statement and all

the replies to the Executive Director within three actual working days of receiving

notification from the complainant that they wish to pursue the conflict resolution.

The Executive Director will investigate the matter, which may include meeting with

the employee, the Department Head and Human Resources. After investigation, the

Executive Director will render a decision and communicate the decision in writing to

the employee, Department Head and Human Resources within 20 working days of

the Executive Director’s receipt of the conflict resolution statement.


the matter; the complainant must notify Human Resources that he/she wishes to

pursue the matter within three working days of receipt of the Executive Director’s

decision. Human Resources will take steps to ensure that the Executive Committee

will hear all relevant facts regarding the conflict at the next scheduled Executive

Committee meeting. The complainant may address the Committee if they wish. The

Executive Committee will tender a decision and communicate the decision

appropriately to the complainant and all levels of supervision within 45 days following

the hearing. The Executive Committee’s decision will be final and binding and will be

recorded in Executive Committee minutes.

Guidelines for the acceptable conduct of employees are necessary for the orderly operations of the

agency and for the benefit and protection of the rights and safety of all employees. The following

DISCIPLINARY ACTION


53 11430501v1 Revised 9/7/2017

guidelines, and others which may be established from time to time, as well as procedures for

disciplinary action are outlined in this section to promote understanding of what is considered

unacceptable conduct and to encourage consistent action in the event of violations. Human

Resources must be consulted prior to any disciplinary action.

Any employee may be subject to disciplinary action by their immediate Supervisor, Department Head

and/or the Executive Director due to the employee’s failure to perform duties in an acceptable

manner or for personal actions, which discredit the agency.

Grounds for disciplinary actions include, but are not limited to, the following examples. This list is

not exhaustive, and does not intend to cover all possible offenses. It is only intended as a guideline

to be used by the agency.

Refusing to comply with a reasonable job-related directive of a supervisor.

Stealing and/or causing destruction of agency property, and/or violating or refusing

to comply with pertinent laws and regulations when such conduct impairs efficiency

or could bring MORPC into public disrespect.

Conviction of a crime.

Being discourteous to the public, a MORPC board member or a MORPC employee.

Habitual tardiness.

Unauthorized or excessive absence.

Abuse of grandfathered sick leave or other types of leave.

Reporting for work or duty under the influence of alcohol, medical marijuana, or

prescriptions or the illegal use of drugs.

Falsification of any records or employment data and/or failure to report agency

related accidents or injury.

Giving, taking or accepting a bribe.

Failure to take proper care of or abuse of agency property.

Gross carelessness or bad faith in making and meeting financial obligations on

behalf of MORPC.

Failure to satisfactorily perform one’s job duties or responsibilities.

Playing of dangerous or inappropriate tricks, jokes or other pranks upon others.

Disregarding the safety and comfort of fellow employees.

Engaging in workplace harassment.

Failure to comply with provisions set forth in this manual or other MORPC policies.

Disciplinary Action Procedures:

For any suspected disciplinary issues, the Supervisor will conduct a prompt and complete

investigation. Whenever an employee commits an offense warranting disciplinary action, their

Supervisor may begin with one or more of the actions listed below, depending on the seriousness of

the offense committed and the employee’s prior receipt of formal discipline. All investigation reports

and disciplinary actions must be reviewed with and approved by Human Resources.

Depending on the severity and frequency of the conduct, MORPC may bypass any or all of the below

steps and terminate an employee without utilizing any progressive discipline steps.


54 11430501v1 Revised 9/7/2017

Verbal Warning:

Depending on the severity of the offense and the employee’s disciplinary history, the first action of

formal discipline may be a verbal warning to the employee, which includes a clear description of the

problem, steps the employee must take to correct the problem, the time frame for the corrective

steps to be completed and action to be taken if problem is not corrected. The Supervisor shall

document a summary of the verbal warning and forward a copy to Human Resources to be placed in

the employee’s personnel file. If this does not correct the situation within the reasonable time frame

established the Supervisor shall then issue additional discipline after consulting with Human

Resources.

Written Warning:

In cases where the verbal warning has not been successful or where the employee’s conduct is of a

more serious nature, a written warning is to be employed. It is a written statement that shall include

a clear description of the problem, the steps to be completed and the action to be taken if the

problem is not corrected. If the employee received a verbal warning regarding a similar problem(s), it

shall be noted.

Both the employee and the Supervisor must sign the written warning. Additional comments may be

added, if necessary. The employee shall receive a copy of the warning, and the original shall be

forwarded to Human Resources to be retained in the employee’s personnel file.

The Executive Director shall be informed of and provided a draft of all written warnings. At the

discretion of the Executive Director, disciplinary action may result in suspension with or without pay

for a designated period of time. Disciplinary action may also include separation of employment. The

appropriate disciplinary action is at the sole discretion of MORPC. Documentation of disciplinary

action will be included in the employee’s personnel file.

Suspension:

If an employee is given repeat warnings without a change In behavior, or if an employee violates a

work rule that involves the health or safety of MORPC employee, an employee may be suspended,

with or without pay.

MORPC promotes a safe environment for its employees. The agency is committed to working with its

employees to maintain a work environment free from violence, threats of violence, harassment,

intimidation and other disruptive behavior.

Violence, threats of violence, harassment, intimidation and other disruptive behavior in our

workplace will not be tolerated; that is; all reports of incidents will be taken seriously and will be

dealt with appropriately. Such behavior can include, but is not limited to, oral or written statements,

gestures, or expressions that communicate a direct or indirect threat of physical harm. Individuals

who commit such acts may be removed from the premises and will be subject to disciplinary action,

criminal penalties or both.

VIOLENCE IN THE WORKPLACE


55 11430501v1 Revised 9/7/2017

MORPC needs employee cooperation to implement this policy effectively and to maintain a safe

working environment. Employees must not ignore violent, threatening, harassing, intimidating or

other disruptive behavior. If an employee observes or experiences such behavior by anyone on

agency premises, whether they are an agency employee or not, the employee must report it

immediately to a Supervisor or Manager. Supervisors and Managers who receive such reports shall

seek advice from Human Resources regarding investigating the incident and initiating appropriate

action. (Please note: In the event of a threat or assault, please call 911 immediately, dialing 8 first if

the call is being placed on a MORPC landline).

MORPC will support all efforts made by Supervisors and Managers in dealing with violent,

threatening, harassing, intimidating or other disruptive behavior in our workplace and will monitor

whether this policy is being implemented effectively.

Weapons of any kind may not be brought into MORPC's buildings, work locations, or MORPC-owned, -

leased, or -controlled vehicles. The use or possession of other items intended to be used to cause

harm, including knives, pipes, screwdrivers, or the like, is also prohibited. Persons with concealed-

carry permits are required to keep any weapons in locked vehicle trunks, locked vehicle glove boxes,

or locked vehicle storage containers. This rule applies to employees, visitors, volunteers, vendors,

and any other person entering or using MORPC premises with the exception of law enforcement

officers or persons with other express written authorization from MORPC.

MORPC reserves the right to inspect and investigate potential violations of this policy based on any

reasonable suspicion. Such inspections may include searches of MORPC-owned or -leased property,

desks, storage drawers and cabinets, office cubicles, vehicles, and other work areas provided by

MORPC. Any weapon uncovered in a search may be confiscated and turned over to law

enforcement.

Nothing in this statement shall be construed as creating any duty or obligation on the part of MORPC

to take any actions beyond those required of an employer by existing law.

Violations of this policy, will result in discipline up to and including termination, and the notification

of law enforcement, as well as criminal prosecution where warranted.



Policy.

It is the policy of MORPC to provide a safe working environment free of drugs and alcohol that may

adversely affect the workplace or members of the public. To foster public safety and a safe, healthy

and productive work environment, MORPC has a Drug-Free Workplace Policy and provides access to

services for employee assistance. Our goal is to provide help for our employees who have substance

abuse problems while, at the same time, ensuring that our workplace is operating safely and

efficiently. The Drug-Free Workplace program provides MORPC with reasonable measures to ensure

that an employee’s problem does not jeopardize the successful operation of our business, or

DRUG-FREE WORKPLACE POLICY


56 11430501v1 Revised 9/7/2017

otherwise negatively affects MORPC, our employees or the general public.

MORPC’s commitment to a public safety and a safe, healthy and productive work environment is

jeopardized when any employee uses controlled substances (including medical marijuana), illegal

drugs or alcohol on the job, comes to work under the influence, or possesses, distributes or sells

controlled substances or illegal drugs in the workplace.

Everyone shares responsibility for maintaining a safe work environment and coworkers should

encourage anyone who may have a substance abuse problem to seek help.

As used in this policy, “substance abuse” shall include the use of any illegal drug or controlled

substance, the misuse of any legally prescribed drug, or the abuse of alcohol. As used in this policy,

“abuse of alcohol” shall include the use of alcohol on the job, while on MORPC business, in MORPC-

supplied vehicles, or during working business hours, as well as reporting to work under the influence

of alcohol. As used in this policy, “controlled substance” shall include all substances listed in

Schedule I through V of Section 202 of the Controlled Substances Act, 21 U.S.C. 812, including

marijuana used for medicinal purposes.

As a condition of employment, each MORPC employee must:

A. Comply with MORPC’s Drug-Free Workplace Policy;

B. Notify MORPC of any criminal drug statute conviction (state or federal) within five days of the

conviction.

Any employee who violates this policy will be subjected to disciplinary action, up to and including

separation of employment.

MORPC provides an Employee Assistance Program to its staff. This service is free of charge and is

kept strictly confidential. See Human Resources for more information or see the agency intranet.

Coverage:

The Drug-Free Workplace Policy covers all employees of MORPC. Implementation of the Drug-Free

Workplace Policy is subject to restrictions contained in federal, state and local laws.

Employees of MORPC are our most valuable resource and, for this reason, their health and safety are

our Number One concern. Any substance abuse, which imperils the health and well-being of our

employees or threatens our business, and will not be tolerated. Substance abusers tend to be less

productive, less reliable and prone to greater absenteeism. This, in turn, can result in increased

costs, delays and risks to other MORPC workers. Employees have the right to work in a drug-free

environment. In addition, substance abuse inflicts a terrible toll on the nation’s productive resources

and the health and well-being of American workers.

Early recognition and treatment of substance abuse is important for successful rehabilitation.

Whenever feasible, MORPC will assist employees in overcoming substance abuse problems by

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providing information on treatment for substance abuse, which is primarily the individual employee’s

responsibility.

To assist employees and their families to understand and to avoid the perils of substance abuse,

MORPC will use this program in an educational effort to prevent and eliminate substance abuse that

may affect the workplace. The Drug Awareness Program will inform employees about: (1) the

dangers of substance abuse in the workplace; (2) MORPC’s Drug-Free Workplace Policy; (3) the

availability of treatment and counseling for employees who voluntarily seek such assistance; and (4)

sanctions for violations of MORPC’s Drug-Free Workplace Policy.

Support For Employees Who Voluntarily Seek Help

Employees with substance abuse problems should request assistance from MORPC. MORPC will

treat all such requests as confidential (subject to disclosure to those with a business need to know

and any legal obligations MORPC may have to disclose information) and will refer the employee to

the appropriate treatment and counseling services. Employees, who voluntarily request MORPC’s

assistance in dealing with substance abuse problems may do so without jeopardizing their continued

employment, provided the employee’s performance is maintained at acceptable levels as

determined by MORPC. At a minimum, these terms include the immediate cessation of any

substance abuse and participation, where required by a program, in periodic unannounced testing

for a 24-month period following enrollment in the program.

MORPC supports early diagnosis, sound treatment efforts for substance abuse, and encourages

employees to seek help voluntarily for themselves or a family member. To assist employees in

obtaining treatment, MORPC offers full-time employees the services of a MORPC provided Employee

Assistance Program (EAP). It provides an assessment, referral and counseling service for employees

with substance abuse and other personal problems. The service may be accessed 24 hours a day,

365 days a year. This information is available on the MORPC intranet or by seeing a Human

Resources team member.

Independent of MORPC, any employee may anonymously call the HOPE Hotline at (614) 228-4673

for support and referral services.

Employees who undergo voluntary counseling or treatment and who continue to work are subject to

the same job performance and behavior standards as other employees. As in the case with other

employees, those employees seeking voluntary counseling or treatment who fail to meet

performance standards will be subject to disciplinary action. Requests for counseling and/or

treatment by an employee is considered voluntary only if the request is made before the employee is

referred for testing.

Prohibited Conduct:

To ensure a safe, healthful and productive work environment for all employees, MORPC has

determined that the following employee conduct is prohibited:

A. Unlawful manufacture, distribution, dispensation, possession, or use of drugs, including

prescription or over-the-counter drugs, or other controlled substance on MORPC property,

including MORPC owned or controlled vehicles, or while conducting MORPC business.


58 11430501v1 Revised 9/7/2017

B. Consumption, possession, manufacture, distribution, dispensation, sale or storage (including

in desks, lockers, vehicles or other property) of alcohol on MORPC property, while conducting

MORPC’s business, in MORPC supplied vehicles, in vehicles being used for business

purposes or during employee’s work hours.

C. Being under the influence of or impaired by medical marijuana or an illegally used drug on

MORPC property, while conducting MORPC business, in MORPC supplied vehicles, or in

vehicles being used for business purposes or during employee’s working hours. Prescription

or over-the-counter drug use must be within the limits of a valid prescription and/or

manufacturer’s guidelines. Such use must not adversely impair the individual’s ability to

function safely and effectively or adversely affect judgment or perception.

1. Being under the influence of alcohol is defined as blood alcohol of 0.02% or higher.

2. Being under the influence of medical marijuana or an illegally used drug is defined as

a verified positive drug test result.

Note: Should a situation occur which involves an employee who is on call and is contacted to

report for duty, and the employee believes that they may be under the influence; the

employee is required to notify their designated Supervisor or Manager who shall determine if

the employee in question shall report to work.

D. Illegal possession, use, manufacture, distribution, sale of or involvement with a controlled

substance (including medical marijuana), drugs or alcohol off the job that places MORPC in a

negative light or impacts its credibility in the community, or has the potential for damaging its

reputation.

E. Altering or tampering with any breath, urine or blood sample.

F. Refusing to consent to testing or refusing to submit a breath, urine, or blood sample for

testing based on reasonable suspicion to believe an employee may be under the influence of

or impaired by medical marijuana, prescription drugs, alcohol, illegal drugs, or any other

prohibited substance.

G. Falsification of any information during a drug testing procedure.

H. Disclosure of information to individuals, other than on a need-to-know basis, pertaining to:

drug/alcohol testing referrals; results of such testing; or treatment referrals.

I. For those employees referred to treatment by MORPC; failing to adhere to any of the

requirements of the Rehabilitation Agreement.

J. Conviction under any criminal drug or alcohol statue for a violation occurring in the workplace

or occurring while conducting MORPC business and failure to notify MORPC of such a

conviction within five days of the conviction.

K. For those employees driving a vehicle, operating power tools or heavy equipment, failure to

notify a Supervisor or Manager of the use of a prescription drug, which may adversely impact

the employee’s ability to safely perform his/her job duties. MORPC may temporarily place

the employee in a less safety sensitive position during the course of the drug’s prescription.


59 11430501v1 Revised 9/7/2017

L. Refusing to sign the Drug-Free Workplace Policy Acknowledgement form, Substance Abuse

Testing Consent form, or a rehabilitation agreement.

M. Violating any laws or government regulations.

Testing positive for controlled or prohibited substances will result in initial denial of a workers’

compensation claim and of any unemployment claim that may be filed following a termination.

Testing:

The methods that may be used to determine the presence of alcohol and/or drugs under this policy

include a urine, breath, saliva and/or blood test. For the safety of our employees, MORPC may test

for drugs and/or alcohol in the following circumstances:

Post-offer Employment Drug Testing:

Applicants will be advised in connection with their application for employment that, once offered a

position, they will be required to submit to a drug screen within a 48 hour period following the offer

of employment. Failure to consent to such a screen or a verified positive drug test result will

disqualify an applicant for employment.

Reasonable Suspicion of Drug and/or Alcohol Use Testing:

MORPC will test an employee for drugs and/or alcohol when a Supervisor and/or Manager have

reasonable, individualized suspicion of drug and/or alcohol use in violation of this policy.

“Reasonable Suspicion” will be based on specific, objective criteria, including but not limited to:

observation of drug use or possession; direct observation of the physical symptoms of being under

the influence of a drug, such as impairment of motor functions or speech; a pattern of abnormal

conduct or erratic behavior observed by a Supervisor trained to recognize the signs of drug use;

arrest or conviction for a drug-related offense, or the identification of an employee as the focus of a

criminal investigation into illegal drug possession, use or distribution; information that is provided by

a reliable and credible source or can be independently corroborated; or newly discovered evidence

that an employee tampered with a previous drug test. A determination of reasonable suspicion shall

be the sole judgment of MORPC.

Post-accident Drug and/or Alcohol Testing:

Employees who are involved in a work related accident where there is reason to believe that

medical marijuana, alcohol, prescription drugs, illegal drugs, or any other prohibited

substance may have caused/contributed to the accident. For purposes of this policy, the

term “accident” means an accident that results in personal injury requiring immediate

medical attention or property damage.

Government Required Drug and/or Alcohol Testing:

MORPC will comply and institute drug and/or alcohol tests when required by any applicable

government regulations.

Follow-up Drug and/or Alcohol Testing:

All employees referred by MORPC for treatment, and who undergo a treatment program for

substance abuse, will be subjected to unannounced testing for the use of a range of


60 11430501v1 Revised 9/7/2017

substances, including but not limited to marijuana, illegal drugs, and alcohol when there is

reasonable suspicion that the employee is under the influence or impaired from being able to

perform his or her job. Follow-up testing applies during the two-year period following

completion of the treatment program.

Testing Procedures:

A. Drug and alcohol testing will be performed, utilizing urine, breath, saliva and/or blood

samples by a local medical facility or laboratory selected by MORPC.

B. Testing will be conducted for the presence of controlled substances, as described in this

policy, and any additional confirming tests that are required will be performed.

C. The testing collection agency selected by MORPC shall adhere to all commonly accepted

medical and legal safeguards relating to collection, chain of custody and other requirements,

to ensure optimal reliability and validity of the test results.

Consequences for Violation Of This Policy:

MORPC has established the Drug-free Workplace Policy and Procedures to protect our employees,

members and our agency from the effects of substance abuse. Employees who violate this policy,

and/or fail to cooperate with drug and/or alcohol testing may be subject to discipline, up to and

including immediate separation.

Employees who are found in violation of this policy may be given the opportunity to continue

employment subject to their successful participation in a treatment program at the employee’s

expense (or through their health plan). A follow-up test and random tests will be given to such

employees. Any employee failing a second alcohol/drug test will be terminated.

Employees referred to treatment will be required to sign a Rehabilitation Agreement. Employees

undergoing counseling, treatment or rehabilitation for substance abuse that continue to work must

meet all established standards of conduct and job performance.

Reservation of Rights:

MORPC reserves the right to interpret, change or rescind this policy in whole or in part, with or

without notice. In addition, changes to applicable federal or state laws or regulations may require

MORPC to modify or supplement this policy.

Outside employment is permitted only with prior approval from the Supervisor, Department Head and

Executive Director. Their approval will consider whether a conflict of interest exists and whether the

nature of the outside employment could impair the performance of the employee’s job duties and

responsibilities or otherwise impact the agency. A staff member shall submit an explanation of

intent in writing to their immediate Supervisor detailing the type of work and when it would be

performed. A copy of the written explanation shall be forwarded to Human Resources. Violations of

this policy may result in disciplinary action, up to and including immediate termination. Under no

circumstances shall agency supplies or equipment be used for purposes other than those associated

with the individual’s duties and responsibilities as a MORPC employee.

OUTSIDE EMPLOYMENT


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The employment of relatives can cause various problems and may violate State or Federal rules or

laws which may cause serious harm to the agency, its members, or its service recipients including

but not limited to charges of favoritism, conflicts of interest, family discord and scheduling conflicts

that may work to the disadvantage of both the agency and its employees.

For the purpose of this policy the term “relative” shall include the following relationships:

relationships established by blood, marriage, or legal action. Examples include the employee’s:

spouse, mother, father, son, daughter, sister, brother, mother-in-law, father-in-law, sister-in-law,

brother-in-law, son-in-law, daughter-in-law, stepparent, stepchild, aunt, uncle, nephew, niece,

grandparent, grandchild or cousin. The term also includes domestic partners (a person with whom

the employee’s life is interdependent and who shares a common residence) and, a daughter or son

of an employee’s domestic partner.

It is the goal of the agency to avoid creating or maintaining circumstances in which the appearance

or possibility of favoritism, conflicts or management disruptions exist. Examples of situations that

could give rise to conflicts of interest, the appearance of a conflict, or favoritism include:

Relatives must not work under the supervision of the same manager;

An employee must not be in a supervisor/subordinate relationship with a relative;

An employee must not supervise or evaluate a relative;

The employment of relatives must not create an adverse impact on work productivity

or performance;

The employment of relatives must not create an actual or perceived conflict-of-

interest;

An employee must not audit or review in any manner the work of a relative of the

employee;

An employee must not be employed if a member of the employee’s relative serves on

the agency’s Board of any Committee or Council which has authority to review or

order personnel actions or wage and salary adjustments which could affect his/her

job.

No relationship covered by this policy will be allowed to be maintained, regardless of the positions

involved, if it creates a disruption or potential disruption in the work environment, creates an actual

or perceived conflict of interest or is prohibited by any legal or regulatory mandate.

The agency reserves the right to exercise appropriate managerial judgment to take such actions as

may be necessary to achieve this intent of this policy. The agency reserves the right to vary from the

guidelines outlined in this policy to address unusual circumstances on a case by case basis and with

approval of the Executive Director.

It is the responsibility of every employee to identify to Human Resources any potential or existing

personal relationship which may violate this policy. Employees who know of and fail to disclose

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personal relationships covered by this policy will be subject to disciplinary action up to and including

the termination of employment.

MORPC prohibits harassment in any form. MORPC’s policy is to provide a workplace free of unlawful

harassment, including harassment based on race, color, religion, sex or gender, pregnancy, medical

conditions, sexual identity, gender identity, national origin, ancestry, age, disability, veteran status,

military status, sexual orientation, genetics, or any other characteristic protected by applicable law.

Unlawful harassment may include unwelcome sexual advances, requests for sexual favors, and other

offensive or derogatory statements or conduct that is sexual in nature or directed at someone

because of his or her gender or any of the other protected characteristics listed above, where such

conduct is either: (a) made an explicit or implicit term or condition of employment; (b) used as the

basis for employment decisions affecting an employee; (c) has the purpose or effect of substantially

interfering with an employee’s work performance; or (d) creates an intimidating, hostile, or offensive

work environment.

Harassment, whether based on sex or any other characteristics listed above, may take many forms.

By way of example, harassment may include:

Verbal Conduct – such as epithets, derogatory jokes or comments, name calling,

innuendoes, or demeaning slurs regarding race, national origin, sex, age, religion, etc.

Visual Conduct – such as leering or derogatory and/or offensive posters, photography,

cartoons, drawings, graffiti, electronic mail or gestures.

Physical Conduct – such as assault, offensive touching, patting, pinching, blocking of normal

movement, or interfering with work.

Threats or Demands – threats or insinuations that a person’s employment status or

conditions may be adversely affected by not submitting to sexual advances.

To assure that all MORPC employees will not be subjected to any form of harassment on the job, the

following procedures for filing a complaint have been adopted as policy. The employee is

encouraged to communicate his/her distaste or dislike for harassing conduct to the party(s) involved

prior to filing a complaint. In addition, the employee must immediately report the harassing conduct

to Human Resources so that the matter may be investigated and prompt and appropriate remedial

action may be taken. The Executive Director has appointed Human Resources to serve as

mediator/liaison for this communication process and/or filing a complaint. If the employee is

uncomfortable communicating the harassment to Human Resources, then he/she shall notify the

Executive Director of his/her complaint.

The complainant must file a complaint within five (5) working days of the alleged incident. When

Human Resources receives a complaint from a MORPC employee or an applicant for employment,

they will conduct an immediate investigation.

The investigation may include confidential interviews with the complainant, the alleged offender, co-

workers who might have witnessed such behavior or experienced similar harassment, and/or other

HARASSMENT


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persons with relevant information. MORPC will attempt to complete the investigation and findings

within ten (10) days from receipt of the complaint.

No employee who makes a good-faith complaint of harassment or who participates in an

investigation will be retaliated against. Any employee who believes he or she is being subjected to

retaliation in violation of this policy shall promptly report his/her belief to one of the individuals listed

above.

Reports of alleged harassment will be treated as discreetly and confidentially as possible subject to

MORPC’s obligation to conduct an effective investigation, or unless the employee agrees otherwise.


termination.


64 11430501v1 Revised 9/7/2017

SECTION 7 – SEPARATION FROM EMPLOYMENT

Separation from employment includes resignation, dismissal, layoff or retirement. The actual date of

separation is considered to be the last day worked. If an employee elects not to return from any

unpaid leave of absence, the last day worked prior to going on the leave of absence is the separation

date.

When an employee resigns, a minimum two-week advance notice of resignation must be given in

writing to the employee’s Supervisor, Manager and Department Head. Supervisory and management

personnel desiring to resign should attempt to give a minimum of one month advance notice

whenever possible. Failure to comply with the requirements of a written two-week notice may result

in the forfeiture of earned employee benefits and may result in ineligibility for rehire. Employees

may, at the discretion of MORPC, be expected to work during their two-week resignation period.

Using grandfathered sick leave and/or PTO during this time is strongly discouraged.

Letter of Resignation

The letter of resignation shall contain the reasons for the resignation and state the last day of

employment. The Department Head after signing and stating they have accepted the resignation

should immediately route the original letter of resignation to Human Resources for filing in the

employee’s personnel file and follow the procedures as outlined under “Separation from

Employment Procedures.”

It may become necessary to reduce staff for various reasons, including insufficient work or funds. In

the event of layoff or a reduction in work force, efforts will be made to give the individual two weeks’

advance notice. The agency will attempt to give supervisory and management personnel one month

advance notice whenever practicable.

The Executive Director shall approve all involuntary terminations of staff members and will ask the

Supervisor, Department Head or other Manager recommending dismissal, if any, for that information

necessary to provide such approval. The Executive Director will decide how much notice, if any, will

be given the employee.

If an employee is dismissed or resigns, all used but unearned PTO will be deducted from his/her final

paycheck.

RESIGNATION

LAYOFF

INVOLUNTARY TERMINATION

RECOVERY OF UNEARNED PTO LEAVE


65 11430501v1 Revised 9/7/2017

The final paycheck will include payment for actual hours worked through the separation date, the

balance of earned but unused PTO time through the separation date and a percentage of accrued

grandfathered sick leave as outlined in Section 3 and paid out as directed by employee using the

Termination PTO/Grandfathered Sick Leave Request form. The employee’s final paycheck will not

include payment for holidays occurring after the separation date.

The final paycheck may be issued as a paper check rather than direct deposit and may be held for a

reasonable amount of time, normally one week or less, after the paycheck date for accounting and

administrative purposes.

Employees are responsible for the return of any MORPC-issued equipment, phones, laptops, tools,

manuals, devices, keys, credit cards, documents, or other property, in the condition in which it was

issued (subject to reasonable wear and tear). Failure to return MORPC property, or returning property

in a condition beyond ordinary wear and tear, will result in withholding the value of the property or

damage from an employee's final check. If the amount of the check is insufficient to cover such loss

or damage, the employee will be provided with a promissory note to arrange for repayment of such

loss or damage. Failure to comply with the terms of the repayment agreement may result in legal

action.

Notice of Retirement:

A written notice of retirement must be given to the Supervisor or Manager no less than thirty (30)

days prior to the retirement date. The notice should be immediately routed to Human Resources for

filing in the employee’s personnel file after the Supervisor or Manager has signed the notice

indicating acceptance of the notice.

The retiree must meet with Human Resources to schedule, complete and sign all required

paperwork. The Supervisor, Manager or Department Head should communicate any pertinent

information to the aforementioned parties prior to the employee’s final days of employment.

Form SR-1 from the Ohio Public Employees Retirement System of Ohio must be completed during the

last month of public service along with proof of date of birth. The date service terminates (the

separation date), as certified by the payroll officer at Franklin County on Form SR-1, is final. It may

not be extended to terminal leave, unused grandfathered sick leave or PTO. Critical to the transition

of retirement benefits is the accurate and complete SR-1 form.

The retiree should be reminded that while benefits start accruing on the first day of the month

following separation or eligibility by age or by purchase of required or additional service credit,

whichever is later, the first check will be mailed after that date. Delays in receiving certifications or

service, or in submitting the last report of contributions, will cause the first check to be delayed. For

additional information call Ohio Public Employee Retirement System at 1-800-222-PERS (7377).

FINAL PAYCHECK

RETIREMENT


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Any employee that is terminated, resigns, or retires or otherwise separates from employment with

the agency should have no expectations of being rehired at MORPC. No Manager or Supervisor

should represent that there could be future employment to the separating employee. Once a

position becomes vacant, the Manager should evaluate whether the position is still needed, or if the

position needs to be changed, etc. If a former MORPC employee is interested in coming back to their

former position or a different position, they may complete an application and go thru the recruitment

process like any other candidate.

It is critical to the process that a letter of resignation be routed immediately by the Supervisor,

Manager or Department Head to properly document the type of separation and to notify Human

Resources. This letter of resignation triggers the exit process. If the position is to be filled, a Hiring

and Recruitment Notice may be obtained from the MORPC intranet.

The separating employee, regardless of the circumstances for the separation, must meet with

Human Resources on the last day of employment to complete and sign all required paperwork,

relinquish possession of security fob, parking pass, keys, laptop, mobile devices, and all other

MORPC property. Human Resources will verify current email and street addresses and telephone

number and arrange for release of a final paycheck.

The Supervisor, Manager or Department Head should ensure that a final time sheet is completed

and communicate any pertinent information to the aforementioned parties prior to the employee’s

final day of employment. Upon separation, all files held by the Supervisor, Manager or Department

Head pertaining to the employee should be transferred to Human Resources.

When an employee is terminated from health care insurance coverage under MORPC’s group plan,

the employee will be offered a COBRA Qualifying Event form. Franklin County will send additional

COBRA paperwork to the employee approximately one month after separation. The employee may

decide to pay insurance premiums personally through COBRA in order to retain health care coverage.

No information, except that which is considered a “public record” as defined in Ohio Revised Code

149.43 et seq., shall be released regarding present or former employees of MORPC without the

express written consent of the employee. All inquiries regarding any employee should be directed to

Human Resources. Only if a signed Release of Information form is in the individual’s personnel file

will non-public information be released either verbally or in writing.

REHIRE PROCEDURES

SEPARATION FROM EMPLOYMENT PROCEDURES

EXIT PROCESS

COBRA HEALTH CARE INSURANCE COVERAGE

RELEASE OF INFORMATION


67 11430501v1 Revised 9/7/2017

When in the interest of the agency, the agency may enter into a retention agreement with a

terminating employee, offering a cash incentive to retain the services of the employee through a

designated date. Such cash incentive will be paid following completion of the retention period and

satisfactory service during the retention period.

Payments in addition to regular wages may be made to an employee whose employment is being

terminated. The amount and terms of the severance pay will be negotiated with Human Resources

and written in an employer-employee agreement. The agreement must be approved by the Finance

Director and the Executive Director. Instances of severance pay are expected to be infrequent and

only due to unusual circumstances and offered in accordance with applicable law. The amount(s)

paid will be treated as an overhead cost of the agency. The employee receiving the severance pay is

responsible for all applicable taxes.

RETENTION AGREEMENTS

SEVERANCE PAY


68 11430501v1 Revised 9/7/2017

SECTION 8 – REIMBURSEMENT AND PURCHASING

Reimbursement of Travel and Business Expense Policy:

MORPC annually appropriates funds for, and is authorized to reimburse employees, Commission

members, Committee members, and as appropriate, other approved non-staff individuals (such as

interviewees for vacant MORPC positions or nonemployee participants In MORPC-related activities)

for certain travel and business expenses. All travel reimbursements are limited by total

appropriations and the following general and specific policies. The term "employee" or "employees"

as used in this section also refers to all such authorized travelers and is not limited to just MORPC

employees.

General Policies:

All expenses to be reimbursed must be for a Public Purpose (as defined below), necessary and

reasonable in the circumstances, and properly documented with receipts. The amounts to be

reimbursed must be actual amounts paid (net of discounts, etc.) except in the cases of per diem

reimbursements as otherwise defined in this section, reasonable, within established limits, and

appropriate.

Definition of Public Purpose for MORPC:

MORPC’s Public Purpose is set forth in O.R.C. Section 713-23 Powers and Duties of County and

Regional Planning Commissions. MORPC’s Public Purpose is generally limited to planning, studying,

and improving functions, with express power to promote measures, which implement plans. As a

practical matter, MORPC’s Public Purpose is defined at length in its annual work plans, mission

statement, goals and objectives.

Activities which carry out, support or further these plans, mission, goals, and objectives are for a

Public Purpose (however, not all expenses incurred in serving the Public Purpose are reimbursable).

Employees are urged to plan for potential business expenses as far in advance as possible. The

Finance team has established procedures to minimize the time it takes to reimburse employees.

Whenever possible, direct payments are made for agency expenses. In some instances it may be

necessary for employees to use their personal funds or credit card for reimbursable business

expenses. Finance will normally be able to reimburse an employee prior to the employee having to

pay the charges on their credit card accounts. All reimbursement request forms are located on the

MORPC intranet under the Finance section.

Eligible reimbursement requests shall be submitted as soon as reasonably possible, but no later

than three months after the occurrence of the expense. Requests submitted after three months

from the date of the occurrence may be denied. When relevant, employees shall also consider grant

periods to ensure that reimbursements can be processed before the grant period expires.

Reimbursements are included in employee paychecks but are not taxable income subject to payroll

withholdings.


69 11430501v1 Revised 9/7/2017

Expense Reimbursement – General:

No employee or official of MORPC shall solicit or receive payment for travel expenses, or accept

payment of registration fees and/or lodging for their attendance at a conference, from a party that is

interested in matters before, regulated by, or seeking to receive funds from the particular

department or agency involved.

Prior Approval Necessary:

Prior approval must be obtained for overnight travel involving reimbursable travel, meals or lodging

expenses. Prior approval must be obtained in writing by submitting the Travel Request/Authorization

/Purchase Requisition form. The public purpose and justification for the overnight travel must be

completely explained on this form. Program managers are responsible to ensure that prior approval

from funding agencies is obtained in writing whenever necessary. ODOT and ODSA/HWAP and other

agencies may require such approvals. MORPC employees and officials traveling on MORPC business

shall avoid travel requests for meetings in luxury or primarily leisure-oriented destinations; for luxury-

level or primarily leisure-oriented accommodations; and, for use of first class or luxury modes of

travel.

Travel Arrangements:

Travel arrangements shall be coordinated by the department administrative assistant to ensure that

MORPC receives the best possible rates in the most efficient manner. On-line travel arrangements

made through organizations such as Expedia or Travelocity must clearly indicate the cost of the

lodging separate from the airfare cost. This is necessary to document compliance with FTR spending

limitations. (See lodging.)

Travel Reimbursements:

Travel reimbursements must be recorded on the Employee Reimbursement Request form, with any

required receipts attached. The completed form shall be submitted to Finance within two weeks of

the return trip. The public purpose and justification for the overnight travel must be completely

explained on this form.

Transportation Expenses:

Transportation expenses include airfare and other common carrier transportation. Reimbursement

shall be limited to lowest available rates (documentation must be provided with the Travel Request

form), and shall not exceed coach airfare when other transportation modes are used. Reservations

shall be made and airline tickets obtained by the employee or the department administrative

assistant following receipt of the approved Travel Request/Authorization/Purchase Requisition form.

Employees are prohibited from using discounted or free tickets obtained through “frequent flyer”

programs for personal travel.

Saturday Night Stayovers:

If a total cost savings is realized by extending a business trip over a Saturday night, MORPC will

reimburse the employee the cost of the additional night’s lodging and up to one additional day’s

meals according to the Meal Allowance policy if the employee elects to stay the extra night. For a net

cost savings, the amount saved in airfare for a Saturday night stayover must be greater than the cost

OVERNIGHT TRAVEL EXPENSE POLICY


70 11430501v1 Revised 9/7/2017

of adding one night’s stay and up to one day’s meals to the cost of the travel. Substantiated

documentation of this cost savings must be provided with the Travel Request form.

For roundtrips of intermediate distance, 200 miles or less, employees shall travel by auto.

Employees will be reimbursed at the current US General Services Administration (GSA) standard

mileage reimbursement rate for all miles driven in their private vehicle while conducting agency

business (see Private Vehicles in this section for further details). The reimbursement of mileage in

lieu of airfare is limited to the cost of round trip coach airfare (please provide documentation). Cost

of parking will be reimbursed with receipts required for all parking, except at meters. Highway tolls

and other reasonable travel expenses directly related to authorized travel may also be reimbursed.

Any parking or traffic violations incurred are the responsibility of the driver whether in a personal or

MORPC vehicle. The employee’s auto insurance is primary per Ohio insurance laws.

Employees are encouraged to use transit, alternative transportation, or airport shuttle services when

available, rather than taxicabs. Receipts must be obtained and attached to the Employee

Reimbursement Request form. Ground transportation expenses, which are unreasonable, may be

reduced or refused reimbursement. Reimbursement for rental cars is permissible when the out-of-

town lodging is not proximate to the conference location, public transportation is not available, and

transportation between facilities is not provided by the conference. This is clearly explained on the

Travel Request form. Reimbursement shall not be higher than the compact car rate unless the

number of travelers accommodated warrants a larger vehicle. The names of all persons traveling in

the same rental vehicle shall be listed on the Travel Request form.

An employee authorized to travel on agency business may claim reimbursement of expense incurred

for meals, including gratuities and incidentals, while out of town on travel requiring overnight lodging.

The reimbursement shall be made based on “per diem” amounts – receipts for meals and

incidentals are not required.

Meal expenses during travel, not involving overnight lodging, and under unusual circumstances may

be considered for reimbursement based on “per diem” if a statement explaining why they are

justified is submitted in writing to the Finance Director. The Employee Reimbursement Request form

must be used for reimbursements of this type and itemized receipts are required (credit card

receipts are not acceptable documentation).

Meal Allowances:

When eligible for meal reimbursement, employees will be reimbursed for the “per diem” amounts

established by the Federal Travel Regulations (FTR). FTR Daily and Per Meal amounts can be located

at www.gsa.gov/mie and are revised from time to time.

MORPC VEHICLE, PRIVATE VEHICLE MILEAGE AND PARKING

GROUND TRANSPORTATION

REIMBURSEMENT FOR MEALS

http://www.gsa.gov/mie


71 11430501v1 Revised 9/7/2017

The FTR per diem rates apply to various cities and locations in the continental U.S. Amounts for

specific travel destinations are available by clicking on the U.S. map at www.gsa.gov/perdiem.

Per diem reimbursement on the day of departure and the last day of travel are limited to 75% of the

total daily allowable amounts per the FTR per diem rates. When a meal is included in the

registration fee for a conference, convention or seminar, etc., that meal per diem amount is

deducted from the daily total for eligible meals (see www.gsa.gov/miefor individual meal amounts).

Reimbursement for meals shall be requested on the Employee Reimbursement Request form.

Expenditures for alcoholic beverages cannot (by law) be reimbursed from public funds and must,

therefore, be excluded from employees’ expense reports, and hotel bills.

Note: Employees must not be under the influence of alcohol while conducting MORPC business.

When eligible for lodging reimbursement, employees will be reimbursed for the actual cost of lodging

while on overnight agency business outside of the agency’s geographical area up to the maximum

lodging amount permitted by Federal Travel Regulations (FTR) which can be located at

www.gsa.gov/perdiem. Lodging taxes may be reimbursed in addition to the maximum lodging

amount.

The original hotel bill, and proof of payment, must be submitted with the Employee Reimbursement

Request form. Employees are advised to use discretion when selecting hotel accommodations, and

should utilize the lowest room rates available. Many hotels offer lower governmental rates, which

are not advertised. Excessive amounts spent for lodging will be questioned and may not be

approved for reimbursement.

Conference lodging at a pre-arranged place such as a hotel where a meeting, conference or training

session is held can be reimbursed for actual costs up to 125% of the applicable maximum per diem

rate, plus taxes. In rare circumstances, the Executive Director has the authority to authorize costs

beyond 125% of the applicable maximum per diem rates. The amount in excess of 125% will need

to be funded with an available local funding source.

If a non-employee accompanies a staff member on a business trip and a double occupancy rate is

incurred, the employee’s reimbursement will be limited to the single occupancy rate. The employee

shall provide documentation or have the hotel indicate the single room rate on the hotel bill. Extra

(extended personal stay) nights must be personally paid by the employee.

Reimbursement for actual lodging costs in excess of stated maximums may be granted only upon

approval of the Executive Director and may not be charged to federal programs or overhead.

MORPC employees and officials traveling on MORPC business shall avoid travel requests for luxury-

level or primarily leisure-oriented accommodations. In the event a conference or work-related event

is held in such a location, alternative nearby standard lodging shall be sought prior to making the

travel request.

LODGING




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Whenever practical, employees with flat-rate plans are encouraged to use cell phones for making

long distance calls, instead of using hotel lines that itemize and mark up calls. Business phone calls

made on landlines must be identified by dates and nature of the long distance calls and

accompanied by receipts to be reimbursed. Personal phone calls made on landlines when traveling

are considered a personal expense and are not eligible for reimbursement.

Employees will be reimbursed at the current GSA standard mileage reimbursement rate for all miles

driven in their private vehicle while conducting agency business, when MORPC vehicles are not

available (see Private Vehicles in this section for further details). Cost of parking will be reimbursed

with receipts required for all parking except at meters. These expenses must be recorded on the

Monthly Travel Expense Reimbursement form with receipts attached. The completed form shall be

submitted to Finance.

In a manner outlined by the finance team, MORPC may provide or consider reimbursement for travel

using alternative methods of local transportation such as transit, bike sharing, or car sharing

services to reduce agency travel cost or support alternative travel modes.

Any parking or traffic violations incurred are the responsibility of the driver, not MORPC whether in a

private or agency vehicle. The employee’s auto insurance is primary per Ohio insurance laws.

The Department Head is authorized to provide refreshments at certain public meetings where official

agency business is conducted to enhance public participation when needed to encourage

attendance at meetings, and when deemed appropriate by the Executive Director. Internal (non-

public) meetings are excluded. When authorized, these costs can be charged on an open MORPC

account or reimbursement can be requested using the Employee Reimbursement Request form.

Receipts and a copy of the meeting agenda and attendance roster are required. Meal and food

related expenses associated with board and/or staff meetings may not be charged directly to federal

projects or overhead.

The Executive Director and his/her specifically authorized representatives do, from time to time

conduct agency business with non-staff individuals or groups at breakfast, lunch, or dinner meetings

(such as with the Executive Committee members to review the monthly meeting agenda). Such

expenses, including gratuities of a reasonable amount up to 20%, are reimbursable when the

purpose of the meeting and expense bears a direct and clear relationship to achieving MORPC’s

goals, objectives, mission, etc. These costs must be reimbursed with local funds only.

Expenses must be documented using the Employee Reimbursement Request form. Itemized

receipts are required.

Expenses of breakfast, lunch, or dinner meetings with applicants for employment are reimbursable

when necessary, but will not be routinely incurred, and must be approved by the Executive Director in

TELEPHONE CALLS

LOCAL TRAVEL EXPENSE POLICY

LOCAL MEAL AND MEETING EXPENSE POLICY


73 11430501v1 Revised 9/7/2017

advance. Reimbursement will be for actual costs incurred. Expenses must be reported promptly on

the Employee Reimbursement Request form. Itemized receipts are required.

Expenditures for alcoholic beverages cannot (by law) be reimbursed from public funds. Dinner

meeting invoices that include alcoholic beverages will not be reimbursed unless the amounts related

to the alcohol and food is separately identifiable and only the food portion is being reimbursed.

The Executive Director may be reimbursed for costs through the submission of receipts and a

request of reimbursement approved by the chair or vice chair in the chair’s absence.

All purchase orders and vouchers payable to the Executive Director or any MORPC Commission

member, regardless of the amount, require the signature of the chair. If the chair is unavailable, an

alternate officer may sign; however, no official can approve and sign for their own purchase order or

voucher. If the purchase order or voucher is payable to the chair, the signature of the vice chair,

secretary, or the chair of the Executive Committee is required. Expenses submitted by the Executive

Director, which include MORPC board members must be approved and signed by a MORPC officer or

board member who was not present in the meeting.

The agency is authorized to pay for employee relocation expenses as may be negotiated between the

employee and MORPC. Payment may be in the form of payment or reimbursement of actual costs or

a lump sum allowance, or both. The expenses shall not exceed $1,000 for any one employee

without approval of the Executive Committee.

With Executive Director approval, travel reimbursement and other related expenses, such as drug

tests, in the hiring process are reimbursable.

Employees may be reimbursed for miscellaneous business expenses, miscellaneous supplies,

materials, or services, which are needed on a short notice to maintain the efficient conduct of

agency business. Requirements for goods or services shall be planned far enough in advance to

allow for the acquisition through the normal purchasing process. Should the need arise; an

employee must obtain verbal approval from their Department Head prior to any expenditure of

personal funds for a business expense. The Employee Reimbursement Request form is used to

obtain reimbursement of these expenses. Receipts are required.

The agency does from time to time present awards to volunteers or other individuals (excluding

employees) for excellence in public service or appreciation of service to MORPC or the region.

Providing such awards promotes participation in the activities of the agency which helps to achieve

agency goals and objectives. The Executive Director is authorized to purchase such awards for an

amount not to exceed a total of $1,000 annually.

EXECUTIVE DIRECTOR AND MORPC COMMISSION MEMBER EXPENSES

EMPLOYEE RELOCATION EXPENSES

MISCELLANEOUS EXPENDITURES

APPRECIATION AWARDS


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Throughout the year the agency hosts various conferences, meetings and other events consistent

with the public purposes and goals and objectives of the agency. Authorized costs for hosting these

meetings include: room rental, speaker fees and expenses (including costs for transportation, meals

and lodging), refreshments, meals for event, gratuities of a reasonable amount, equipment rental,

technical and professional services and other related expenses.

Expenditures for alcoholic beverages cannot (by law) be reimbursed from public funds.

MORPC is a governmental unit, and is exempt from the payment of Ohio sales tax. This exemption

does not extend to other assessed taxes, such as hotel lodging taxes, telecommunications taxes or

excise taxes. Employees shall provide tax-exempt certificates to businesses to avoid paying sales

taxes on agency expenses when payment is to be made by MORPC directly to the business. The

certificates can be obtained from Finance.

MORPC’s procurement policies and guidelines, set forth in Resolution AC-10-98, are based on

federal, state and local laws and regulations and sound business practice to meet MORPC’s needs

and obligations. Employees involved in purchasing goods and services shall read and be familiar

with agency purchasing policies.

All expenditures must be for a public purpose. The definition of a public purpose for MORPC

can be found at the beginning of this Section (8) of this Employee Guidebook. As a practical

matter, MORPC’s Public purpose is defined in our mission statement, annual work plans and

goals.

Expenditures for alcoholic beverages, personal gifts and entertainment are prohibited.

All expenditures must be necessary and reasonable in the proper and efficient conduct of

agency business.

MORPC’s Diversity Plan encourages the use of minority-owned, women-owned and

disadvantaged vendors, when practical, to help obtain our diversity procurement goals.

Employees are encouraged to use the diversity vendor lists on the intranet when seeking

vendors.

Procurement policies (MORPC Resolution AC-10-98) applicable to small purchases shall be

followed:

a) Cost or price must be reasonable (seeCFR 2 Part 200).

b) Avoid purchase of unnecessary or duplicate items.

c) Purchase through Franklin County and State of Ohio competitively bid master purchaser

agreements whenever possible.

d) Deal with responsible suppliers.

HOSTING CONFERENCES, MEETINGS AND OTHER EVENTS

TAX-EXEMPT STATUS

PURCHASING


75 11430501v1 Revised 9/7/2017

e) Respect open competition, MORPC’s DBE goals and code of ethics when selecting

suppliers.

All expenditures must be consistent with other MORPC policies and any applicable contractual terms

and conditions and state or federal regulations.

Bids or RFQ’s/RFP’s are required for purchases of $50,000 or more.

The following have authority to make obligations or enter into agreements:

a) Department Heads for obligations up to $2,000.

b) Executive Director for obligations up to $75,000.

c) Executive Committee resolution is needed for obligations and agreements greater than

$75,000 and in the current budget.

d) Commission resolution is needed for obligations and agreements not in the current budget.

e) All contracts need to be reviewed and approved by the Chief of Staff & Director of Operations


Expenditures must be properly documented under MORPC’s procedures and authorized as follows:

a) Department Heads and directors for all expenditures.

b) Finance Director authorizes all expenditures.

c) Chief of Staff & Director of Operations authorizes all expenditures over $10,000.

d) Executive Director for expenditures greater than $25,000.

e) Commission chair for expenditures greater than $50,000.

Purchase Order Request:

Entry form must be submitted in the online purchase order approval system to request that a

purchase order be issued to authorize a purchase.

Purchase Order:

Legal document titled “Purchase Order” which, when fully approved, encumbers funds and

authorizes a purchase. Purchases are not authorized until an approved purchase order is completed.

Purchases of $2,000 or less:

Purchases of $2,000 or less may be authorized by the appropriate Department Head and the

purchase can then be made. When such purchases are requested, a Purchase Order Request must

first be entered and submitted online, and then approved online by the Department Head. A physical

printout of the approved purchase order is not required unless one is requested by the vendor. This

PURCHASE ORDER PROCEDURES


76 11430501v1 Revised 9/7/2017

purchase must comply with the policies of Section 8 of this manual. If a vendor requires a purchase

order, it should be noted in the description section of the Purchase Order Request when submitted.

The Finance team will then provide an approved purchase order.

Toward the end of the calendar year, the Finance team closely monitors appropriation balances to

insure that agency legal spending limits are not exceeded. This will include monitoring all new

incoming Purchase Order Requests. If it appears the agency appropriation balances may not be

adequate to allow the Department Head to authorize further purchases, notification may be given

that all purchases for the balance of the calendar year must have an approved purchase order from

the Finance team prior to creating an obligation or making a purchase.

Purchases in excess of $2,000:

All purchases in excess of $2,000 must have a fully approved purchase order. No purchases are to

be made or orders placed for amounts in excess of $2,000 without a fully approved purchase order.

Employees may request a purchase order by completing and submitting a Purchase Order Request

online.

After a purchase order has been prepared and fully approved, the requesting employee will receive

an electronic notification that the Purchase Order has been approved. This copy will serve as

authorization for the employee to make the purchase. Purchases shall be planned in advance. It

may take one to two weeks to obtain a fully approved purchase order.

How to obtain a purchase order:

A purchase order is required for all purchases greater than $2,000.

1. Complete a Purchase Order Request online, including the vendor name, a description of the

purchase, G/L account number, program number, and task number to charge. At the

moment an online Request is submitted, the first approver is notified by e-mail and the

requestor is notified as successive approvals are made in real time.

2. The Finance team will enter a purchase order in the Franklin County MUNIS system; once all

necessary approvals have been obtained online and the online Purchase Order has been

generated.

3. Funds are encumbered for the purchase, and the purchase order is issued in MUNIS.

To facilitate minor miscellaneous purchases of goods or services, the agency maintains open

accounts with some vendors, for purchases such as minor weatherization supplies, delivery services,

meals for meetings, etc. All purchases on open accounts must be approved by the appropriate

Department Head. Finance will provide vendors with the names of employees authorized to make

purchase on an open account. This method of making purchases shall be limited to minor

miscellaneous purchases only.

PURCHASES ON OPEN ACCOUNTS


77 11430501v1 Revised 9/7/2017

Subscriptions:

Complete a Purchase Order Request form online; obtain online approval and forward the order form

along with the approved Purchase Order Request form to Finance to process the payment.

Memberships:


Publications:


Office Supplies:

Purchases of office supplies are to be coordinated through Operations. Office supplies that are

needed unexpectedly may be purchased by an employee and receipts submitted for reimbursement

or purchased from a vendor on account as listed above.

Airline Tickets:

Employees traveling on agency business requiring air travel must pay the airfare using personal

funds and submit a request for reimbursement on the Employee Reimbursement Request form. The

travel must be pre-approved and the cost of airfare limited to the lowest available rates.

Alternatively, employees may use Franklin County approved vendor(s) to book flights and MORPC can

pay directly for the ticket, if available.

Registrations:

Registrations can be approved through a Purchase Order Request form online or through the Travel

Request/Authorization/Purchase Requisition form. When approved the registration should be made

by the department administrative assistant or the registrant.

Temporary Service:

Temporary services must be coordinated through Human Resources who will make arrangements for

securing temporary help.

Hiring and Recruitment Advertising:

Hiring and recruitment advertising will be handled by Human Resources after receiving an approved

Hiring and Recruitment Notice form with a position description attached. Human Resources will

complete the Purchase Order Request form online and place the advertisements.

Weatherization Materials:

An inventory of weatherization materials is stocked in the weatherization warehouse. These

materials are purchased following normal MORPC purchasing procedures. While working at a job

site, it may be necessary for a weatherization crewmember to make a minor miscellaneous purchase

for a material to efficiently complete the job. These miscellaneous materials may be purchased on

an open account. These purchases must be monitored by the project supervisor.

PROCEDURES FOR SPECIFIC PURCHASES


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Emergency Purchases:

In the event that goods or services are immediately needed to provide essential for daily operation,

an employee must make all reasonable attempts to comply with this policy. However, if the

emergency nature of a situation makes compliance impractical, the employee must obtain verbal

approval from the Supervisor and/or Department Head to make the necessary purchase. If possible,

such purchases shall be made from an open account vendor. The employee must obtain all required

approvals and purchase orders as soon as possible.

Policy:

MORPC has established a Disadvantaged Business Enterprise (DBE) program in accordance with

regulations of the U.S. Department of Transportation (DOT), 49 CFR part 26. MORPC receives

federal financial assistance from the DOT, and as a condition of receiving this assistance, MORPC

has signed an assurance that it will comply with 49 CFR Part 26.

Any MORPC employee who is beginning a procurement process for consultant services that is being

funded in part or in full by U.S. Department of Transportation funds (usually via the Ohio Department

of Transportation and the MORPC Transportation Systems & Funding Department) must contact the

MORPC Transportation Systems & Funding Department DBE contact person and/or procurement

officer for required procedures, prior to any notices or advertising for services. Other MORPC

purchases may also be affected by the DBE program, and employees need to specifically check with

supervisors for any DBE-related requirements.

It is the policy of MORPC to ensure that DBEs, as defined in part 26, have an equal opportunity to

receive and participate in DOT – assisted contracts, and in other contracts as required by specific

grantors. It is also MORPC policy—

1. To ensure nondiscrimination in the award and administration of all contracts including all


2. To create a level playing field on which DBEs can compete fairly for all contracts including all


3. To ensure that the DBE Program is narrowly tailored in accordance with applicable law.

4. To ensure that only firms that fully meet 49 CFR Part 26 eligibility standards are permitted to

participate as DBEs.

5. To help remove barriers to the participation of DBEs in DOT-assisted contracts.

6. To assist the development of firms that can compete successfully in the marketplace outside

the DBE program.

MORPC does not discriminate against any person or deny participation in or benefits of the award

and performance of any contract covered by 49 CFR Part 26 on the basis of race, color, sex, or

national origin. In administering its DBE program, MORPC will not, directly or through contractual or

other arrangements, use criteria or methods of administration that have the effect of defeating or

DISADVANTAGED BUSINESS ENTERPRISE PROGRAM


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substantially impairing accomplishment of the objectives of the DBE program with respect to

individuals of a particular race, color, sex, or national origin.

Administration:

MORPC maintains a DBE program per federal requirements and a copy of this program is available

on the MORPC website, from the DBE Liaison Officer or from the Transportation Systems & Funding

Department DBE contact person. The MORPC DBE program details many of the program

requirements, some of which are included within this portion of the Employee Guidebook. Two key

agency contacts for the DBE program are as follows:

DBE Liaison Officer:

The Public & Government Affairs Director is the MORPC DBE Liaison Officer. The Liaison Officer has

overall responsibility for developing, implementing and monitoring the DBE program.

Transportation Systems & Funding Department Role:

The Transportation Systems & Funding Department includes a staff person who helps coordinate

most of the required routine activities related to the DBE program.

Payments to New Vendors:

IRS Form W-9 must be submitted to the Franklin County auditor for any purchase from a new vendor.

Please be advised this process can slow down payment especially in situations where MORPC does

not receive the completed documents from the new vendor in a timely manner.

Contract Procedures:

A contract is generally required when work is performed for or by MORPC. Each department

administrative assistant is responsible for ensuring all contracts are complete and timely for their

department. See contracting procedures on the intranet. Additionally see the department

administrative assistant for contract procedures and the Director of Operations for all other contract

related questions.

Professional memberships may be paid by the agency with the approval of the Supervisor and

Department Head.

Any publications purchased by the agency must be job related.

PAYMENTS

CONTRACTS

MEMBERSHIPS AND PUBLICATIONS


80 11430501v1 Revised 9/7/2017

SECTION 9 –OPERATING POLICIES AND PROCEDURES

MORPC’s mission is to be a regional voice and a catalyst to drive sustainability and economic

prosperity, in order to secure a competitive advantage for Central Ohio. Recognizing that its

employees are critical to the success of this mission, MORPC takes pride in providing an outstanding

work environment. Offering employee incentives for attaining personal goals and desirable outcomes

are ways that MORPC uses to enhance employee morale and productivity in furtherance of its

mission. Additionally, offering incentives to the general public that reward individual behavior or

outcomes that improve the sustainability and economic prosperity of Central Ohio as a whole also

helps further MORPC’s mission. See the Gift (Debit) Card Policy on MORPC’s intranet for more

information.

MORPC Vehicles

Agency vehicles are provided to enhance the efficiency of MORPC services. They are to be used for

MORPC business only.

Carrying a weapon and smoking is prohibited in these vehicles, even if an employee possesses a

permit to carry a concealed weapon.

All MORPC vehicles bear county license plates. Employees should remember they are a MORPC

ambassador when driving an agency vehicle. Agency vehicles may be driven to and from home only

under special circumstances and with prior authorization from the Director of Operations. The

appropriate amount will be reported to the Internal Revenue Service as taxable income for each time

an employee drives an agency vehicle to and from home.

Procedures for use are as follows:

Vehicle mileage shall be recorded at the beginning and end of all trips if needed.

Vehicles should be parked and locked in the reserved parking spots with all valuables

removed.

Vehicles should be returned in the same condition as when signed out. Any damage or other

problems with the vehicle should be reported to operations immediately upon return.

At all times, employees must obey traffic laws, including laws restricting the use of cell

phones other than with a hands-free option. Whenever possible, please pull over to make or

take extended calls.

Seatbelts must be worn at all times.

All accidents, no matter how minor, must be promptly reported to the Director of Operations.

Further instructions will be given regarding reporting the accident and making an insurance

claim.

Each department with vehicles may have additional requirements. Employees are required to

follow such instructions.

GIFT (DEBIT) CARD POLICY

VEHICLES


81 11430501v1 Revised 9/7/2017

Agency Seat Belt Use Policy:

MORPC recognizes that seat belts are extremely effective in preventing injuries and loss of life. We

care about our employees, and want to make sure that no one is injured or killed in a tragedy that

could have been prevented by the use of seat belts. In addition, Ohio law requires all drivers and

front-seat passengers to wear seat belts and requires adequate restraints for children. Therefore, all

employees of MORPC must wear seat belts when operating an agency-owned vehicle, or any vehicle

on agency premises or on agency business; and all occupants are to wear seat belts or, where

appropriate, child restraints when riding in an agency-owned vehicle, or in a personal vehicle being

used for agency business. All employees and their families are strongly encouraged to always use

seat belts and the proper child restraints whenever they are driving or riding in any vehicle.

Vehicle Idling and Fuel Conservation Conduct Policy:

To minimize air pollution and maximize fuel efficiency, it is the responsibility of all MORPC employees

to operate MORPC vehicles and personal vehicles on MORPC business in an environmentally and

economically responsible manner.

Employees are expected to avoid vehicle idling for any length of time; reduce the amount of vehicle

warm-up time (consult vehicle manual to determine the manufacturer’s recommendations for

guidance on idling in extreme weather conditions); and carpool or use alternative forms of

transportation whenever possible or practical.

Refueling Agency Vehicles:

MORPC provides agency vehicles for the field staff of the Energy & Air Quality Department and for

Gohio Commute, given the use is for MORPC business only. These vehicles may not always be full of

fuel and may require the driver to get fuel before or after a trip. MORPC vehicles should be filled up

at the Franklin County Fleet Management Garage located at 1721 Alum Creek Drive just south of

Frebis Avenue when feasible. MORPC also has WEX Fuel cards for staff to use. The WEX fuel cards

are located in each vehicle and may only be used for that vehicle. Each driver will be given a PIN

number unique to that individual or a general agency PIN number will be provided.

Directions will be made available in each vehicle on the process of fueling the vehicles.

Parking and Traffic Violations:

Any violations incurred are the responsibility of the driver whether in a private or agency vehicle.

Additionally, any violations or written warnings for parking or traffic violations in agency vehicles shall

be reported immediately to Human Resources.

Any accident involving MORPC vehicles or staff on MORPC business should be reported immediately

as follows:

1. Call the appropriate law enforcement agency.

2. Follow the accident report instructions in the glove compartment of each MORPC vehicle.

3. Notify immediate Supervisor and Human Resources.

Point Accumulation:

Any MORPC employee who routinely drives to conduct MORPC business and who has accumulated

more than six points within a three year period may be subject to disciplinary procedures, which may


82 11430501v1 Revised 9/7/2017

involve attendance at a two point credit/defensive driving course at the employee’s expense. This

credit is only useable once.

Excessive driving points, conviction of driving under the influence, continued point accumulation

and/or failure to take a defensive driving course when requested for liability and safety reasons are

grounds for disciplinary action which may include termination.

Private Vehicles:

When private vehicles are used for agency business, expenses will be reimbursed at the current GSA

standard mileage reimbursement rate for business use. Mileage should be recorded on the Monthly

Travel Expense form and submitted to finance.

Employees using their personal vehicle to conduct MORPC business are required by state law to

carry liability insurance. MORPC’s liability insurance covers only claims against MORPC, and it does

not cover employees or their personal vehicle when using that vehicle to conduct MORPC business.

The coverage must include a minimum bodily injury liability amount of $100,000 per person,

$300,000 per accident and property damage of $100,000.

All Vehicles:

Employees required to operate a motor vehicle as part of their job must have and maintain an

appropriate valid driver’s license and insurance and proof of that insurance. If a driver’s license is

revoked, suspended or restricted for any reason, employees who are required to operate a motor

vehicle as part of this job must report the change in driving privileges to Human Resources

immediately. Failure to do so may result in disciplinary action up to and including termination of

employment. Employees must obey all traffic rules and regulations when operating a vehicle on

agency business and must not use cellular phones or other handheld devices while driving, unless

equipped with a hand-free option. Failure to abide by local traffic ordinances and laws, or these

guidelines, will result in discipline, up to and including termination.

Parking:

Employees are given the opportunity to purchase a parking pass to park in designated parking areas.

Employees who purchase a parking pass will be given a MORPC parking pass that must be displayed

at all times. The parking company will do routine patrols of the parking lot looking for parking

violators and for security reasons. Any parking violations are the responsibility of the owner/driver of

the vehicle. Any vehicles that are parked in the wrong area of the parking lot or do not have a

parking pass will be towed at the owner/driver’s expense. MORPC will not be held responsible for

charges received by a visitor, even if the visitor was requested to be present at MORPC. Any changes

made to the parking policy will be immediately shared with the staff.

Upon separation of employment, the parking pass must be returned to Human Resources prior to the

release of a final paycheck.

For maintenance and repair to any of the copiers, computer equipment, audiovisual equipment,

office equipment, furniture, and the facility as well as furniture or cubicle change requests, submit a

request through the ticketing system.

MAINTENANCE, REPAIRS AND CHANGES FOR OFFICE EQUIPMENT, FURNITURE, AND FACILITY


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Conference rooms are available for MORPC agency business. The rooms are available Monday

through Friday (except holiday), from 8:00 a.m. to 5:00 p.m. The facilities team should be notified of

meetings outside normal business hours. All meetings are scheduled on a priority basis.

Recurring MORPC meetings have high priority. They are scheduled in November and December for

the following year before any other meetings may be scheduled. Of these, meetings established by

the agency bylaws have first priority.

Procedure to Use Conference Room:

All of the conference rooms are available on the calendars in Outlook. Employees, who wish to

reserve a Conference room, may reserve the room using the Outlook calendar. Refer to the

Conference Room Policy on the agency network.

Recording Minutes:

Any meetings that need to be recorded are the responsibility of the respective department’s

administrative assistant.

Requesting Equipment:

Equipment is installed in the some of the agency’s conference rooms. The organizer should ensure

equipment needs, for the MORPC team and any external presenters, are adequately considered prior

to the meeting. If an employee needs to reserve equipment for an outside meeting or one of the

conference rooms, the equipment may be reserved by submitting a request through the ticketing

system allowing sufficient time for fulfilling the request.

All large copy and print jobs that will tie up the copier for more than one hour should be coordinated

through the department administrative assistant. Department administrative assistants will use the

guidelines below to decide if a duplicating job should go to a professional printer.

The total number of copies and copies per set, required binding, and deadlines.

Workload of the support staff.

A more professional appearance is required.

Cost

Personal Calls:

Personal calls should be kept to a minimum and must not interfere with the employee’s performance

of his/her job duties. Employees are expected to use discretion in the placement of personal calls.

Cellular Phone Policy:

When warranted and where a substantial business reason exists, MORPC will provide employees

with an agency cellular phone or a cellular phone stipend for non-compensatory business purposes.

Examples of substantial business reasons include:

CONFERENCE ROOM POLICY

AUDIOVISUAL EQUIPMENT USE POLICY

COPIER USE FOR LARGE JOBS

TELEPHONES


84 11430501v1 Revised 9/7/2017

MORPC’s need to contact the employee at all times for work-related emergencies;

MORPC or customer needs to contact the employee while out of the office or during non-

business hours;

The need to speak with customers located in other time zones at times outside the

employee’s normal workday.

Where the above need is met, the employee may choose whether they would like an agency provided

cellular phone or would like a cellular phone stipend to cover business related costs incurred on a

personal cellular phone. In either case, the employee will be required to acknowledge and agree to

this policy and agree to additional requirements as determined necessary or appropriate by the

agency.

Employees are prohibited from using cellular phones, unless hands-free, while driving a MORPC

vehicle or a personal vehicle on MORPC business. Employees must safely pull over to the side of the

road if using a cellular phone unless you are able to safely use the phone in a hands-free manner.

Texting while driving a MORPC or personal vehicle on MORPC business is strictly prohibited.

See the Mobile Device Policy Acknowledgement Form (available on MORPC’s intranet) for more

information.

Collect Calls:

Collect calls to an agency phone will not be accepted.

Calls from Irate Citizens:

These calls may be transferred to the Executive Director’s administrative assistant. The receiving

party shall provide the caller’s name and as much background information as possible before

transferring the call.

Coordinating Phone Calls and Mail to Officers:

In an effort to consolidate and minimize calls and mail to officers, any employee who needs to

contact an officer during the day shall coordinate this through the Executive Director’s administrative

assistant. The Executive Director’s administrative assistant also sends mail to the officers as

needed. Mail for an officer that is not urgent shall be given to the department administrative

assistant who will forward on to the Executive Director’s administrative assistant.

Incoming Mail:

Incoming mail is sorted and placed in department mailboxes. Each department is responsible for

picking up their mail.

Outgoing Mail:

All outgoing mail must be taken to the mailroom. Postage is placed on each piece at approximately

10 a.m. and the mail is picked up by the post office daily except for Holidays and weekends. Indicate

the program number on all outgoing mail.

MAIL SERVICES AND DELIVERY


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Purpose:

Theis policy is intended to establish guidelines and procedures relating to the use of the agency’s

computers, network, e-mail and Internet system and archival procedures (collectively referred to as

the “Electronic Systems”), implemented and administered by IT in consultation with Human

Resources.

Employees are given access to the Electronic Systems to facilitate the business purposes of MORPC.

MORPC employees have an obligation to use Electronic Systems in a responsible and professional

way, keeping in mind that all communications reflect the agency and all users are ambassadors of

the agency.

Policy:

Unless exempt from disclosure under applicable law, information generated in MORPC’s Electronic

Systems for the purpose of conducting MORPC’s business may be subject to Ohio’s public records

law.

Employees shall have no expectation of privacy when using the agency’s Electronic Systems, even if

a password is used to access any aspect of the Electronic Systems. MORPC reserves the right to

monitor and review e-mail or other documents, communications, or use on the Electronic Systems,

including internet use.

Acceptable and Prohibited Use:

Employees shall use the Electronic Systems to accomplish job responsibilities more effectively and

for agency business and work-related communications only. Examples of job related responsibilities

are: searching online public access information, gaining access to software user support information,

accessing external databases, and participating in electronic mail discussion groups on job related

topics. Please keep these guidelines in mind:

In e-mail or Internet communication, employees must parallel the agency’s written Style

Guide (which includes suggested font types, size, spelling, and structure of document, etc.).

Communication within the agency and externally must reflect professionalism.

Internal classified ads to sell or give away items may only be placed on the intranet site or

the bulletin board in the lunchroom with pre-approval of Human Resources, not

disseminated through MORPC's email. Sales are limited to personal items and cannot be for

commercial purposes or to promote a personal business. Any postings not initialed by

Human Resources will be removed.

Solicitations of any kind, including but not limited to profit-motivated/personal business

solicitation for Avon, Longaberger, Girl Scout cookies, etc., are not permitted to be conducted

via MORPC e-mail.

Broadcasting suggestions through the agency e-mail must be approved by the Supervisor

and Human Resources.

E-MAIL AND INTERNET ACCEPTABLE USE POLICY


86 11430501v1 Revised 9/7/2017

Network data storage is to be used for business related data only. Personal music, video,

pictures, etc., may not be stored on the network; however, local drives may be used.

Excessive use of agency broadband via streaming or BitTorrent services is not permitted.

Due diligence shall be exercised when transferring data to external storage devices

(notebooks, mobile devices, USB flash drives, tapes, disks, etc.) to ensure passwords, credit

card numbers, social security numbers, etc. are not accessible in case the device is lost.

Internet and Email Usage Monitoring Policy:

IT regularly monitors MORPC’s Internet and e-mail usage and sites visited throughout the year. Each

month, Internet and e-mail actively is to be reviewed. Email is archived off of the Exchange server

and retained in accordance with MORPC’s Record Retention Policy.

Periodic checks are made of Exchange/Outlook and firewall logs and saved Internet e-mails. Checks

will be made of the firewall and spam filter displays, as well as Internet Web User and Websites

Visited reports.

MORPC employees are prohibited from the following uses of the agency’s Electronic Systems:

Interfering with the conduct of official agency business;

Engaging in political activities that are forbidden by federal rules, such as the Hatch Act;

Accessing, forwarding, downloading, chatting, video, text, sound, etc., material that would not

be suitable for public distribution in worksites, such as obscene or pornographic, harassing

or threatening, illegal or unauthorized copyrighted materials;

Transmitting or storing messages that are derogatory, offensive or inflammatory remarks

about a group’s or individual’s race, gender, age, disability, religion, national origin, disability,

sexual preferences or other legally protected status;

Spamming and chain letters;

Gambling or game playing as well as engaging in any other activity expressly prohibited by

local, state, or federal law;

Operating a personal business;

Solicitations in violation of MORPC’s Solicitation and Distribution policy;

Using network data storage for non-business reasons, including storage of personal music,

video, pictures, etc.; and

Excessive use of agency broadband via streaming or BitTorrent is not permitted.

If IT suspects an inappropriate email or website is being visited by a staff member IT will contact

Human Resources who will investigate the employee’s conduct, aided if need be by IT and make a

recommendation of action to the Executive Director. The measure of discipline will correspond to the gravity of the alleged offense as weighted by its

potential effect of MORPC and fellow employees. Remedial action may include counseling, changes

in work assignments, or other measures designed to prevent further misconduct. Violations of this

policy may result in suspension or permanent loss of e-mail and Internet privileges, discipline up to

and including termination, and, if applicable, potential criminal prosecution or legal action against

the employee.


87 11430501v1 Revised 9/7/2017

The Ohio General Assembly enacted the Public Records Act and the Open Meetings Act referred to

as the Sunshine Laws. As a public entity, MORPC is subject to these laws. Please note the following:

All MORPC records created or maintained in the ordinary course of business are subject to public

inspection or production, unless they are specifically exempt from disclosure under applicable Ohio

law. “Record” is any record that is stored on a fixed medium (e.g. paper, microfiches, computer, etc)

and created, stored, transmitted or received under the jurisdiction of this agency and which

documents the organization, functions, policies, decisions, procedures, operations, or other activities

of the agency. R.C. §149.011(G).

Record Requests:

No specific language is required to make a request, but the requester must identify records with

sufficient clarity to allow the office to identify, retrieve, and review the records. If it is not clear what

records are being sought or if overly broad, the records custodian shall ask the requester for

clarification, and assist the requester in revising the request by informing them of the manner in

which this office maintains and accesses its records. The requester need not put a request in

writing, or provide his or her identity or the intended use of the requested records; however, MORPC

has developed a form to facilitate the fulfillment of a valid public records request and to enable

MORPC to follow up with a requester if clarification is needed. Each public record request must be

logged in by the Public & Government Affairs Department with date requested, date provided and

how the release was delivered (e.g. in person, electronic mail, U. S. postal mail, fax, etc).

Production of Requested Records:

Inspection of public records must be made available promptly during normal business hours. Copies

of public records must be made within a reasonable period of time. “Promptly” and “reasonable

period of time” take into account all the factors related to a particular request, including but not

limited to the volume of records requested, where the records are stored, and time for any legal

review and/or redaction. Records prepared for inspection may be viewed during regular business

hours. MORPC’s office will provide copies of public records on paper, on the medium on which they

are kept, or on any other medium the office determines it can reasonably duplicate as an integral

part of normal operations. If portions of a record are public and portions are exempt, the exempt

portion will be redacted and the rest released. Any redaction made will either be plainly visible on

the face of the record or the agency will inform the requestor of the redaction. Denial of all or any

part of any public record requested shall include an explanation for the denial, including citations to

legal authority. Consult with a Manager, or, if needed, with the Director of Operations who can

contact MORPC counsel, when dealing with public records requests for other than routine

documents.

Cost of Public Records:

There is no charge for viewing (inspecting) public records during normal business hours.

Copies of public records may be charged at the following rates (actual cash):

o Paper copies – 5 cents per page

o Downloaded computer files on a compact disc - $1 per disc

o Electronic records e-mailed to the requester – No charge

PUBLIC RECORDS POLICY


88 11430501v1 Revised 9/7/2017

Requesters may have records mailed to them by paying the agency the actual cost of

postage and mailing supplies.

Electronic Records:

Records in the form of e-mail, text messaging, and instant messaging, including those sent and

received via a hand-held communications device, are to be treated in the same fashion as records in

other formats, such as paper or audiotape. This includes messaging and posts sent through social

media (e.g. Facebook, Twitter, LinkedIn, etc).

Public record content transmitted to or from private accounts or personal devices is subject to

disclosure. All employees or representatives of this office are required to retain their e-mail records

and other electronic records in accordance with applicable records retention schedules.

What is the Open Meetings Act?

This Ohio Law is based on the principle that citizens should be able to observe the operations of their

government – the government should operate in the light of day (hence, “sunshine” reference).

MORPC meetings are public meetings. As such, they are open to the public and advertised to the

public through MORPC’s website calendar and through other means. The public is able to come into

MORPC’s building during business hours and sit in on any of our open meetings.

Notification:

MORPC meetings must be scheduled and announced to the public. Over time, the method of public

announcement of meetings has changed from mailing meeting notices to the media – we are able to

do Sunshine Law notification electronically through MORPC’s website calendar system. Should

someone request notification of MORPC meetings by mail or otherwise, MORPC is obligated to

provide it in the manner it is requested.

Taking and keeping meeting minutes is an integral part of the Open Meeting Act. Accurate minutes

are kept in keeping with the premise of full disclosure of what occurred at each meeting being

documented as a public record.

In compliance with Ohio Sunshine Laws, every effort will be made to follow the Open Meetings Act

and to issue appropriate notice of a meeting to the public and media.

MORPC will provide appropriate notice of regularly scheduled meetings and special meetings to the

public and media. A regular meeting is held at prescheduled intervals such as MORPC’s monthly

Board meeting which occurs the second Thursday of each month. A special meeting is any meeting

other than a regular meeting. Special meetings are typically being held for a specific purpose or

purposes.

At the beginning of each calendar year, MORPC will post notice of its regularly scheduled meetings

on its website and mail the regular meeting schedule to any person or media who requested

advance notification. As special meetings are scheduled, they will also be listed on the MORPC

website. MORPC will strive to notify the public and media of the time, place and purpose of special

PUBLIC NOTICE OF MEETINGS


89 11430501v1 Revised 9/7/2017

meetings at least one week in advance. For both regular and special meetings, MORPC will provide

meeting dates, times, agendas, minutes, background information and contact person for information

at least one week in advance.

MORPC will notify the media of meetings through e-mail, fax and mail. MORPC will also provide

meeting notifications through e-mail or mail to any person who has requested reasonable advanced

notification of agency meetings.

Smoke-Free:

In order to encourage and promote a healther workforce, smoking and vaping (use of e-cigarettes) is

prohibited on MORPC grounds and in MORPC-owed or –leased vehicles.

Housekeeping:

All work areas shall be kept neat and orderly. Work surfaces, shelves, computers, etc. in individual

work areas shall be dusted periodically by each employee. Shared work areas such as file cabinets,

counters, copier areas, etc. will be dusted periodically by the outside cleaning service.

Wall Hangings:

Wall hangings must be coordinated and approved by the Department Head, Public & Government

Affairs in consultation with the Facilities Team.

Exit Doors and Hallways:

Exit doors and hallways must be kept free of any obstacles that could hinder passage in the event of

an emergency.

Maintenance:

All building and parking lot maintenance issues shall be reported through the ticketing system

immediately.

Signs and Promotional Displays:

From time to time, MORPC may be interested in sharing information or supporting an activity through

the use of promotional and other signage inside and outside the building. Several considerations

shall be evaluated prior to allowing these displays, including (answers shall all be in the affirmative):

If the display is directly related to and supports a project or program MORPC is undertaking.

If the message on the sign is consistent with MORPC’s image, goals, and other

communications,

If the display is initiated internally by staff working on the related project, and

If the display is to be outside, approval will be required from the landlord.

Steps and Approvals Prior to Erecting Signage:

Initiating employee: The employee shall prepare a memo explaining the type of sign to be displayed;

where, how, and how long it is proposed to be posted; how the sign relates to a MORPC program or

activity including consistency with MORPC’s image, goals, and other messaging.

BUILDING POLICY


90 11430501v1 Revised 9/7/2017

Department Head Review: The Department Head shall determine whether or not the issue being

advocated is applicable to the related project and program.

Director of Public & Government Affairs Review: The director shall decide whether or not the

message is displayed appropriately, follows MORPC’s communications philosophy and does not

present a conflict with any other MORPC projects or policies.

Facilities: The facilities team has responsibility for the building and its maintenance. The facilities

team will need to get approval from the landlord if the sign is to be outside. The facilities team must

also ensure the sign will not pose any issues with building operations.

Executive Director: The Executive Director has ultimate authority on MORPC related business and

shall be consulted for approval prior to erecting any signage.

Violations of facility security and safety rules may be grounds for disciplinary action, which may

include separation.

Lobby Doors and Employee Entrance:

All visitors are required to use the main entrance and must be escorted to and from the lobby by a

MORPC employee. The employee entrance is for staff use only and is accessed via key fob. No

doors shall be left open and unattended.

Key Fobs:

Key fobs are assigned to each employee by Human Resources. All entries of the building using the

key fob are recorded. MORPC staff members will be issued a key fob for all entrances.

Negligence or misuse of the key fob may result in discipline. Lost key fobs must be reported to

Human Resources immediately. A replacement cost of $10.00 must be paid by the employee before

a new fob will be issued. Upon separation of employment, the key fob must be returned to Human

Resources prior to the release of a final paycheck.

Employee Parking:

If MORPC arranges parking for employees, a parking pass is assigned to each participating employee

by Human Resources. The cost of such parking pass is subject to change and determined by the

Finance Team and Executive Director based on contracted prices. Negligence or misuse of this

parking pass may result in the loss of this privilege. Lost parking pass must be reported to Human

Resources immediately. A cost may be charged to replace any lost parking pass.

Upon separation of employment, the parking pass must be returned to Human Resources prior to the

release of a final paycheck.

Employees are reminded to use good safety sense in parking lots.

FACILITY SECURITY & SAFETY


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Business Hours:

Monday through Friday – 8:00 a.m. to 5:00 p.m.

Employee Access:

All staff have 24 hour, 7 day a week access to the building. Temporary employees and interns are

generally given access from 8:00 a.m. to 5:00 p.m., Monday through Friday.


In the event of a power outage, save all electronic files and work if possible, then contact the

facilities team immediately. The facilities team will contact the appropriate utility company as

needed, then the IT Team, Director of Operations, and Executive Director.

For prolonged power outages, the Executive Director and/or Chief of Staff will make any

determination as to whether staff will wait for power to be restored or to go home for the day. The

Chief of Staff will also communicate with the Department Heads, Supervisors or administrative

assistants as to what if any necessary steps are needed after all information has been gathered.

Staff will then be notified by their Department Head, Supervisor or administrative assistant as to

what steps will be taken. In the absence of the Executive Director and/or Chief of Staff the named

director in charge will take the fore mentioned steps.


Personal Possessions and Lockable Space:

Personal possessions are not covered under MORPC insurance. No valuables shall be left out or in a

MORPC vehicle. They are the responsibility of the individual and must be locked up when not in use.

All employees shall have access to or may request lockable space.

Lost and Found:

Any articles lost or found shall be reported to Human Resources.

Incident Reporting: Theft, Vandalism, Vagrants, etc.

All unusual incidents or observations internally or externally, including the parking lot as well as

surrounding areas, must be reported to Human Resources as soon as safely and practically possible.

Information about the incident regarding dates, times, places and other details may be requested.

When appropriate, the employee shall complete a police report with a law enforcement officer.

MORPC is unable to complete police reports on the behalf of its employees.

Business Card Changes:

MORPC staff must complete a business card request form and obtain approval from their Supervisor.

Forms shall be sent to the executive assistant in the Public & Government Affairs Department. This

request will include any changes in names, titles, department names, etc.

Unless a special circumstance, business cards are ordered at a group rate so staff should expect to

receive their cards in up to 6-8 weeks from the time public & government affairs receives their

request form.

BUSINESS CARDS


92 11430501v1 Revised 9/7/2017

Reorder:

Reorders must be submitted through the business card order form and sent to the executive

assistant in the Public & Government Affairs Department.

Operations handles all supply orders. Department administrative assistants shall obtain Department

Head approval for supplies then forward the approved requests to Operations. . Additional Supplies

are available in the supply cabinet located in the copy room by the lobby. MORPC letterhead,

envelopes, etc., are considered general office supplies.

Centralized Coordination:

Human Resources coordinates all aspects of records retention and disposition for the entire agency

and has the following responsibilities:

1. Assist administrative assistants when needed and train staff in all aspects of the program.

2. Maintain copies of all Certificates of Records Retention and Disposal, department Schedules

of Records Retention and Application for One-time Records Disposal in a central file.

3. Organize records according to the approved schedule and maintain files for approved

Certificates of Records Retention and Disposition and approved Applications for One-time

Records Disposal.

4. Check for certificates ready for disposition. Notify the department administrative assistants

45 days prior to when records are scheduled for disposal.

5. Prepare materials and forms for Records Committee consideration and/or approval and

submit to the Records Committee secretary 15 days prior to the next scheduled meeting.

6. Submit all forms required to Ohio History Connection and the state auditor. Make all copies

and send them “Certified Mail” to: The Ohio History Connection, Archive Library Division,

1982 Velma Avenue, Columbus, OH 43211-2497. If Human Resources has not heard from

Ohio History Connection within 15 days, the records may be destroyed.

7. Coordinate, direct and oversee disposal of records. No stored records shall be disposed of

without approval from the Records Committee and without the knowledge and direction of

Human Resources.

Department Records Designee Guidelines:

The Department Head will designate a staff member as department records designee, usually the

administrative assistant, who is responsible for maintaining all of their department’s certificates.

Human Resources will notify each designee of the time frame in which appropriate certificates are to

be signed by the Department Head and forwarded to Human Resources.

Records Storage:

Records are stored offsite when no longer needed in-house and prior to destruction date. To retrieve

a box from offsite storage, submit a request in the ticketing system. Offsite storage will then be

contacted and the box will be delivered to MORPC.

GENERAL OFFICE SUPPLIES

RECORDS RETENTION AND MAINTENANCE


93 11430501v1 Revised 9/7/2017

Statement, Goals & Objectives:

MORPC recognizes the importance of a healthy natural environment for quality of life, economic

prosperity, public health and growth of a region. For this reason, MORPC is dedicated to carrying out

regional environmental programming in the areas of air quality, water quality, energy conservation,

efficient land use, urban revitalization and alternative transportation which have provided the

foundation for the following environmental policy objectives:

Set a high standard for environmental sensitivity.

Assist our member governments in carrying out and quantifying green initiatives.

Make environmental concerns an integral part of our planning and decision making process.

Practice sound environmental stewardships.

Conserve natural resources by carrying out a strategic green purchasing policy.

Conduct audits and self-assessments of MORPC’s compliance with this policy, measure

progress of MORPC’s environmental affairs performance, and report annually to the

Commission.

Media Relations:

All communications from news reporters to staff must be referred to the Public & Government Affairs

Department, other than those to the Executive Director. Public & Government Affairs staff will

determine the nature of the call, who is best to handle the call or interview and arrange for staff to

be interviewed by media. It will also be determined if Public & Government Affairs staff will be

present during the interview.

If staff has not notified the Public & Government Affairs staff of an interview with the media, then a

summary must be provided to Public & Government Affairs containing the following information:

Description of the conversation or interview

Summary of any information, facts or publications provided to the media

Name of the interviewer

Name of the newspaper, magazine or television/radio station

Date/time the piece is expected to run or air

The Public & Government Affairs Department will generally issue agency press releases except in

certain pre-arranged circumstances. Staff are encouraged to submit timely suggestions for press

releases to Public & Government affairs.

Graphic Design Policy and Logo Usage

All MORPC staff is accountable for adhering to the agency’s graphic design policy and logo usage

guidelines. The specific policy and guidelines are available on the agency’s intranet site, on the

agency shared network drive in the style guide folder and made available to newly hired staff. The

purpose is to ensure a holistic and consistent approach to the message we deliver to our audiences

and to maintain the integrity of the MORPC brand. Updates to this policy and guidelines are the

responsibility of the pubic & government affairs staff.

ENVIRONMENTAL POLICY STATEMENT

PUBLIC & GOVERNMENT AFFAIRS PROCEDURES


94 11430501v1 Revised 9/7/2017

Public Outreach & Communication

The Public & Government Affairs Department will be responsible for coordinating an internal and

external communication plan for the agency. The Public & Government Affairs staff will engage with

MORPC’s multi-department communication team and other programs and services to create and

implement the plans’ strategies. The plans will cover a variety of topics such as public involvement

and outreach advertising and marketing and public relations for the agency. The Public &

Government Affairs staff will work in collaboration with other departments to develop specific

program communication and/or marketing plans.

The MORPC communications team is a multi-department effort to improve and promote

collaboration among the agency’s programs and services in the areas of communication, public

involvement, outreach and marketing. The team is comprised of membership from each MORPC

department and is led by the Public & Government Affairs Department.

Newsletter:

The electronic newsletter, Regional eSource, is published weekly and emailed to our subscription list.

Articles in Regional eSource describe projects in progress by MORPC staff, their recent

accomplishments or awards and regional issues of interest. Members and staff may be asked to

submit story suggestions for publication. The electronic newsletter is produced in-house and is the

responsibility of public & government affairs. The public & government affairs staff also maintains

the newsletter subscription list.

MORPC also produces a print newsletter once a year generally distributed each fall. The target

audience for the print newsletter is the general public and residents who do not have access to the

agency’s electronic newsletter. The newsletter is written and designed in-house by public &

government affairs. Printing and mailing of the newsletter is handled by a selected vendor. Public &

government affairs will work with MORPC departments and programs to select the newsletter

content. The public & government affairs staff also maintains the newsletter subscription list. The

print newsletter will also be translated and printed in Spanish.

Other Publications:

To ensure agency graphic design policy is followed, the production, design and editing of all

brochures, reports, and other publications must be coordinated through public & government affairs.

The services of the public & government affairs staff include consultation, coordination with the

agency’s design firm, pricing, bidding, writing, editing and production.

Information Requests:

It is the responsibility of the Public & Government Affairs Department to respond to general

information requests coming from the public or member communities. Depending on function and

area of expertise, other staff may be involved in dissemination of information specific to their

departments, projects or programs. With regards to media contact, the Public & Government Affairs

Department must be notified in accordance with the department’s directive on media participation

summaries.


95 11430501v1 Revised 9/7/2017

Public Speaking Requests and Audio/Visual Presentations:

Formal presentations to the public must be coordinated through the Public & Government Affairs

Department. A variety of presentation materials are available and can be prepared by the public &

government affairs staff including power point presentations and information packets. Audio/visual

equipment inventory is maintained by the IT team.

Website:

Public & Government Affairs staff is responsible for the content, organization, maintenance and

graphics of MORPC’s website, www.morpc.org. IT staff are responsible for the servers. These

departments are also responsible for coordination and overseeing any additional MORPC websites.

Employees may submit information and updates for the MORPC website to the public & government

affairs staff.

Social Media Guidelines:

Social media is one of the best ways MORPC can engage with its audience. Staff members are

encouraged to suggest posts and send pictures to the public affairs coordinators that they believe

would make for engaging social media content. Communications among the agency is also highly

encouraged, so as to make the Public & Government Affairs staff aware of what projects, news, and

events are taking place in order for them to be featured online.

Just as an organization would enforce a dress code policy, a social media policy shall be enforced as

well. An employee using his or her personal social media account for business should do so within

the following guidelines:

1. Be Transparent MORPC’s social media accounts are to be considered the official, confirmed sources for the

agency’s messaging. Because the senior leadership of MORPC regularly meets and has an

awareness of all that is taking place at MORPC, the Executive Director and Department Heads

who have their own social media accounts are viewed as additional, but secondary

representatives of the agency. As such, directors may have their content duplicated, retweeted,

shared, etc. from MORPC’s official social media accounts. While individual employees are

permitted to present themselves as MORPC employees on social media, they shall generally

make it known that they do not speak on behalf of the agency.

Only those officially designated by MORPC have the authorization to speak on behalf of the

agency.

While individual employees may present themselves as MORPC employees on social media, they

shall generally make it known that they do not speak on behalf of the agency. Anonymous

postings are rarely beneficial to anyone. Please be clear and transparent in your communications

on social media that any opinions shared are yours and not necessarily those of MORPC. When

discussing MORPC or MORPC-related issues, be sure your role at MORPC is clear. When

speaking for yourself, use a disclaimer such as: “The views in this post are my own and don’t

necessarily represent my employer’s positions, strategies, or opinions.”

2. Respect Others’ Legal Rights MORPC’s logos and trademarks are proprietary assets, as are the logs, marks, works, or images

of other entities. Respect all copyright and other intellectual property laws governing copyright,


96 11430501v1 Revised 9/7/2017

fair use of copyrighted material owned by others, trademarks and other intellectual property,

including MORPC’s copyrights, trademarks, brands, taglines, or slogans. To minimize the risk of a

copyright violation, please provide references to the source(s) of information you use and

accurately cite copyrighted works you identify in online communications. Similarly, Respect your audience. Do not use religious, racial or ethnic slurs, personal insults, or

obscenity. Do not engage in sexual harassment or in any conduct that would not be acceptable

offline in a work situation. Even pictures of staff members and Commission members from

outside of work hours that contain alcohol could be misinterpreted by the public and are

discouraged.

3. Understand Your Legal Liability

Employees are legally liable for anything written or presented online. Employees may be

subject to suit for any unlawful, defamatory, libelous or other injurious conduct involving

the use of social media.

Take responsibility for the content and accuracy of your posts. If you realize you have

made a mistake, immediately fix it if you can and note your correction.

4. Follow MORPC’s Workplace Rules

Use of social media shall conform to MORPC’s E-mail and Internet Acceptable Use Policy

and other policies found in the MORPC Employee Guidebook. Use of social media

platforms in ways that violate MORPC policies found elsewhere in this manual will result

in discipline, up to and including termination. This includes, but is not limited to not

participating in political activity or political communication during work hours or while using

MORPC resources such as computers, mobile phones, etc.

5. Consider Public-Records Implications

Please remember that staff members must follow Ohio’s public records procedures as

outlined in MORPC's Employee Guidebook and must not delete content and items that

relate to the business of MORPC without properly retaining these public records.

6. Protect Confidential and Proprietary Information

Do not disclose information that has been entrusted to MORPC on a confidential, non-

public basis. To the extent that the organization uses photo releases to use people’s

likenesses following events, please respect and honor requests from attendees who do

not consent to being photographed, quoted, or otherwise made the subject of social

media posts.

Nothing in this policy is intended to interfere with an employee’s Section 7 rights under the National

Labor Relations Act.

Unless it is part of your assigned work, use or access of social media should be limited to break

times.


97 Revised 9/7/2017

AGENCY The word “agency” represents the Mid-Ohio Regional Planning Commission

(MORPC).

AGENCY RECORDS

OFFICERS

Executive Director

Chief of Staff & Director of Operations

Secretary of the Board (Commissioners)

ALTERNATIVE WORK

SCHEDULE

A work schedule that is utilized instead of the standard 8:00 a.m. to 5:00

p.m. work schedule. This schedule must be approved in advance by the

supervisor and department head. The alternative work schedule may not

be taken during the core hours of 9:00 a.m. to 3:00 p.m. Tuesday,

Wednesday, and Thursday.

CONTINUOUS

SERVICE

The performance of a full-time position of employment with the agency with

paid status. Time off due to suspensions, leave of absence without pay in

excess of twenty working days (160 hours), or lay-off due to lack of work or

funds, shall be deducted in computing continuous service.

DEPARTMENT

RECORDS

COORDINATOR

Each department will designate one person to be the liaison for

coordinating their department’s records with the records officer.

EMPLOYEE

Staff, a person employed by the agency.

FULL-TIME Full-time status refers to an employee who works forty hours per week and

is eligible to receive full benefits. (For employees on flextime, an average

of forty hours per week are worked).

IMMEDIATE FAMILY The immediate family (as applied to sick leave and funeral leave benefits)

shall mean the spouse, mother, mother-in-law, father, father-in-law, son,

son-in-law, daughter, daughter-in-law, step-son, step-daughter, step-

mother, step-father, brother, brother-in-law, sister, sister-in-law,

grandparents, grandchildren, step-brother, step-sister, legal guardian,

related and permanent members of the household.

INTRANET

MORPC’s internal website (mic.morpc.org)

PAID STATUS Full-time employees are considered to be in paid status when they are

compensated for eight or more hours per working day.

PART-TIME Part-time status refers to an employee who works less than forty hours per

week.

Part-time employees who are hired for an indefinite period of time for

twenty to twenty-nine hours per week may choose the fringe benefit

package as outlined in Section 3, of this manual.


98 Revised 9/7/2017

Part-time employees who are hired for a definite period of time to work less

than twenty hours per week, may receive fringe benefits as outlined in

Section 3, of this manual.

PTO Paid time off. The PTO year is January 1 through December 31. Continuous

service is computed from anniversary date of employment.

TELECOMMUTING Telecommuting is defined as an employment arrangement in which work

delegated from the employee’s manager or supervisor is regularly

scheduled and conducted during the employee’s normal work hours from a

remote location, such as their home. For some job titles, work may be

done at odd hours and not necessarily at any specific time of the day or

night.

TEMPORARY One who works on a short term hourly basis, with hours worked as agreed

upon at the time of engagement. Fringe benefits are not offered.

WORK WEEK The normal work week shall be forty hours and shall be scheduled from

Monday through Friday, or as described under the employee’s flex

schedule.



T 614.228.2663

TTY 614.228.2663

www.morpc.org

Memorandum TO:

William Murdock, Executive Director Executive Committee

FROM:

Shawn Hufstedler Chief of Staff & Director of Operations

DATE:

September 1, 2017

SUBJECT:

Financial Report – July 2017

Summary At July 31, 2017 our cash position was $814,643 in the operating account, which is less than the 30-day target threshold balance. Operating cash is expected to rebound in August, resulting from the receipt of significant amounts that had been previously delayed. Through the first seven months of 2017, the fringe and overhead rates were better than projected. Operating Income (Change in Net Position) There has been a decrease in net assets (operating loss) from operations on a year-to-date basis of $301,873. This is primarily the result of costs that have not been recovered in the weatherization programs.

Member Dues Member dues revenue was 8.5% of the year-to-date operating revenue. Dues revenue recognized year-to-date is $37,069 less than the budgeted year-to-date current year annual dues. Use of member dues was under budget $134,445 through the first seven months, including the prior year dues budgeted for use. Use of all current year and prior year member dues, including building due diligence and office improvement activities were as follows:

Year-to-date 7-31-2017

Use of Member Dues Budget Actual Variance

(Over) Under

Services to Members $215,267 $180,455 $ 34,812 Local Matching Funds 167,958 168,867 (899) Development Fund 54,664 63,030 (8,366) Building Lease 58,387 58,870 (483) Member Services Coordination 53,477 52,436 1,041 Leasehold Improvements & ------------------Building Due Diligence 122,500 25,729 96,771 Other 36,079 24,500 11,579

Total $708,332 $573,887 $ 134,445

Financial Report – July 2017 Page 2

Fringe Benefit and Indirect (Overhead) Variances Fringe Benefits The actual fringe benefit cost rate for the year-to-date is 59.59% which is lower than the budgeted rate of 63.0%, creating a favorable variance for the year-to-date of $59,289. While the first half the year is typically more favorable than the second half, the fringe variance is still projected to be positive by year end.

Indirect (Overhead) The actual indirect cost variance for the year-to-date first quarter is 50.72% which is lower the budgeted rate of 54.5%, resulting in a favorable variance for the year-to-date of $137,115. Total indirect department expenses remain significantly under budget year-to-date.

Statement of Net Assets

• Operating cash on hand is $814,643 which was equal to 20 days of cash flow. The Hope 3 Trust account holds cash of $42,050 restricted for NSP usage. The building reserve account is $1,020,848; operating reserve account is at $1,309,251; and management reserve is $100,685. The building improvement/maintenance fund holds $722,705.

• Accounts Receivable totaled $1,955,371 compared to $1,707,256 at the end of July 2016.

• Accounts Payable plus Other Accrued Liabilities were $251,963, a decrease from the $352,815 combined balance at the end of July 2016.

Expenses and Appropriations Year-to-date expenses through 58.3% of the year elapsed totaled $6,740,348 or 45.5% of the total year's operating appropriations of $14,814,194 as MORPC has spent well within appropriations for the first quarter. Operating Reserve The $814,643 of operating cash at July 31 is equivalent to 20 days of expenditures, which is less than the 30-day target threshold established in the Operating Reserve Policy. Delay in the receipt of reimbursements from the State of Ohio on completed weatherization programs is a primary factor. The $1,309,251 balance of the operating reserve at July 31 is held in STAROhio, and has not been utilized year-to-date. Combining both the operating reserve balance with the operating cash balance equates to 53 days of expenditures, which is below the 60-day target threshold as per the Operating Reserve Policy. No action is recommended at this time to increase the reserve back to > 60 days, as August cash receipts are expected to restore the balance to the minimum target threshold. Interest earned and allocated to the operating reserve in 2017 year-to-date is $8,044.


SCHEDULE OF REVENUES AND EXPENSES-BUDGET AND ACTUALFOR THE SEVEN MONTHS ENDING JULY 31, 2017

VarianceActual Budget over / (under)

Revenue Environment, Mapping & Transportation 3,705,142$ 4,642,094$ (936,952)$ Energy and Air Quality 1,954,631 2,666,512 (711,881) Housing & Community Services 367,306 846,268 (478,962) Services to Members & Development 382,412 420,041 (37,629) Other 10,967 279,491 (268,524)

Total Operating Revenues 6,420,458$ 8,854,406$ (2,433,948)$

Expenses Salaries and benefits 3,694,958$ 4,182,632$ (487,674)$ Materials and Supplies 89,890 320,833 (230,943) Consultants, services and other 2,919,324 4,316,324 (1,397,000) Depreciation 36,176 33,480 2,696

Total Expenses 6,740,348$ 8,853,269$ (2,112,921)$

Operations income (loss) (319,890)$ 1,138$ (321,028) Interest Income 18,017 2,917$ 15,100 Increase (decrease) in net position (301,873)$ 4,054$ (305,927)$

MORPCStatement of Net Assets

As of 07/31/2017

Date: 8/23/2017, 1:11 PM Page: 1

Balance at 07/31/2017


Monthly Difference


Yearly Difference

Assets Current Assets Cash $814,643 $895,146 ($80,503) $1,932,638 ($1,117,995) Cash-Designated for Building Improvement 722,705 722,057 648 745,123 (22,419) Cash-Operating Reserve 1,309,251 1,307,998 1,254 0 1,309,251 Cash-Building Reserve 1,020,848 1,019,873 975 2,111,443 (1,090,594) Cash-Management Reserve 100,685 100,592 93 0 100,685 Cash with Trustee NSP1 Franklin Co 42,050 42,050 0 42,050 0 Cash with Trustee HOPE 3 0 0 0 1,723 (1,723) Accounts Receivable 1,955,371 1,974,572 (19,200) 1,707,256 248,115 Prepaid Expenses 179,315 205,551 (26,236) 122,118 57,198 Total Current Assets 6,144,933 6,267,839 (122,906) 6,662,350 (517,417) Non-Current Assets Forgivable Mortgages 79,018 79,719 (702) 113,214 (34,196) Fixed Assets 579,201 579,201 0 561,217 17,984 Contributed Assets 369,976 369,976 0 369,976 0 Accumulated Depreciation (840,879) (836,531) (4,349) (770,094) (70,785)Total Non-Current Assets 187,315 192,365 (5,050) 274,312 (86,997) Deferred Outflows of Resources GASB 68 Pension 2,076,372 2,076,372 0 694,040 1,382,332 Total Deferred Outflows of Resources 2,076,372 2,076,372 0 694,040 1,382,332 Total Assets $8,408,620 $8,536,577 ($127,956) $7,630,702 $777,918

Liabilities Current Liabilities Accounts Payable $190,546 $266,725 ($76,179) $230,439 ($39,893) Accrued Payroll 270,789 249,784 21,006 251,405 19,384 Accrued Fringe Benefits 61,417 58,640 2,777 70,852 (9,435) Other Accrued Liabilities 29,527 25,574 3,953 122,376 (92,849) Accrued PTO & Sick Leave 40,000 40,000 0 60,000 (20,000) Deferred Income 666,999 697,659 (30,660) 1,117,879 (450,880) Deferred Income-Member Dues 487,410 539,983 (52,573) 440,756 46,654 Deferred Income-Indirect Reserve 171,399 131,081 40,318 (23,260) 194,659 Deferred Fringe Benefit Reserve 266,272 308,001 (41,729) 146,865 119,407 Total Current Liabilities 2,184,361 2,317,448 (133,087) 2,417,313 (232,952) Non-Current Accrued PTO & Sick Leave 415,228 422,546 (7,318) 383,539 31,689 HOPE 3 Deferred Income 10,256 10,957 (702) 20,606 (10,351) Other Mortgages-Deferred Income 68,762 68,762 0 92,607 (23,845) Accrued Building Lease Expense 1,621 2,162 (540) 22,957 (21,336) GASB 68 Pension Liability 5,418,085 5,418,085 0 4,245,280 1,172,805 Total Non-Current 5,913,952 5,922,513 (8,560) 4,764,990 1,148,962 Deferred Inflows of Resources GASB 68 Pension 416,480 416,480 0 74,581 341,899 Total Deferred Inflows of Resources 416,480 416,480 0 74,581 341,899 Total Liabilities 8,514,793 8,656,441 (141,647) 7,256,884 1,257,909

Net Assets Beginning Net Assets 195,701 195,701 0 671,732 (476,031) Current YTD Net Income (301,873) (315,565) 13,691 (297,914) (3,959)Total Net Assets (106,173) (119,864) 13,691 373,817 (479,990)

Total Liabilities and Net Assets $8,408,620 $8,536,577 ($127,956) $7,630,702 $777,918