Administrative Guidelines Clause Samples

Administrative Guidelines. Requests to pursue a Master’s Degree solely 29 for movement on the salary schedule will not be approved. 30 31 After reviewing the file of leave requests developed by the review panel, 32 the Superintendent will make recommendations to the Board of Education 33 concerning those requests. Certified staff will be notified of acceptance or 34 rejection of their leave requests by the Chief Human Resources Officer and, 35 if rejected, will be advised of the reason in relation to the selection criteria 36 above. 38 Upon return to the District, the certified staff member will be reinstated in 39 a position for which the certified staff member is qualified. 40

Administrative Guidelines. Provider shall comply with the Administrative Guidelines. Some or all Administrative Guidelines may be communicated in the form of a provider reference manual, in other written materials distributed by Cigna to Provider and/or at a website identified by Cigna. Administrative Guidelines may change from time to time. Cigna will give Provider advance notice of material changes to Administrative Guidelines.

Administrative Guidelines. Prior to effecting the annual assignment changes, the District will develop, in consultation with the Association, more specific administrative guidelines for use in implementing this Article. It is understood that such guidelines must not conflict with the provisions of this Article and that any grievance shall be limited to an allegation that the District has violated an express term of this Article.

Administrative Guidelines. A. Implementation of this Agreement 1. It is the intent of the Collaborating Institutions that the general provisions of this Agreement be translated into specific programs of activity as expeditiously as financing and other institutional capabilities permit. Such specific programs will be detailed in the appropriate standalone implementing agreement(s) or appendices to this Agreement, as approved in writing by the designated officials of both Collaborating Institutions. No implementing agreement or appendix will amend or contradict the provisions of this Agreement. Implementing agreement(s) and appendices for all specific programs must include provisions for insurance coverage for the respective parties, including liability coverage for acts and omissions of each Collaborating Institution’s officers, agents, and/or employees. Implementing agreement(s) and appendices for faculty, staff, and/or scholar exchanges and collaborative research programs must also include specific provisions concerning, but not limited to, publication, conflict of interest, data use and privacy requirements, and any Intellectual Property (“IP”) that may result from the program(s), and requirements that all research must be conducted in accordance with all applicable laws, regulations, policies, and procedures of both Collaborating Institutions. 2. Nothing in this Agreement shall be interpreted as constraining the development of existing or future programs by each Collaborating Institution that are not specifically mentioned in this Agreement.

Administrative Guidelines. A. Rule infractions are generally divided into three categories. These are (1) work performance, (2) conduct, and (3) attendance. The maximum number of verbal reminders that may be active at one time is three (3), and these must be indifferent categories. Should another performance problem occur in a category where there is already an active verbal reminder, the discipline step must escalate to a higher level of seriousness; usually a written reminder. The maximum number of written reminders that may be active at one time is two (2), and these must be in different categories. Should another performance problem occur in a category where there is already an active written reminder, the discipline step must escalate to a DML. The above language refers to escalation to the appropriate disciplinary step once a decision to formally discipline has been made. In lieu of taking formal disciplinary action the PSD or designee may opt to coach/counsel an employee, taking into consideration mitigating factors. Because the Decision-Making Leave is a total performance decision on the employee's part, there is only one DML B. The following list, which is not intended to be all inclusive, gives examples of rule violations and general categories into which they fall: Absenteeism Tardiness Sick Leave Abuse (Positive Discipline will not circumvent or supersede sick leave abuse sections of any Labor Agreement} No Call/No Show Leaving Assigned Work Area/Location without Permission Insubordination: Refusal to Follow PSD's Instruction Refusal to Work Overtime in an Emergency Situation Fighting or Provoking a Fight on Agency Property Falsification of any Agency Document or Record Conducting Personal Business on Agency Time without Permission Reporting a False Reason for an Absence Excessive misuse of work time for non-work activities Verbal and/or Sexual Harassment Initiating, Encouraging, or Participating in a Walk-Out or Work Slowdown Allowing Guests on Restricted Agency Property without Permission Unsatisfactory Work Performance (Quality/Quantity, Effort, and/or Negligence) Sleeping on the Job Unsafe Poor Housekeeping Excessive Time Away from Workstation Backing Accidents Failure to Adhere to Safe Work Practices and Accident Prevention Rules C. The above list is not totally inclusive. In addition, Agency Standard Practices, Safety, and Procedural Rules, along with sound judgment and common sense should govern individual conduct and action. Individual departments and locations a...

Administrative Guidelines. Prior to the implementation of a change in an administrative guideline or Board policy, which affects all employees in the system or a department, the change will be posted for seven (7) calendar days before its effective date. A copy of the policy change will be sent to OAPSE Presidents.

Administrative Guidelines. (1) Each principal/director who has a new commuting teacher will provide an opportunity for the teacher to visit the school and to meet with the division head once the teacher's assignment has been formalized. This orientation session should occur as soon as assignments have been completed. (2) At the beginning of each school year, principals/directors will designate the home school for the commuting teacher based on the number of classes taught in each school. (3) Commuting teachers will have a preparation period and a duty free lunch period. (4) Each school in which the commuting teacher has teaching responsibilities will provide the teacher with use of a desk and with space available in a file cabinet. (5) Professional expense reimbursement shall be allocated by the home school. (6) During the August Institute, the principal/director should introduce the new commuting teacher to the staff, recognizing the contribution that the commuting teacher makes to the overall educational program of the building and to the district. (7) Evening activity supervision for the commuting teacher is to be assigned by the home school. The assignment will be coordinated by the Assistant Principal for Student Activities utilizing the same building process which is in place for all EA staff members. (8) Commuting teachers will not have a program support assignment. (9) The division head in the home school will prepare the commuting teacher's evaluation with input from the division head in the commuting teacher's other school(s). (10) To assure ease of entry and exit in the parking lot, schools should make available parking spaces for commuting teachers. (11) When the commuting teacher is delayed due to inclement weather or conflicting schedules, the division head is responsible for coverage of classes until the commuting teacher's arrival at school.

Administrative Guidelines. In addition to the distribution of Administrative Guidelines as set forth in the Agreement, Cigna will provide its Administrative Guidelines in hard copy, CD or other electronic format, or by web posting, prior to the execution or amendment of the Agreement, and annually.

Administrative Guidelines. STATUS: Active Duty and Activated Reservist (currently on “active duty”) • AGE LIMIT: 21 • RETENTION CRITERIA (TIME REMAINING ON ACTIVE DUTY AFTER SURGERY DATE): o ARMY ACTIVE DUTY: 6 months o NAVY/MARINE ACTIVE DUTY: 12 months o AIR FORCE ACTIVE DUTY: 6 months o RESERVISTS ON ACTIVE DUTY: Service standards • DEPLOYMENTS: No scheduled deployments within 3 months of surgery • COMMANDER’S AUTHORIZATION1: Valid for 6 months • SMALLPOX IMMUNIZATION: no laser treatments within 3 weeks of smallpox immunization (Ask); no immunization up to 4 months after laser treatment2 • OPTOMETRY POST-OPERATIVE CARE: Optometrist must be within 2 hours of patient’s duty location; Patient must have a managed care agreement unless LRMC is providing post-op care. If member is PCSing within 90 Days after surgery a new MCA must be completed by the gaining unit Optometrist.