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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
Page 2
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
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)
TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014-2016)
2 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
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.
TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014 TO 2016)
TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014-2016)
3 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
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.
TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014 TO 2016)
TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014-2016)
4 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
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.
TOP 100 REGIONAL HIGH-CRASH INTERSECTIONS (2014 TO 2016)
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INTERSECTION WITH RANK
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.)
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
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
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 2017
JURISDICTION RANK LOCATIONTOTAL
CRASHES(FREQ.)
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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
TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - CITIES
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 2017
JURISDICTION RANK LOCATIONTOTAL
CRASHES(FREQ.)
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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
TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - CITIES
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 20174 OF 4
JURISDICTION RANK LOCATIONTOTAL
CRASHES(FREQ.)
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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.
TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - CITIES
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 2017
JURISDICTION RANK INTERSECTION Total Crashes
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 2017
JURISDICTION RANK INTERSECTION Total Crashes
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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
TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - VILLAGES
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 20173 OF 3
JURISDICTION RANK INTERSECTION Total Crashes
CRASH SEVERITYSEVERITY
(EPDO)
ANNUAL CRASHESTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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.
TOP 5 HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014 TO 2016) - VILLAGES
HIGH-CRASH INTERSECTIONS BY JURISDICTION (2014-2016)
AUGUST 2017
JURISDICTION RANK INTERSECTIONTOTAL
CRASHES (FREQ.)
CRASH SEVERITYSEVERITY
(EPDO)
CRASHES BY YEARTOP 100Fatal
InjurySerious Injury
Minor Injury
Possible Injury PDO 2014 2015 2016
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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Morse Rd
Dublin Rd
Fisher RdJo
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Bric
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Karl
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Bethel Rd
Eakin Rd
King AveTrabue Rd
Mckinley Ave
Pars
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W 5Th Ave
Alkire Rd
Clime Rd
N Wilson Rd
Fishinger Rd
Reed
Rd
S Ja
mes
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N Ca
ssad
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Frank Rd
Oak St
W Lane Ave
Clev
elan
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Mai
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Frebis Ave
Mccoy Rd
Neil Ave
E Weber Rd
N Hague Ave
Styg
ler R
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Taylor Rd
W Mound St
S Oh
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E 5Th Ave
Zollinger RdBr
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Rd
Innis Rd
Briggs Rd
Fairw
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Harm
on A
ve
Ferris Rd
S Ch
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Demorest Rd
Lane Rd
E Whittier St
E Hudson St
E Long St
Tremont Rd
Bryden Rd
Lock
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Clark State Rd
Mcn
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Cherry Bottom Rd
Taylo
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S Ye
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Leonard Ave
Hart Rd
Refugee Rd
Cour
trigh
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Mccutcheon Rd
W 1St Ave
Cole St
S Hague Ave
Goodale Blvd
Valleyview Dr
Mock Rd
Thurman Ave
Noe
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Easton Way
Woo
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d Av
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Phillipi Rd
Greenlawn Ave
Geor
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W Henderson Rd
Havens Corners Rd
Davidson Rd
Stimmel Rd
S Ne
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Wes
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S Wayne Ave
Holt Rd
Johnstown Rd
Groves Rd
Nort
h St
ar R
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Kinnear Rd
Smiley Rd
E Cooke Rd
Broadview Rd
Maryland Ave
Calu
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Sullivant Ave
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Morrison Rd
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Morse Crossing
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S Cypress AveS Souder Ave
Dering Ave
Ackerman Rd
Noe Bixby Rd
Refugee Rd
E Cooke Rd
E 5Th Ave
Dublin Rd
Agler Rd
W 5Th Ave
GAHANNA
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TOP BICYCLE & PEDESTRIANHIGH-CRASH LOCATIONS(2012-2016)
RANK LOCATION JURISDICTION TOTAL CRASHES
CRASH SEVERITY
EPDO
CRASH YEAR
FATAL SERIOUS INJURY
MINOR INJURY
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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GAHANNA
NEW ALBA
LEGEND
Transportation Planning Area
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):
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 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
N Ca
ssad
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E 5Th Ave
Oak St
W Lane Ave
Nort
hwes
t Blv
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Mccoy Rd
Karl
Rd
Neil Ave
E Weber Rd
Reed
Rd
N Hague Ave
Kenny Rd
Mai
ze R
d
Zollinger Rd
Innis Rd
Ferris Rd
Clev
elan
d Av
e
Lane Rd
E Whittier St
E Hudson St
E Long St
Tremont Rd
Bryden Rd
Agler Rd
Leonard Ave
S Oh
io A
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W 1St Ave
S Front St
Cole St
Goodale Blvd
Valleyview Dr
Mock Rd
W Henderson Rd
Gran
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w Av
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E 2Nd Ave
Woo
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Bren
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Phillipi Rd
E 11Th Ave
Davidson Rd
Redd
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S Ne
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Star
Rd
S Ja
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Kinnear Rd
E Rich St
Smiley Rd
E Cooke Rd
Calumet St
Taylo
r Ave
Highland Dr
E North Broadway
Roberts Rd
E Livingston Ave
Johnstown Rd
S Hague Ave
W 3Rd Ave
Alum Creek Dr
Ham
ilton
Ave
Scioto Darby Creek Rd
Holt Ave
Park
wood
Ave
E Mound St S Ca
ssad
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e
Mccutcheon RdCemetery Rd
College Ave
Demorest Ave
E 17Th Ave
S Cypress Ave
Chambers RdS Souder Ave
S Wilson Rd
N Grant Ave
Fairw
ood
Ave
3Rd Ave
W Whittier St
Franklin Park S
Mt Vernon Ave
Easton Way
Starling St
S Grubb St
Britt
on P
kwy
N Eureka Ave
Nort
h St
ar A
ve
5Th Ave
Airport Dr
W 5Th Av
e
E 5Th Ave
E Cooke Rd
Cemetery Rd
Agler Rd
Nort
h St
ar R
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Neil
Ave
COLUMBUS
UPPER
ARLIN
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TOP BICYCLE 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
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
Transportation Planning Area
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
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
HIGH-CRASH INTERSECTION METHODOLOGY
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
MID-OHIO REGIONAL PLANNING COMMISSION
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
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 2. 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 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
MID-OHIO REGIONAL PLANNING COMMISSION
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
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 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 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
Effective date: September 7, 2017
Submitted by: Shawn Hufstedler, Chief of Staff & Director of Operations
Prepared by: Shawn Hufstedler, Chief of Staff & Director of Operations
Authority: Ohio Revised Code Section 713.21
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
111 Liberty Street, Suite 100
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
Employee Guidebook Index
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 (20-29 hours) 29
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
Employee Guidebook Index
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
Employee Guidebook Index
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
Employee Guidebook Index
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
Employee Guidebook Index
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
Employee Guidebook Index
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
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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
Employee Guidebook Section 1 – Classification Plan
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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
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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
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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
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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
Employee Guidebook Section 2 – Hiring Process
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.
Employee Guidebook Section 2 – Hiring Process
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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
Employee Guidebook Section 2 – Hiring Process
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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
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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
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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.
See plan documentation for further information. Note that all claims are subject to the plan
guidelines, eligibility criteria and discretion.
GOOD HEALTH INCENTIVE
FLEXIBLE SPENDING ACCOUNTS
SHORT TERM DISABILITY
LONG TERM DISABILITY
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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
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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
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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
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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
Accrual Per Pay (26 pays) 3.69 4.62 6.15 7.08 8.62 10.15
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
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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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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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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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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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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
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.
“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
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.
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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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
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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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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
Employee Guidebook Section 3 – Benefits
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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:
Employee Guidebook Section 3 – Benefits
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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
Employee Guidebook Section 3 – Benefits
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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.
Employee Guidebook Section 3 – Benefits
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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
Employee Guidebook Section 3 – Benefits
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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
Employee Guidebook Section 3 – Benefits
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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.
Employee Guidebook Section 3 – Benefits
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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
Employee Guidebook Section 3 – Benefits
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COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
PART-TIME EMPLOYEES
SUMMARY OF MAJOR BENEFITS*
(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
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 Guidebook Section 3 – Benefits
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EMPLOYEE DEVELOPMENT Tuition reimbursement program, seminars, conferences and
training offered to develop employees
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
PART-TIME EMPLOYEES
SUMMARY OF MAJOR BENEFITS*
(For Employees Working 20-29 Hours Per Week)
Does not include Interns or Temporaries
PAID TIME OFF (PTO) &
HOLIDAYS
Pro-rated PTO and holiday leave
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
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
Employee Guidebook Section 3 – Benefits
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PART-TIME EMPLOYEES
SUMMARY OF MAJOR BENEFITS*
(For Employees Working Less Than 20 Hours Per Week)
Does not include Interns or Temporaries
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
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
*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.
Employee Guidebook Section 3 – Benefits
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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:
FT PT # of hrs: Beginning: Ending:
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
Employee Guidebook Section 3 – Benefits
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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
40
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
Employee Guidebook Section 4 – Wage and Salary Administration
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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:
Employee Guidebook Section 4 – Wage and Salary Administration
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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
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
Employee Guidebook Section 4 – Wage and Salary Administration
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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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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
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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.
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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.
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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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_______________________________________________________ _____________________________
_________________________________ __________________________ 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
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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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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.
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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
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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.
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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
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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
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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
select an Employee Longevity Incentive of their choice.
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.
Step 5 If no satisfactory solution is reached in Step 4 and the complainant wishes to pursue
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.
DISCIPLINARY ACTION
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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
VIOLENCE IN THE WORKPLACE
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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.
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.
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;
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
DRUG AWARENESS PROGRAM
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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.
NEPOTISM
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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
HARASSMENT
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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.
Employees who violate this policy will be subject to disciplinary action, up to and including immediate
termination.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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:
See Subscriptions section above.
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:
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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
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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
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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:
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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.
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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
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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
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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
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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:
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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
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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
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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;
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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
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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.
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).
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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
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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
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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
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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)
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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.
Power Outage/Power Surge:
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.
Staff is asked to be patient and be as productive as possible while the problem is being rectified.
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:
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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
Employee Guidebook Section 9 – Operating Policies and Procedures
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
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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
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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.
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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
Employee Guidebook Section 9 – Operating Policies and Procedures
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
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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
Employee Guidebook Section 9 – Operating Policies and Procedures
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.
Employee Guidebook Glossary of Terms
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.
EMPLOYEE GUIDEBOOK MORPC Offices Phone: 614-228-2663 www.morpc.org
Last Full Update – September 7, 2017
111 Liberty Street, Suite 100
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
Employee Guidebook Index
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 (20-29 hours) 29
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
Employee Guidebook Index
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
Employee Guidebook Index
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
Employee Guidebook Index
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
Employee Guidebook Index
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
Employee Guidebook Index
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, 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
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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
Employee Guidebook Section 2 – Hiring Process
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
Employee Guidebook Section 2 – Hiring Process
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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
Employee Guidebook Section 2 – Hiring Process
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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.
Employee Guidebook Section 2 – Hiring Process
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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
Employee Guidebook Section 2 – Hiring Process
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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.
Employee Guidebook Section 3 – Benefits
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
Employee Guidebook Section 3 – Benefits
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.
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.
See plan documentation for further information. Note that all claims are subject to the plan
guidelines, eligibility criteria and discretion.
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
Employee Guidebook Section 3 – Benefits
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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
Employee Guidebook Section 3 – Benefits
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
Accrual Per Pay (26 pays) 3.69 4.62 6.15 7.08 8.62 10.15
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
Employee Guidebook Section 3 – Benefits
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(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,
Employee Guidebook Section 3 – Benefits
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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.
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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
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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
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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
child of a person standing in loco parentis. For all leaves except Exigency Leave and Covered
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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.
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
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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.
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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
Employee Guidebook Section 3 – Benefits
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
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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.
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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
Employee Guidebook Section 3 – Benefits
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
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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
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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
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:
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
Employee Guidebook Section 3 – 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.
Employee Guidebook Section 3 – Benefits
27 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
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
Employee Guidebook Section 3 – Benefits
28 11430501v1 Revised 9/7/2017
PART-TIME EMPLOYEES
SUMMARY OF MAJOR BENEFITS*
(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
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
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
Employee Guidebook Section 3 – Benefits
29 11430501v1 Revised 9/7/2017
PART-TIME EMPLOYEES
SUMMARY OF MAJOR BENEFITS*
(For Employees Working 20-29 Hours Per Week)
Does not include Interns or Temporaries
PAID TIME OFF (PTO) &
HOLIDAYS
Pro-rated PTO and holiday leave
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
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
Employee Guidebook Section 3 – Benefits
30 11430501v1 Revised 9/7/2017
PART-TIME EMPLOYEES
SUMMARY OF MAJOR BENEFITS*
(For Employees Working Less Than 20 Hours Per Week)
Does not include Interns or Temporaries
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
COMMUTER BENEFITS COTA bus passes available at reduced prices for employees who
choose to commute by bus
*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.
Employee Guidebook Section 3 – 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.)
FT PT # of hrs: Beginning: Ending:
FT PT # of hrs: Beginning: Ending:
FT PT # of hrs: Beginning: Ending:
# 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.
Employee Guidebook Section 4 – Wage and Salary Administration
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
Employee Guidebook Section 4 – Wage and Salary Administration
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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
Employee Guidebook Section 4 – Wage and Salary Administration
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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
Employee Guidebook Section 4 – Wage and Salary Administration
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
Employee Guidebook Section 4 – Wage and Salary Administration
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.
Employee Guidebook Section 4 – Wage and Salary Administration
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.
Employee Guidebook Section 4 – Wage and Salary Administration
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
Employee Guidebook Section 4 – Wage and Salary Administration
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
Employee Guidebook Section 4 – Wage and Salary Administration
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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
Employee Guidebook Section 4 – Wage and Salary Administration
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
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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
Employee Guidebook Section 4 – Wage and Salary Administration
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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.
Employee Guidebook Section 5 – Performance Management Process
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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.
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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
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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.
Employee Guidebook Section 6 – Employee Conduct
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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
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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
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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.
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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
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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
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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.
Step 4 If no satisfactory solution is reached in Step 3 and the complainant wishes to pursue
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.
Step 5 If no satisfactory solution is reached in Step 4 and the complainant wishes to pursue
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
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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.
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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
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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.
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
DRUG-FREE WORKPLACE POLICY
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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
DRUG AWARENESS PROGRAM
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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.
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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.
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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
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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
NEPOTISM
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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.
Employees who violate this policy will be subject to disciplinary action, up to and including immediate
termination.
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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
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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
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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
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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.
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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
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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
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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
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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
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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
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) 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
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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
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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:
See Subscriptions section above.
Publications:
See Subscriptions section above.
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
DOT-assisted contracts.
2. To create 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 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
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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
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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
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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
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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
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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.
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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
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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
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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
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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.
Power Outage/Power Surge:
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.
Staff is asked to be patient and be as productive as possible while the problem is being rectified.
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
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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
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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
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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.
Employee Guidebook Section 9 – Operating Policies and Procedures
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,
Employee Guidebook Section 9 – Operating Policies and Procedures
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.
Employee Guidebook Glossary of Terms
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.
Employee Guidebook Glossary of Terms
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.
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 $8,044.
MID-OHIO REGIONAL PLANNING COMMISSION
SCHEDULE OF REVENUES AND EXPENSES-BUDGET AND ACTUALFOR THE SEVEN MONTHS ENDING JULY 31, 2017
VarianceActual Budget over / (under)
Revenue Environment, Mapping & Transportation 3,705,142$ 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
Balance at 06/30/2017
Monthly Difference
Balance at 07/31/2016
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